URBAN IMPACT & REV BIRMINGHAM JANUARY 28, 2022 NORTHWEST QUADRANT MASTER DEVELOPMENT PLAN
Innovation Depot The Switch The Switch Historic 4th Avenue Business District Civil Rights Institute A.G. Gaston Motel Civil Rights Institute A.G. Gaston Motel Kelly Ingram Park
TABLE OF CONTENTS 1 Overview 2 Community Engagement 3 Public Realm 4 Placemaking & Market Opportunities 5 Catalytic Development 6 Parking Strategies 7 Placemaking Strategies 8 Equitable Development Toolkit 9 Action Plan
Overview1
Stewards of the community-based process
Role of the Working Group
Alabama PowerCity of BirminghamREV BirminghamUrban Impact Inc
GroupWorking
Darren Meyer Principal-in-Charge Tammy Cohen Brian Licari CCR GCRA DS MKSK Andrew OverbeckRoman Gary John Castile Project Manager CCR MKSK TeamConsultant
Collaborate with and support the Working Group and Birmingham community in implementing a shared vision
Role of the Consultant Team
GroupSolutions Emily ProjectWykleDirector UAB, Office of the President Drew Honeycutt CEO Innovation Depot Daniella Hines Owner CREED63 Andrew Jones Owner Fly V Bonderia PresidentLyons Fountain Heights Neighborhood Isaac Chairman,CooperBoard Birmingham Civil Rights Institute Ulric PastorJohnson Metropolitan A.M.E. Zion Church Anthony Hood Director of Civic Innovation UAB, Office of the President Lauren Cooper VP of Communications BBA Josh Girvin CEO 03 Solutions Danny Co-chairRansom Civil Rights Activist Committee Deanna Reed ThinkRubix/Woke Vote Theodore Debro Trustee Chair 16th Street Baptist Church
Northwest Birmingham Study Area Reverend Abraham Woods Jr Blvd 6th Ave 7th Ave5th4thAveAve3rdAve2nd Ave1stAve 12thSt 13thSt 14thSt 15thSt 16thSt 17thSt18thStRailroadPark Smithfield TitusvilleNorth65 59 StudyArea NationalMonument FountainHeights Uptown CityCoreCenter The Switch CivilDistrictRights Study Area
What are the synergies between history, heritage, entrepreneurship, and innovation?
How do we better connect adjacent neighborhoods to downtown and better connect them to to the daily life and economy of the Civil Rights District and The Switch?
How do we ensure that local businesses and residents benefit from future growth?
How do we tell the Civil Rights Story, the Innovation Story, and the Birmingham Story with creativity and dignity?
Purpose
!
BUILDON LOC AL STRENGTHS BUILDFORPEOPLE BUILDLONG-TERMVALUE DISCOVER & BUILD COMMUNITYONASSETS... STRENGTHENS...WHICHCOMMUNITYASSETS... ...TO ESTABLISH A SENSE OF PLACE ...THAT GROWSWEALTHCOMMUNITY ...THAT ATTRACTS HIGH QUALITY DEVELOPMENT ...WHICH CAPTURABLECREATESVALUE Approach
JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR ADOPTIONPLANProcessBuildonStrengthsLocal Community Assets & Opportunities Build LongTerm Value Catalytic Projects & Value Capture BuildPeoplefor Framework for Economic Opportunity & DevelopmentDistrict PHASE 3PHASE 2PHASE 1
Put People First
!
Collaborate directly with the community of people that live and work in the district. Start Early Engage the community with transparency and good faith from day one. Empowering Decision-Making
Provide meaningful purpose and decision-making authority in the planning process.
Be Accountable
Sustain communication and transparency throughout implementation.
Importance & Goals of Community Engagement
Overview Engagementof Process COMMUNITYSOLUTIONSROUNDTABLESGROUP FOCUS GROUPS WORKING GROUP FOCUS GROUPS NORTHWEST DOWNTOWN DEVELOPMENT MASTER PLAN NEIGHBORHOODS COMMUNITYFAITH COMMUNITYBUSINESS CIVIL LEADERSHIPRIGHTS GENERATIONY&Z INNOVATIONBUILDERSSTEWARDDECIDEGUIDECOMMUNITY KNOWLEDGE TECHNICAL EXPERTISE
1) Early in the Project: Provide insight into community aspirations, opportunities, and priorities.
Ensure that community concerns and aspirations are consistently communicated to the Solutions Group. Serve as decision-makers in the process. Meet at two major milestones in the project.
2) Following the development of initial recommendations and strategies: Collaborate on decisions regarding alternative and preferred solutions.
Community Roundtable Roles & Responsibilities ROUNDTABLESCOMMUNITYSOLUTIONSGROUP GROUPSFOCUS WORKINGGROUP GROUPSFOCUS NORTHWEST DOWNTOWN DEVELOPMENT MASTER PLAN
Solutions Group Roles & Responsibilities ROUNDTABLESCOMMUNITYSOLUTIONSGROUP GROUPSFOCUS WORKINGGROUP GROUPSFOCUS
Help guide the trajectory of the project. Serve as a representative voice of the community. Provide guidance on project development
Advise on engagement with the broader community. Serve as ambassadors of the project. Assist in planning and carrying out the Community Roundtable discussions. Meet 4-6 times through the course of the project.
NORTHWEST DOWNTOWN DEVELOPMENT MASTER PLAN
Reconnect neighborhoods to the physical, economic, and social fabric of the downtown community. Take Action.
Create value around the creative and authentic expression of the civil rights story, the innovation story and the Birmingham story. Look Forward.
Build on Assets.
