AGovernanceModelforPublicSpaceManagementofTimesSquare,
Part1-Introduction
- UrbanGovernance
- NeedforanewgovernancemodelforTimesSquare
- ProblemStatement
- Methodology
- ImportanceoftheTimesSquareAlliance(BID)inthedistrict
Part2-ExistingConditions
- ExistinggovernancestructuretomanageTimessquarepublicspace
- TransformationofTimesSquare’sbuiltenvironment
- Physicalchallenges
- Managementchallenges
- LegalChallenges
Part3-Analysis
- Interviewresults
- MajorTakeawaysofoverallissues
Part4-Recommendations
- AmendmentinNewYorkStateLegislation
- AmendmentinBIDBy-laws
- AmendmentinBoardofDirectorsofBID
- AmendmentinthestructureofTimesSquareAllianceBID
- AmendmentintheDoTstructure(non-BIDareas)
- AmendmentinthestructureofCommunityBoard (non-BIDareas)
- PolicyInitiativesforimprovingqualityoflifeofpublicspace
Part5-Conclusion
- Summaryofrecommendations
- ProjectOpportunitiesandfurtherresearch
- Bibliography
RelationshipwithBuiltenvironment
WhyisaGovernanceModelImportant?
WhatisaGovernanceModel?
Introduction
ANeedforaNewGovernanceModelinTimesSquare
Managementresponsibilitiesofdifferententitiesthat operatepublicspaceofTimesSquaredistrict.
StatementofIssue
“TimesSquareismanagedbymorethanoneauthority”
“DegradingqualityofBuiltEnvironment”
“Toregulatethespace,thelawsanddesignscompetewith eachother”
HoweffectivelycanGovernancecreatean impactonPublicSpacemanagementandits Quality?
Methodology Introduction
● 42ndStreetRedevelopmentProject
● NewYorkCity,England
● QuantitativeData
● QualitativeData
● Fieldwork
Introduction ExistingGovernanceStructurethatregulates&manageTimesSquare
Legislaturepassedenablingtheformationof BIDsin1980toencourageeconomic development
Controlsmajorplazapolicies,agreements, contracts,andregulations
Controlsthedevelopmentsof thedistrictandthestructureof
“Centralisedgovernancestructurethat showsthehierarchyofpowersand authorityoverthecommunityandlocal representative(BID)”
TimesSquareDistrict
MaintenancePartner
Policy,Planning&Research
Communicationsand Marketing
● Foundedin1992
ProgramingandEvent
● ProvidescoreneighborhoodservicesPromoteslocal businesses
● Encourageseconomicdevelopmentandpublic improvements
Operations
● Co-coordinatesnumerousmajoreventsinTimes Square
● Curatesandpresentspublicartprojects
● AdvocatesforqualityoflifeissuesinTimesSquare
ExistingConditions Part2
ClosingofBroadway_Pedestrian plazasaftertheywerebuilt
TimesSquare’sbuiltenvironmenttransformed
Processoftransition
Congestionbeforeplazaswere built
TimesSquareplayshosttoabout10%ofstreetfairscitywide
● Indirectimpactthatcausescongestioninthedistrict
● Displacesotherusesofthespace
● Lackofstoragespaceforplazafurniture
Source: Times Square District Needs Summary, 2018
Overlapofvariousactivities
TimesSquareduringCOVID-19.
Streetfairsandevents-Summeryogaevent,TimesSquare
ManagementChallenges ExistingConditions
Peoplefailtousepedestrianflowzonesasperitsfunction aroundDuffySquare
NYCDoT Vs TimesSquare Alliance(T.S.A)
LackofmaintenanceofpaversintheTimesSquarePlazas
NYCDCC Vs NYCDoT Vs Alliance(T.S.A) Vs Utilitycompanies
● Wayfinding
● Difficulttolocate theflowzonesand signages
● UtilitycompaniesacrosstheCityarenotheldaccountable fordamagetheycause
● Lackoflongtermmaintenanceplans
● Theresponsibilitytoreplaceandmaintainthepaversis dividedbetweendotandddc
LegalChallenges ExistingConditions
Regulatecommercialactivities
Toevaluatethelocationofsightseeingbusoperators
DesignatedActivityZonesoneachplazasin TimesSquare
● Differentlegalframeworkofeachentitiestoservethe needsoftheusers
Source:CompliancesDAZViolations,2017-weeklystreet
byAlliancePublicSafetyOfficers.
