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
Primary Application Area
1. Investment Sites (By Area)
Potential Housing
Primary Application Area
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
1. Investment Sites (By Area)
Short-term Interventions
Long-term Redevelopment Opportunities
Façade Programs/Façade Master Plans
Primary Application Area
Manor New Holland
East King South Prince
South Duke
Precedent: Potential for Short-term Interventions (Site Enhancements)
Precedent: Potential for “Humble” Buildings
Manor
Precedent: Potential for “Humble” Buildings
Before
After
Before
Precedent: Potential for “Humble” Buildings
After
Precedent: Potential for “Humble” Buildings
Precedent: Potential for “Humble” Buildings
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
Manor Street – Southwest Revitalization Initiative
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
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
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
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
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/
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
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
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
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
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
Greer Partnership for Tomorrow
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
Primary Application Area
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
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
Primary Application Area
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.
Accelerate Lancaster
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.
Accelerate Lancaster
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.
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
Primary Application Area
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.
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
Primary Application Area
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
Primary Application Area
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
3. Affirm Effort to Build the City Brand for Tourism Through LOOP
4. Link City and County Marketing Efforts
Primary Application Area
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
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
Primary Application Area
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
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
Primary Application Area
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
Primary Application Area
Opportunities for Commercial Hubs
Opportunities for Commercial Hubs
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
Primary Application Area
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
Physically Establish Commercial Hub Identities
2. Street Network and Improved Accessibility
3. Streetscape
Primary Application Area
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