Create a strong neighborhood for local Birminghamians while creating a vibrant destination for international talent and visitors. Return to Community.
Appeal to the hearts and minds of the next generation of talent and community leaders. Build-up the Local. Attract the Global.
!
Inspire and enable development that aligns with community vision.
Guiding Principles
EngagementCommunity2
3,600 Unique Website Visitors 125 Online Surveys 81 Stakeholders Interviewed 14 Solutions Group Members 6 Community Roundtables (over 115 participants) Overview …A place that puts Birmingham on the map ….A national destination for top talent …An destinationinternationalwheremillionsofpeoplevisiteachyear.….A vibrant social atmosphere for locals and tourists …An area that embraces all and makes all feel welcome …A place for blackowned businesses to thrive.
Seven Themes Community Engagement Summary Be Bold, Be Courageous The NW Downtown Development Plan Be Sure the Right Story is Told History & Culture Fitting into the Whole City Public Realm & Connectivity It Needs to Feel Like Community Neighborhood Character, Daily Needs & Community Life Welcome, Clean and Safe Must be the Baseline Safety & Perception Double-Down on Innovation and Entrepreneurship Economic Opportunity and Growth Create the Infrastructure for All to Grow Investment & Development
Be Bold, Be Courageous The NW Downtown Development
Plan“Look ahead and put the pieces in place to make change over the next generation.” “This should be a place where you can come here and start something that can change the world.” “Need this to be where someone looks around and says ‘wow, this is Birmingham.” “We want people to be drawn-in by Birmingham culture and moved.” “Be on the offensive of creating opportunity.” “My dream for the district is to put the City of Birmingham on the map.” “We need a place where we can heal.” everything;“Re-imaginebebold,courageous.”
&
“People want to be sure the right story is told; sacrifice not in vain; We didn’t just march here, we lived here, and worked here.”
“Telling stories can have real power.”
“Don’t displace the people and culture.”
Be Sure the Right Story is Told
“Don’t want civil rights message to get lost, muddied, or smothered.”
“Civil Rights destinations are often a once-in-alifetime visit; don’t want to disappoint.”
“Need to stay true to the fabric of Birmingham.”
History Culture
“Some pieces of missing history that need to be lifted up.” “What happened in Bham cannot be anywhere.”replicated
“History is part of the asset base; the past needs to inform how we move forward.”
“Need to change the narrative of the CRD; not a district in the past tense.”
“The CRD can be connected to aspirationstoday’sandthoughts.”
“CRD doesn’t relate to our current lives; no thread to today or tomorrow; like a fly in amber.”
“Need to make CRD an exciting adventure, not just moaning and groaning; a sad place.”
“Thanks for the history lesson, but what is bham doing now and in the future?” “CRD needs to speak to the younger generation and inspire them to change the world.”
Be Sure the Right Story is Told History & Culture
“District needs to be interactive; not just a museum.”
Fitting into the Whole City Public Realm & Connectivity
“Proximity is misunderstood; things are not that far by foot or bike.” “Improve the streetscape to make the District “the place” to be.”
“How do you keep the Switch from looking like any other place?” “Need walkability! Foot traffic is what makes cities vibrant.”
“Even on sunny days it seems gray. More green spaces.” “Need to capitalize on and connect to things outside of the district.”
“Don’t let neighborhoodsthe be detached; they must be connected; they are important to city.”
“Civil Rights District is in isolation; needs to be connected to the community.”wider
“The district needs to be a fun and safe place for children; more likely to learn stories through play.” “It needs to feel like community.”
“Residents need to feel valued; loved.” “Sadly there’s not enough for families and teens.” “We need vibrancy and energy; a place where people live and work; as it was historically.”
It Needs to Feel Like Community Neighborhood Character, Daily Needs & Community Life
“Need a happening, bustling scene after 5; always something to do.” “There are no restaurants; no place to sit down and have a meal with your family.”
“Needaccessconvenienttodailyamenities.”
“My dream for the district is a place with buzzing nightlife and a rich, interactive area for learning about Birmingham’s history and culture.”
“We need to create a full-day experience.”
Welcome, Clean and Safe Must be the Baseline Safety & Perception
“What’s
going on to help address vagrancy and panhandling?” “Must feel safe in the district; must be a priority.” “There is some hesitation of people to do business in the district.”“Itmust feel safe.”welcome; “Approach to homelessness requires a human rights lens.” “Safety is a baseline! Need to extend CAP? Perception is key.”
“My dream for the district is a place where black-ownedthrive.”businesses is a tremendous legacy of entrepreneurship and innovation in the Civil Rights District.” opportunity needs to the first tier: will provide return on financial capital as well as human and social capital.”
do we Moreentrepreneurship?definethanjusttech.”
be
“Need to empower locals to open businesses and tell the story.” take care with potentially exclusionary terms, i.e. “innovation”
“There
“How
“Economic
“Local biz needs to active and engaged in neighborhood.”
“Must
“District development needs to build equity for the black community; where everyday citizens have the opportunity to be part of the economy.”
Double-Down on Innovation & Entrepreneurship
Economic Opportunity and Growth
and and“Double-down“entrepreneurship.”oninnovationentrepreneurship;socialinnovation.”
Economic Opportunity and Growth
“At Innovation Depot, we are building a community; a community of innovators.”
“Want to create a district that will be filled with people who move up through learning; growing personally and as a business opportunity.”
“Need to build a sense of community around small business.” “Innovation Depot grads want to stay; see things happen; be part of a bigger community.” “My dream for the district is a national destination for top talent and an incubator for many new businesses; so many that we can’t remember them all.” “No one has told me ‘no’ for a meeting. Collaboration and sense of community is strong.” “It feels like a community more than most districts.”business “How can we bring innovation out of the Depot and into the community?”