Source:TimesSquareAlliance,SightseeingBusLegislationCouncilHearingTestimony,2018
Part3
Analysis
ChallengesandPrioritiesofDifferentAuthorities
“Thereisalackof holistic visionforpublicspace managementbetween differentauthorities”
Figure
ChallengesandPrioritiesofdifferentAuthorities
● Thesolutionsproposedarenotagreeduponbyallauthoritiesfor maintainingthequalityofpublicspaceinthecity
● Thequestionthatisoftenraisedbythehigherauthoritiesiswhichuser shouldbeprioritised
● Itwouldbeaworthwhiletoexperimentwiththeideaoftransferring ownershiptopartnerorganizationortoadifferentauthorityforflexible andefficientmanagementofTimesSquareplazasandotherpublic spacesinthecity
● Newregulationsshouldbeinclusiveandagreementsshouldbemore flexible
MajorTakeaways Analysis
● Lackof inclusiveandflexiblepolicyapproach
● Aneedfordemocraticandjustdecision-makingprocess
● Lackofcoordinationandofacollectivevisionfor managingthespace
● Aneedtoincorporatecoordinatingstructureswithin thecityagenciestomanagepublicspaces
● Moreresponsibilitiesandlesspowersgiventolocal representativelikeBIDsandcommunityboards
Recommendations
AmendmentinNewYorkStateLegislationforBIDs
AmendmentintheGovernanceStructureofTimesSquareAlliance
● Flexibilityinagreements
● Tobebereviewedeverythreeyears
● TimesSquareAlliancetotake responsibilityofplanning,designing, constructionofnewdevelopmentinthe district
● NYCDoTtosharepowersand responsibilitywiththeAlliance
AmendmentintheGovernanceStructureofT.S.A
● IntroduceManagementtaskforce arrangementwithintheAlliance
● Coordinatewiththeothercityagencies andadvisorycommitteeoftheB.O.D.
● Draftcontracts,rules,andbusiness plans,andpoliciesforthedistrict
● CommunityEngagementteamwithin theAlliance
● Alliancetoholdpowerinapproving processesofnewprojectsinthedistrict
● TeamofDemocracy,inclusivity,and Equity
Recommendation
ForAreaswheretherearenoBIDs
AmendmentintheGovernanceStructure
DepartmentofTransportation(D.o.T)
ForAreaswheretherearenoBIDs
Recommendation PolicyInitiativesforImprovingQualityofPublicSpaces
● PublicSpaceManagementInitiative
● ActionPlanforMaintenancetobeAddressedalongwithDesigning New PublicSpaces
● IntroducePoolingInsurance
● InteragencyCooperationandcollaboration
● Democracyinleadershipvision
● ShareResponsibilitiesandPowers
SummaryofRecommendations
Conclusion
AStepBack
● Thereisnocommonprocesstodevelopagovernancemodel
● Re-thinkingtheleadershipvision
● Wespendtoomuchtimemakingthecaseforgeneralizedpreferences forparticularformsofgovernancewhenwhatismoreimportant istobepragmaticaboutwhatworksbest,whenandwhere,andhowweshouldjoinupthevariouscontributionsthatreflectuponthe changingneedsofthecommunity
● NewProgramsforPublicSpaceManagement
● WithCOVID-19pandemicflexibleregulationsandimplementationsofruleswillbemust.Hence,flexiblegovernancesystemwouldbe beneficial
● Governancemodelisasystemandhencesmallmodificationscanbefirststeptoregulateurbanspaces
Conclusion Bibliography
Sources: “DesignsonthePublic:3.CondemningthePublicintheNewTimes Square.”“3.CondemningthePublicintheNewTimesSquare”in “DesignsonthePublic”onManifold@Uminnpress
https://www.city-journal.org/html/unexpected-lessons-times-square’s-c omeback-12235.html.
DrawnfromLynneB.Sagalyn,TimesSquareRoulette:Remakingthe CityIconMITPress,November2001.
“Home.”Home-AIAKnowledgeNet,https://network.aia.org/
Admin.“HistoryofTimesSquare.”HistoryofTimesSquare|Times
SquareNYC,17May2017, https://www.timessquarenyc.org/history-of-times-square.
“NYCEDCReleasesAgainstAllOdds:Transforming42ndStreet.”
NYCEDC, https://edc.nyc/press-release/nycedc-releases-against-all-odds-transform ing-42nd-street.
“42ndStreet(Manhattan).”Wikipedia,WikimediaFoundation,3Nov. 2019,https://en.wikipedia.org/wiki/42nd_Street_(Manhattan).
Stern,WilliamJ.,etal.“TheUnexpectedLessonsofTimesSquare’s
Comeback.”CityJournal,18June2019,
“LightsDimforNewYorkCity’sWest42ndStreetRedevelopment
Project:Development:After12Years,TensofMillionsofDollarsand
Morethan40Lawsuits,OneoftheLargestPublicCommercial
Thank
Demonstrate Prof. Competence I UPM - 700 - 01 I Pratt Institute I Spring Semester 2020 I Aarti Mehta
