STRATEGIC PLAN KEY FINDINGS AND RECOMMENDATIONS NOVEMBER 14, 2019 Brad Segal, P.U.M.A.
STRATEGIC PLAN PURPOSE 1. Assess the overall mix of services and programs 2. Evaluate new methods of revenue generation, in light of expiring RDA funds
PROCESS • July: Kick-off with P.U.M.A., City of Long Beach, and BKBIA • September: Site visit: district orientation, stakeholder meetings, focus group forums • October: External conditions research including market overview; internal (organizational) assessment • November: Draft of Strategic Plan complete
MARKET HIGHLIGHTS • Demographics: diverse, educated, relatively high median incomes • Housing affordability: average rents and home sales, prices have risen significantly • Retail vacancy has remained low. Advantages: Walkable neighborhood-serving, unique offerings. • Uptick in new businesses, particularly dining and drinking establishments. • Office lease rates were stagnant but since 2015 have increased.
FOCUS GROUP HIGHLIGHTS • Meetings held September 11-12, 2019 • 70+ participants • Diverse interests and perspectives represented: • Retail and Restaurants • Service Businesses • Nonprofits • Residents • Property Owners • Board of Directors
FOCUS GROUP HIGHLIGHTS BKBIA STRENGTHS • Positive cache: Bixby Knolls is on the map. • Beautification: Clean and well maintained. • Accessible: convenient, central location, ample free parking (comparatively). • Business Mix, Community: Eclectic, serves neighborhood interests (mostly), local support. • Leadership: engaging, supportive, adaptive • Solid Events Overall: well-attended; variety.
FOCUS GROUP HIGHLIGHTS BKBIA CHALLENGES • Traffic speeds, pedestrian safety • More retail and restaurants would be beneficial • Evening hours and night life • Support and education for landlords, businesses,, and tenants. • Some concern with safety, crime, particularly at night. • Marketing, esp. to attract visitors
FOCUS GROUP HIGHLIGHTS TOP 3 IMPROVEMENTS 1. Recruiting and supporting retail (and other types of unique attractions) 2. Improving the pedestrian environment and calming traffic (esp. Atlantic Ave.) 3. Continuing to refine and curate events
KEY CONCLUSIONS 1. Stakeholders are overwhelmingly satisfied. 2. There has been positive momentum and Bixby Knolls is well positioned for future market opportunities. 3. There is general agreement on top priorities. 4. Additional funding & staffing resources are needed. Recommended annual funding: $600,000 minimum • The organization will need to secure an additional $350,000 annually • (this includes the $200K to replace RDA funds) 5. Future partnerships with the City are essential.
STRATEGIC PLAN FRAMEWORK RECOMMENDATIONS
GOAL AREA 1: PEDESTR TRIA IAN ENVI VIRONMENT Prioritize traffic calming & pedestrian safety improvements (especially Atlantic Avenue) Install traffic lights and crosswalks including mid-block crossings (ideally • every intersection between Bixby Road and San Antonio Drive). Consider other innovative traffic calming and mobility improvements • including bicycle infrastructure. Continue to assess and address pedestrian safety issues on Long Beach • Boulevard and the streets that connect it to Atlantic Avenue.
GOAL AREA 1: PEDESTR TRIA IAN ENVI VIRONMENT Tend to the “basics:” maintain clean, unobstructed sidewalks Continue to use public art, lighting, and other place enhancements to create more vibrancy String lights and festoon lighting • Public art: continue to work with artists and community partners to add • more murals and public art dispersed through the district.
GOAL AREA 1: PEDESTR TRIA IAN ENVI VIRONMENT Urban design and public gathering places Collaborate (w/ City and property owners) on opportunities for improved • public and private spaces along Atlantic and Long Beach Blvd. Start with “pop-up” sites to gauge community interest. Provide movable seating, shade structures, and variety of programming elements. Promotional materials and business support to encourage more outdoor • dining spaces. Consider laying the ground work to help transform properties to be more • street-oriented, such as the Bixby Center.
GOAL AREA 2: BUSIN INES ESS S SUPPORT & T & RECRUITM ITMENT Refine & enhance business recruitment role More proactive landlord education about market opportunities (will need to • strengthen data collection capabilities) Seek community input to identify what’s missing • Fortify partnerships with City Economic Development to assist with attracting • desired businesses Refine & enhance business support role Continue to build cohesion among businesses. Survey businesses to see • which members-only programming is most effective. Encourage more after-work and evening activities, businesses with later • open hours
GOAL AREA 3: EVENT NTS & S & MARK RKETING NG Create an events “scorecard” Objective criteria for evaluating existing and proposed events • Sample Scorecard Questions: • Is there alignment b/w event and at least one of BKBIA’s core objectives (business cultivation, branding, community building, etc.)? • Does the event activate public spaces? • Does it support brick-and-mortar establishments? • Adequate staffing, volunteer, and sponsorship funds? Continue engagement with non-retail stakeholders As BKBIA chooses new special projects (like public space activation), seek • funding from residents through neighborhood crowdsourcing efforts Increase outreach efforts to office-based businesses and their employees • Increase outreach to institutions in/around district to develop cache among • tourists (for example, Rancho Los Cerritos).
GOAL AREA 4: ADV ADVOC OCACY AN AND D PARTN TNER ERSHIP IPS Appeal for more City investment in capital improvements. Seek funding and prioritization of traffic calming projects. • Encourage expedited city permitting processes Continue to work with COBA to give feedback to the City. • Advocate for district safety Consider advocating on social issues.
ORGANIZATIONAL IMPLICATIONS AND BUDGET
ORGANIZATIONAL IMPLICATIONS: STAFFING Retain and Refine Existing Positions Expand Staffing • Research & Outreach position (Full Time) • EXPO Building Manager position (Part Time)
ORGANIZATIONAL IMPLICATIONS: BOARDS & COMMITTEES Align Committees with Framework Goals • Business Support & Recruitment • Events & Programming • Pedestrian Realm • Advocacy (Board of Directors)
ORGANIZATIONAL IMPLICATIONS: BUDGET
ORGANIZATIONAL IMPLICATIONS: FUNDING MECHANISMS Maximize Use of the 501c3 • Establish an annual funding goal, e.g. 10% of budget • Seek out major companies for corporate sponsorships • Consider putting the EXPO Center into the 501c3 Solicit City Contributions in Lieu of RDA Funds Explore Feasibility of Increasing Business License-Based Fees, e.g.: • Increase business fee, and make rates flexible according to business size and number of employees • Consider adding an industrial space license.
ORGANIZATIONAL IMPLICATIONS: FUNDING MECHANISMS (PBID) Consider a Property-Based BID Benefits • Consistent revenue source • Fairness – equitable formula based on property characteristics • Collection • Governance structure & long term vision Potential Drawbacks • Value proposition for property and business owners • Relation between PBID and BIA • Can be difficult to form – requires petition and vote
ORGANIZATIONAL IMPLICATIONS: FUNDING MECHANISMS (PBID) Consider a Property-Based BID • Geographic Considerations and Service Zones • Scenario 1: PBID for Atlantic Avenue Pedestrian Area only. The existing BIA would remain in place. • Scenario 2 : Two Service Zones • Premium Zone : Atlantic Pedestrian Area • Standard Zone : Long Beach Blvd. and Atlantic from Bixby to 33rd
ORGANIZATIONAL IMPLICATIONS: FUNDING MECHANISMS (PBID)
ORGANIZATIONAL IMPLICATIONS: FUNDING MECHANISMS (PBID) Step 1: District Feasibility Step 2: Petition & Ballot Campaigns
QUESTIONS & DISCUSSION
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