Double-Down on Innovation & Entrepreneurship
“There is the opportunity for meaningful, transformational use of city assets.”
“District needs marketproving; need to reveal demand.”
“Need to ‘paint picture’ of potential to owners.”property “Create a clear pathway and the infrastructure for all to grow.”“Need to create an environment that investment.”draws to investment include: unmotivated property owners, homelessness, cbd vacancy, lack of appealing/contributing historic structures.”
“Barriers
Create the Infrastructure for All to Grow Investment & Development
“There is a wait and see mentality right now with businesses and property owners; some stagnation, but potential.”limitless “Hesitancy to raise rents keeps improvements and development suppressed.”limitlesspotentialpotential.”
Q: If you had to describe Birmingham in one word, what would it be? Community Roundtable All groups 57 responses
Q: What is the draw of Birmingham today?
Gen Y&Z + Innovation Builders 18 responses
Community Roundtable
Vacant buildings , lots of homelessness. The Future
Holds a lot of potential but has not realized it yet. The Innovation Depot is the main event. Will it ever really become a district or just stay a building? This has been a hope for a while.
Community Roundtable Gen Y&Z
Q: What is the perception of the Switch Innovation District?
Rebranding can be a form of erasure. There has to be more thought to the story these brand identities tell, particularly around who’s included, who’s invited, and who’s story is being told.
Didn’t know it was called the switch. Innovation depot closes itself off to the general public. How are we defining entrepreneurs? Just tech and startup? So many entrepreneurs are closed out of that.
Promising.TheHub. How can connectnon-entrepreneurstothearea?
I think building a community that is connected to its character/history is important. Birmingham has character that does not need to be disregarded. Better streetscapes, lighting, and greenways to drive safety and walkability to this area.
Gen Y&Z
Equitable salary, employers who are stuck in ancient mentalities, grants for creatives, funding needed to make upgrades. Good food, housing for young adults, experiences you can’t get in other
Accesscities.to healthy food in walking distance, affordable housing. Birmingham has tons of amenities like bars, restaurants, general activities and I don’t think we need more investment here. The Civil Rights District is unique. We need a sense of history and progress expressed by the soul of our city.
Community Roundtable
You’re not going to attract BIPOC folks if they can’t see themselves in the community you’re inviting them to. Capitalizing native BIPOC businesses & creatives to create the place where BIPOC folks want to be.
Q: What amenities, activities, types of neighborhoods and quality of place are most needed to attract young graduates, entrepreneurs, & creative minds?
Q: What words would you use to describe how the civil rights story is best told to future generations?
Community Roundtable Civil Rights Leadership
Q: Is the future Civil Rights
District a neighborhood full of energy where people live and work, or a quiet and reflective campus where people come for?
Community Roundtable Civil Rights Leadership
Rights Leadership
Expand
Let
Community Roundtable
Renovated
Steady tours of the district museums and sites by qualified individuals telling our story. Sit down restaurants and jazz concerts.
Fun
Shared office space, regular schedule of activities in the parks, food trucks. and safe spaces for children. Black movieMorefestivals.musicafterhoursandmusicvenues.restaurants, nightlife, hotel, retail and seasonal events, residential. buildings, play area for children, festivals that unite the entire civil rights district and community.
Q: What new amenities, attractions, events, etc. would make Northwest Downtown a bigger part of the daily life of all Negro League Museum, Railroad Park, Regions Field. Bring back City Stages!!! the BCVB do what they do best!!... give Sarah and her team free reign to showcase BHAM like only they can do!
Civil
Q: What words would you use to describe the ideal type and character of future development in the district?
Community Roundtable Civil Rights Leadership
Q: How long have you lived in the area? Community Roundtable Neighborhood “<5 yrs” tops the list 6420 yrs<5 yrs6-10 yrs11-20 yrs>20 6 3 4
As a mom of 2 (and one on the way) we enjoy our rec center, park. Wish there was a safe, paved trail other than RRP & MCT. Birmingham Museum of Art, Railroad Park and theatre district such as Alabama Theatre.
Q: How long have you lived in the area? Community Roundtable Neighborhood
Our wonderful parks. They are amazing! The McWayne center, live productions. fast track assistance.permitting Birmingham Historic sites Sports Parks, recreation centers, gyms, museums, festivals and theaters.
Q: What is missing and most needed to serve daily needs? Community Roundtable Neighborhood
Q: What words would you use to describe the ideal type and character of future development in the district? Community Roundtable Neighborhood A proud heritage blazing into the future with confidence.United!PreservationCollaborative.Ofpastwithfuturevision.Community-oriented. Bridge the past and Invitingpresent.and welcoming to everyone. Connected, vibrant, cooperative, sustainable, diverse, affordable, engaging, inclusive. High density occupancy. Attractive affordable homes. Lots of people energy. Transparency —Working relationships between Successfulresidents-contractors.communicationthat’severyonecanfeelheard.
Q: Why are you located or have business interest in Northwest Downtown? Community Roundtable Business
Q: What are current perceptions of the Northwest Downtown area? Weaknesses?Strengths? Community Roundtable Business Strengths Weaknesses Limitless potential Good bones, rich history & culture LongGravitasstanding business owners and tenant Strengths sense of family and community Leading community economic development agency in Urban Impact that focuses on advocating for the District and it’s businesses. “TimeStagnanthas passed it by” DesignDisinvestmentfocused on tourist - similar to comparable Lackcitiesof plan/direction for the area Perception of safety Cleanliness, vacancy/blighted areas, uderserved Homelessness
Q: What are currently the biggest barriers to additional investment, development, and business growth? Community Roundtable Business Active association, support, ownership, mentorship City services, incentives, politics, red tape, regulation, code enforcement Lack of placesdensity,togo Capital,competitionfunding,Covid Infrastructure, transit, perception of safety Over priced real estate owners not improving property failure to carry out plan
Q: What words would you use to describe the ideal type and character of future development in the district? Community Roundtable Business Safe, close 20th Street to motor vehicles, more restaurants, shops.A bustling tourist district that is like a Harlem Renaissance Energy, vibrant area that feels safe and Businessinviting.attractions Variety of businesses, Residential density, walkability, consistent vibrant activities, and new technology for tourism and exposure. Residential. Services follow people and we need more people in the district 24/7. Lively, diversity of businesses, historical context and signage, pedestrian friendly, walkable and bike able, clean, fewer one-way streets, trees, homes, safe.
Q: What are the amenities and programs most needed to attract young graduates, entrepreneurs, and creative minds to the area? Community Roundtable Innovation Builders A niche; a deep workforce bench in that niche; visible pathways for opportunities beyond an entry level position. Student Loan ProgramsForgiveness Stabilization Programs, InclusiveFilmCollaboration.IndustryGrowth. Vibrant city center, walkability, transit, continue reputation as foodie city, equity & inclusion, story telling. A variety of lifestyle amenities within easy walking distance of one another. Active public realm (run/bike trails, good ped, transit). Culture of design and creativity.
Innovation as it relates to tech AND entrepreneurship, more intentional inclusion in Bham’s innovation/tech scene
Centering Birmingham’s legacy of Black entrepreneurship in framing the future of innovation in the city is essential. We need to back up that past/present/future narrative with real support for Black entrepreneurs today (TA, capital, back-of-house).
Walkable between two districts; opportunity to better support black entrepreneurs and inclusive innovations. Telling the stories of the entrepreneurs of yesterday from the Civil Rights District, which would have direct applicability to the entrepreneurs of today (in The Switch). And again, we could make physical connections between the districts.
Collaboration,HonestDiverseProductivity
Community Roundtable Innovation
Q: What are the potential synergies between the Civil Rights District and The Switch? Builders
16th Street thematic and landscaping programming. Multiple types of business incubators that serve and scale, biz, esp B.O.B.
Extending the resources in the switch to the district to grow minority businesses
Q: What words would you use to describe the ideal type and character of future development in the district?
Community Roundtable Innovation Builders
Public3Realm
2019 Foot Traffic Ahead: Ranking Walkable Urbanism in America’s Largest Metros George Washington University School of Business and Smart Growth America
Public Realm Walkability WALKABILITY INDICES “In the top 30 metro markets in the US, walkable urban places make-up less than 1% of the total land area but account for more than 20% of the occupied square footage of office, retail, and multi-family space. “
Source: BleČiĆ, I., Congiu, T., Fancello, G., & Trunfio, G (2020). Planning and Design Support Tools for Walkability: A Guide for Urban Analysts. Sustainability 2020, 12, 4405; doi:10.3390/su12114405.
“We citiesFootwalkability!needtrafficiswhatmakesvibrant.”“It’sveryunwalkable and unbikeable even though a grid city” ACCESS SAFETY DESTINATIONAESTHETICS + Diversity and density of land uses
Public Realm Corridors STREETSTREET18TH18THSMITHFIELD UAB FOUNTAINHEIGHTS TITUSVILLENORTH DOWNTOWN PARKSIDE IngramKellyPark Linn Park Railroad ParkHeightsFountainCampusUABGreenParkA.H. Parker High School 59 20 65 280
STREET19TH STREET20TH BLVDJR.ARRINGTONRICHARD STREET22ND STREET23RD STREET24RD STREET25THSTREETSTREET18TH18TH Public Realm Corridors SMITHFIELD UAB FOUNTAINHEIGHTS TITUSVILLENORTH DOWNTOWN PARKSIDE IngramKellyPark Linn Park Railroad ParkHeightsFountainCampusUABGreenParkA.H. Parker High School 5 6 59 20 280
STREET19TH STREET20TH BLVDJR.ARRINGTONRICHARD STREET22ND STREET23RD STREET24RD STREET25THSTREETSTREET18TH18THSMITHFIELD UAB FOUNTAINHEIGHTS TITUSVILLENORTH DOWNTOWN PARKSIDE IngramKellyPark Linn Park Railroad ParkHeightsFountainCampusUABGreenParkA.H. Parker High School STREET17THSTREET15THSTREET13THSTREET12THSTREET11TH Public Realm Corridors STREET16THSTREET14TH 5 6 59 20 280 2 1
Public Realm Corridors STREETSTREET18TH18THSMITHFIELD UAB FOUNTAINHEIGHTS TITUSVILLENORTH DOWNTOWNSTREET14THPARKSIDE16THSTREET 59 20 65 280
Public Realm Corridors SMITHFIELD UAB FOUNTAINHEIGHTS TITUSVILLENORTH DOWNTOWN PARKSIDE 1: Historic 4th Ave. Business District 2: National Monument 1: Fountain Heights Recreation Center 2: 16th Street Baptist Church 3: BCRI 4: A.G. Gaston Motel 5: Innovation Depot 6: Max Central Station 7: Regions Field City Walk Bham Frisco Switch Fountain Heights Recreation Center Fountain Heights Park 1 Railroad ParkHeightsFountainParkUABCampusGreen STREET14TH STREET16TH 2 3 4 5 6 2 7 1 59 20 65 280 KellyParkIngram
Public Realm Corridors SMITHFIELD UAB FOUNTAINHEIGHTS TITUSVILLENORTH DOWNTOWN PARKSIDE 4TH Avenue 1: Historic 4th Ave. Business District 2: National Monument 1: Smithfield Library 2: Smithfield Community Center 3: Solomons Books & Church Supply 4: A.H. Parker High School 5: Boutwell Auditorium 6: Masonic Temple 1 2 A.H. Parker High School Smithfield Library CampusUABGreen Linn Park Railroad Park HeightsFountainPark City Walk Bham Frisco Switch KellyParkIngram 6 1 2 3 4 5 Reverend Abraham Woods Blvd. 1 59 20 65 280
Public Realm Corridors 4TH AVENUE STREET16TH STREET14TH STREET20TH REV WOODS,ABRAHAMJR.BLVD HeightsFountainPark 15m5mCentralMAXStationWalkWalk 15m Walk 15m Walk 10m Walk 5m Walk 10m Walk 5m Walk CommunitySmithfieldCenter Linn Park 10m Walk A.H. Parker High School Railroad ParkKellyIngramPark AuditoriumBoutwell CityWalk BHAM “Things are not that far by foot or bike.”
Public Realm Corridors “I will walk just about anywhere if it’s 20 minutes or less, whether it is for work, school, or recreation.” 00 Source: Iacono, M., Krizek, K., & El-Geneidy, A. (2008). Access to destination: how close is close enough. Estimating accurate distance decay functions for multiple modes and different purposes. Minnesota Department of Transportation, St. Paul, MN/RC, 11 5% 5% 10% 10% 15% 15% 20% 20% 25% 25% 30% 30% 35% 35%40% 40%45% 00WORK10 SHOPPING SCHOOL RESTAURANT RECREATION 1020 2030 3040 4050 50MIN60 MIN60 “If it takes more than 20 minutes, I don’t usually want to ride my bike -- unless i have to get to work.” Walking Trips Time Decay Curves Bicycle Trips
Public Realm 16th Street 16TH STREET & MORRIS AVENUE LOOKING NORTH FOUNTAIN HEIGHTS 4TH AVENUE STREET16TH STREET14TH STREET20TH REV WOODS,ABRAHAMJR.BLVD HeightsFountainPark HeightsFountainPark 15m5mCentralMAXStationWalkWalk 15m Walk 15m Walk 10m Walk 5m Walk 10m Walk 5m Walk CommunitySmithfieldCenter Linn Park 10m Walk A.H. Parker High School Railroad ParkKellyIngramParkIngramKellyPark AuditoriumBoutwell CityWalk BHAM 59 20 65
Public Realm 4th Avenue North 4TH AVENUE STREET16TH STREET14TH STREET20TH REV WOODS,ABRAHAMJR.BLVD HeightsFountainPark 15m5mCentralMAXStationWalkWalk 15m Walk 15m Walk 10m Walk 5m Walk 10m Walk 5m Walk CommunitySmithfieldCenter Linn Park 10m Walk A.H. Parker High School Railroad ParkKellyIngramPark IngramIngramKellyParkKellyPark7 min 6 min A.M. intersectionCommunityBrownCenter4th&20th AuditoriumBoutwell CityWalk BHAM Over 50 percent of the Black-owned businesses in the NW Quadrant are located along the 4th Ave corridor
Public Realm Rev. Abraham Woods, Jr. Boulevard 4TH AVENUE STREET14TH STREET20TH REV WOODS,ABRAHAMJR.BLVD 5m 15m10mWalkWalkWalk 15m Walk 15m Walk 10m Walk 5m Walk 10m Walk 5m Walk A.H. Parker High School Railroad Park AuditoriumBoutwellParkLinn IngramKellyPark 7 min 8 1010minminmin9min AH Parker CommunitySmithfieldSchoolHighCenterSmithfieldLibraryBoutwellAuditoriumLinnPark CityWalk Bham HeightsFountainPark CentralMAXStation CommunitySmithfieldCenter CityWalk BHAM
Public Realm 14th Street North 4TH AVENUE STREET16TH STREET14TH STREET20TH REV WOODS,ABRAHAMJR.BLVD HeightsFountainPark 15m5mCentralMAXStationWalkWalk 15m Walk 15m Walk 10m Walk 5m Walk 10m Walk 5m Walk CommunitySmithfieldCenter Linn Park 10m Walk A.H. Parker High School Railroad ParkKellyIngramPark AuditoriumBoutwell CityWalk BHAMInnovationDepot 8 min 7 min 6 min UAB RegionsChildren’sAlabamaGreenCampusHospitalField,RRPark Railroad Park
Public Realm Walkability B-PLAN Planning for Everyone Dill & McNeil, 2015 Interested butConcerned Strong and Fearless Figure 1-1: National Bicycle User Type Statistics (1) Interested but Concerned Enthused and Confident Strong and Fearless InterestedConcernedbut 51% Not able Interestedor EnthusedConfidentandStrong Fearlessand
Public Realm Walkability High Stress On-Street Facilities
Public Realm Walkability Low-Stress Separated Facilities
14-Sidewalk ft -Sidewalk 14ft LaneTravel 12ftLaneTravel 10ftLaneTravel 12ftParking 7ftParking 7ftParking-8ft TravelLane-11ft Sidewalk-14ft TravelLane-11ft Parking-8ft MultiuseTrail-12ft FlexZone-7.5ft ConditionProposed ExistingCondition Public Realm 16th Street North and 4th Avenue North
-Sidewalk 6ft -Sidewalk 6ft LaneTravel 12ftLaneTravel 12ftLaneTravel 12ft-LawnTree ft6 -LawnTree ft6 Parking 8ftParking 8ftPublic Realm 14th Street North MultiuseTrail-12ft TravelLane-11ft FlexZone-6ft TravelLane-11ft TravelLane-11ft Parking-8ft Sidewalk-12ft ExistingCondition AmenityConditionProposedzone-5.5ft
-Sidewalk 6ft -Sidewalk 6ft LaneTravel 11ftLaneTravel 11ftLaneTurn 11ft- -LaneTravel 11ft LaneTravel 11ft-LawnTree ft6 -LawnTree ft6 TravelLane-11ftSidewalk-6ft AmenityZone-6ft TurnLane-10ft TravelLane-11ft Buffer-4ft Parking-8ft MultiuseTrail-12ft Sidewalk-6ft ConditionProposed Planting-5ft ExistingCondition Public Realm Reverend Abraham Woods Jr Boulevard
Placemaking4 Opportunities
& Market
experiences that increase visitor foot traffic new opportunity for connection and community close proximity to innovative entrepreneurial startups energy, character,historicandwalkability be a part of history; part of history in the making convenient access to arts, culture and food “Vibrancy and energy; a place where people live and tremendous“Therework”isalegacy of entrepreneurship and innovation”“A happening, bustling scene after 5” “A place with buzzing nightlife and a rich, interactive area for learning about Birmingham’s history and access“Convenientculture.”todailyamenities.” “Drawn-in by Birmingham culture and moved.” Placemaking & OpportunitiesMarket Local, authentic assets build community and drive investment
5thAve6thAve7thAve LinnPark RailroadPark HEIGHTSFOUNTAIN CENTERCITY TITUSVILLENORTH SMITHFIELD ReverandAbrahamWoodsJrBlvd 1st2nd3rd4thAveAveAveAve 3thAve 18thSt 16thSt 14thSt 16thSt 17thSt15thSt 14thSt13thSt12thSt Reverand4thAveAbrahamWoodsJrBlvd IngramKellyPark SWITCHFRISCO Placemaking & Market Opportunities Public Realm
5thAve6thAve7thAve LinnPark RailroadPark HEIGHTSFOUNTAIN CENTERCITY TITUSVILLENORTH ReverandAbrahamWoodsJrBlvd 1st2nd3rd4thAveAveAveAve 3thAve 18thSt 16thSt 17thSt15thSt 14thSt13thSt12thSt Cultural InnovationCivicCommunity&Governmental Core Transit-Oriented Development Highway Commercial14thStreetNatureCorridor&Community Green Placemaking & Market Opportunities Subdistricts Creative Campus COMMUNITY SUPPORTED MARKET SUPPORTED SITE LOCATIONALSUPPORTEDATTRIBUTESPROPERTYOWNERSHIPBUILDINGFABRICCULTURALASSETSANCHORUSES Historic Core
Creation of start-up space on under-developed public parcels and pop-up activation programs on vacant Developmentparcelsthat supports transformational redevelopment projects such as the A.G. Gaston Motel and Masonic Temple
CENTERCITY EntrepreneursMarketPublicfor Cultural Innovation Community
5thAve6thAve7thAve LinnPark RailroadPark HEIGHTSFOUNTAIN ReverandAbrahamWoodsJrBlvd 1st2nd3rd4thAveAveAveAve 3thAve 16thSt15thSt 14thSt13thSt12thSt
Vibrant, active neighborhood with homes, businesses, shops, parks, and walkable streets
Placemaking and storytelling woven into each business and each development in the district Technology in support of storytelling, wayfinding, business support, and visitor experience.
CULTURAL INNOVATION COMMUNITY
Living showcase of Black history, culture, entrepreneurship, and innovation
Variety of housing types and price points to support a mixed-income neighborhood
Strong neighborhood connections and restoration of community fabric
Subdistricts
Critical mass of neighborhood-serving retail clustered around the Historic 4th Avenue Business District and the 16th Street Corridor
Cultural and institutional assets that support education, leadership development, and visitor experience for local, regional, national, and international visitors
Building equity and support programs for Blackowned businesses and property owners
Placemaking & Market Opportunities
CENTERCITYFrisco SignatureSwitchUrbanPublicSpace
Flexible spaces for high-growth firm acceleration and recruitment
Expansion of entrepreneur and start-up business support programs and recruitment incentives
Creative
Campus
Creative campus anchored by signature green space - Frisco Switch - that connects innovation anchor tenants and businesses
Placemaking & Market Opportunities
Experiential commercial uses (recreation, entertainment, arts, food/beverage) that build on placemaking elements and unique historic building fabric
Subdistricts
Re-positioning and architectural improvement of existing businesses to front onto Frisco Switch open space
Redevelopment of key parcels on 14th Street to bridge gap to Parkside neighborhood
Development of step-up space for high-growth firms and Innovation Depot grads
Critical mass of innovation companies (tech and non-tech) clustered around Frisco Switch
Adaptive reuse of historic industrial buildings
5thAve6thAve7thAve LinnPark RailroadPark HEIGHTSFOUNTAIN ReverandAbrahamWoodsJrBlvd 1st2nd3rd4thAveAveAveAve 3thAve 16thSt15thSt 14thSt13thSt
TDM and shared parking strategies to unlock small parcel redevelopment
CREATIVE CAMPUS
Walkable, open space network to connect Max Central Station and parking reservoirs
Minimal market intervention required at the transition from the NW Quad to the Historic Core Historic Core Opportunities
High-rise building district for creative art and architectural solutions to Civil Rights District-facing structures
5thAve6thAve7thAve LinnPark RailroadPark HEIGHTSFOUNTAIN SMITHFIELD ReverandAbrahamWoodsJrBlvd 1st2nd3rd4thAveAveAveAve 3thAve 16thSt15thSt 14thSt13thSt12thSt
HISTORIC CORE Historic, pedestrian-scaled building fabric
Significant Civil Rights Trail sites and routes
Adjacent market to support businesses in NW NWquadrantquadrant housing to support employees in business district
Major employers and high employment density
Seamless connection to Civil Rights District and the FreeSwitchflow/exchange of economic activity along walkable E/W streets
Opportunity
Public offices and civic core
& GOVERNMENTAL CORE
Market familiarity with mixed-use, adaptive reuse development opportunities
Minimal development spillover effects
Placemaking & Market
Subdistricts CENTERCITYPublic Art on BlankFacadesTower Civic & Governmental Core
central
CIVIC
Development
&
Strong district wayfinding for visitors and tourists
HIGHWAY COMMERCIAL
TRANSIT-ORIENTED DEVELOPMENT
Bufferedtools from adjacent Smithfield neighborhood by I-65 berm Key corridor connections under I-65; especially highlighting 4th Avenue
Subdistricts
Support neighborhood-serving businesses that aren’t compatible with residential areas (gas, service, auto)
High density, affordable residential development with access to metro-wide employment Commuter-servingmarketretail and commercial services
Placemaking Market Opportunities
Accessible bicycle, pedestrian, and micromobility routes and facilities to serve NW Quad
ReverandAbrahamWoodsJrBlvdCITYCENTER
Circulator and microtransit hub
Promotion of transit and mult-modal transportation options
Transit-Oriented
1st2nd3rd4thAveAveAveAve 3thAve 18thSt 16thSt 17thSt15thSt 14thSt13thSt12thSt
Leverage highway visibility for auto-oriented commercial uses (these parcels have lower marketability for residential uses)
5thAve6thAve7thAve LinnPark RailroadPark HEIGHTSFOUNTAIN
Highway Commercial
Encourage retail uses to support value-capture
First Mile/Last Mile mode shift opportunities
5thAve6thAve7thAve LinnPark RailroadPark HEIGHTSFOUNTAIN CENTERCITY TITUSVILLENORTH ReverandAbrahamWoodsJrBlvd 1st2nd3rd4thAveAveAveAve 3thAve 18thSt 16thSt 17thSt15thSt 14thSt13thSt12thSt 14th STREET CORRIDOR Live-Work, mixed-use neighborhood with affordable mixed-income housing development Attract regional target cluster industries Completed land assembly and single-ownership allows for full-block development sites Support development-readiness for potential large Establishemployersvalue-capture framework for future development to benefit local community Opportunity sites for institutional uses and complementary industries/partners along critical 14th Street corridor linking UAB to NW Quad Placemaking & Market Opportunities Subdistricts 14th Street Corridor
Potential suitability for extension of Highway Commercial, but congestion potential with limited effective street network
Natural area and community-serving greenspace that meets neighborhood needs
Terminus to CityWalk with complementary uses
5thAve6thAve7thAve LinnPark RailroadPark HEIGHTSFOUNTAIN CENTERCITY TITUSVILLENORTH ReverandAbrahamWoodsJrBlvd 1st2nd3rd4thAveAveAveAve 3thAve 16thSt15thSt 14thSt13thSt12thSt Nature & Community Green NATURE & COMMUNITY GREEN
Supportive phasing of future green space to accommodate current residents
Opportunity for urban farming and community gardens to support local residents and restaurants
Placemaking & Market Opportunities Subdistricts
Potential institutional suitability but limited connectivity and expansion opportunities
Limited suitability for future residential growth due to noise and visual impact of adjacent interstate highways
5thAve6thAve7thAve LinnPark RailroadPark HEIGHTSFOUNTAIN CENTERCITY TITUSVILLENORTH ReverandAbrahamWoodsJrBlvd 1st2nd3rd4thAveAveAveAve 3thAve 18thSt 16thSt 17thSt15thSt 14thSt13thSt12thSt Placemaking & Market Opportunities Potential Market Demand SMITHFIELD The study area is comprised of 61 Blocks spread across 350 acres
5thAve6thAve7thAve LinnPark RailroadPark HEIGHTSFOUNTAIN CENTERCITY TITUSVILLENORTH ReverandAbrahamWoodsJrBlvd 1st2nd3rd4thAveAveAveAve 3thAve 18thSt 16thSt 17thSt15thSt 14thSt13thSt12thSt Placemaking & Market Opportunities Potential Market Demand SMITHFIELD A market study helps ensure the right products will be delivered to the right market in alignment with the community’s vision, thereby reducing risk and increasing the likelihood of lasting, sustainable development COMMUNITY SUPPORTED MARKET SUPPORTED MACRO URBAN REDEVELOPMENT TRENDS LOCAL REAL ESTATE DATA ANALYSIS LOCAL REAL ESTATE & DEVELOPMENT COMMUNITY SITE SUPPORT PROJECTED 5-10YR DEMAND OFFICE: 180K - 290K SF RETAIL: 150K - 170K SF RESIDENTIAL:60-100MARKET RATE UNITS 120-180 MIXED INCOME UNITS TOTAL: +/- 800K SF OF DEVELOPMENT SITE SUPPORTED 800,000 SQFT. of development potential in 5-10 years
Placemaking & Market Opportunities Potential Market Demand DENSITY OF DOWNTOWN CORE DENSITY OF PARKSIDE DENSITY OF LAKEVIEW ~800k SF / 2 Blocks ~800k SF / 3 Blocks ~800k SF / 7 Blocks
CONNECT
- 2019 Foot Traffic Ahead: Ranking Walkable Urbanism in America’s Largest Metros, George Washington University School of Business and Smart Growth America
“Need walkability! Foot traffic is what makes cities vibrant. retail, and multifamily space.”
- Quote from Community Engagement
5thAve6thAve7thAve LinnPark RailroadPark HEIGHTSFOUNTAIN CENTERCITY TITUSVILLENORTH ReverandAbrahamWoodsJrBlvd 1st2nd3rd4thAveAveAveAve 3thAve 16thSt 14thSt 16thSt 15thSt 14thSt13thSt12thSt Reverand4thAveAbrahamWoodsJrBlvd QuadrantNorthwest Placemaking & Market Strategies
“In the top 30 metro markets in the US, walkable urban places make-up less than 1% of the total land area but account for more than 20% of the occupied square footage of office, retail, and multi-family space.”
5thAve6thAve7thAve LinnPark RailroadPark HEIGHTSFOUNTAIN CENTERCITY TITUSVILLENORTH ReverandAbrahamWoodsJrBlvd 1st2nd3rd4thAveAveAveAve 3thAve 16thSt 14thSt 16thSt 15thSt 14thSt13thSt12thSt Reverand4thAveAbrahamWoodsJrBlvd QuadrantNorthwest Placemaking & Market Strategies “There is a very strong positive association between place-derived value and greeness in the built environment.”
-
Place Value: Place Quality and its Impact on Health, Social, Economic, and Environmental Outcomes Journal of Urban Design, 2019 “Even on sunny days it seems gray. More green spaces.” - Quote from Community Engagement ANCHOR
Location & Agglomeration: The Distribution of Retail and Food Businesses in Dense Urban Environments, Journal of Planning Education and Research, 2014 “Need to build a sense of community around small business.” - Quote from Community Engagement CLUSTER
do not simply gravitate towards customers but also cluster with each other to form more attractive destinations.”
5thAve6thAve7thAve LinnPark RailroadPark HEIGHTSFOUNTAIN CENTERCITY TITUSVILLENORTH ReverandAbrahamWoodsJrBlvd 1st2nd3rd4thAveAveAveAve 3thAve 16thSt 14thSt 16thSt 15thSt 14thSt13thSt12thSt Reverand4thAveAbrahamWoodsJrBlvd QuadrantNorthwest Placemaking & Market Strategies
“Businesses
-
Placemaking & Market Opportunities Clusters and Co-location Opportunities 5thAve6thAve7thAve LinnPark RailroadPark HEIGHTSFOUNTAIN CENTERCITYTITUSVILLENORTHSMITHFIELD ReverandAbrahamWoodsJrBlvd 1st2nd3rd4thAveAveAveAve 3thAve 18thSt 16thSt 17thSt15thSt 14thSt13thSt12thSt
18thSt 5thAve 6thAve 7thAve ReverandAbrahamWoodsJrBlvd Kelly IngramHistoryPark Park Eddie Kendrick Memorial Park 4thAve 3thAve 16thSt 17thSt 15thSt 1 1 1 1 1 1 1 1 2 2 3 4 5 7 8 11 3 75% of all Black-owned businesses in the Civil Rights District are located one block of the 16th St & 4th Ave corridors Placemaking & Market Opportunities Clusters and Co-location Opportunities
18thSt 5thAve 6thAve 7thAveReverandAbrahamWoodsJrBlvd Kelly Ingram Park History Park The Ballard House Eddie Kendrick Memorial Park St Paul United Methodist Church A.G. Gaston Motel Birmingham Civil Rights Institute 16th Street Baptist Church 4thAve 3thAve 16thSt 17thSt 15thSt Placemaking & Market Opportunities Clusters and Co-location Opportunities
5thAve6thAve7thAve LinnPark RailroadPark HEIGHTSFOUNTAIN CENTERCITYTITUSVILLENORTHSMITHFIELD ReverandAbrahamWoodsJrBlvd 1st2nd3rd4thAveAveAveAve 3thAve 18thSt 16thSt 17thSt15thSt 14thSt13thSt12thSt Placemaking & Market Opportunities Clusters and Co-location Opportunities
3rdAve4thAve12thSt 13thSt 14thSt 15thSt 16thSt2ndAve 1stAve Innovation Depot 1,500+ Employees, 115 Companies EBSCO Pack Health Placemaking & Market Opportunities Clusters and Co-location Opportunities
Placemaking & Market Opportunities Clusters and Co-location Opportunities 3rdAve4thAve12thSt 13thSt 14thSt 15thSt 16thSt2ndAve 1stAve Redemptive Cycle Faith Skate Shop Spiffy Katie’s Plates Studio 104 Innovation Depot
LinnPark RailroadPark HEIGHTSFOUNTAIN CENTERCITY TITUSVILLENORTH 1st2nd3rd4th5thAve6thAve7thAveReverandAbrahamWoodsJrBlvdAveAveAveAve 3thAve 18thSt 16thSt 14thSt 16thSt 17thSt15thSt 14thSt13thSt12thSt Reverand4thAveAbrahamWoodsJrBlvd Placemaking & Market Opportunities CONNECT ANCHOR CLUSTER
10: 3 0a 12 : 30p 2: 3 0p 5: 0 0p 7: 0 0 p Enjoy a bottomless mimosa at brunch in the 4th Avenue Business District Start the day with a jog along the Civil Rights Heritage Trail Participate in a social justice summit at the Birmingham Civil Rights InstituteVisit The Ballard House Project for a provocative discussion on Black Business and Culture with Food TrucksCapoff the evening with a poetry slam at the restored Carver Theater SaturdaySummer On Memorial Day weekend, close friends from out of town make their first visit to Birmingham for a summer holiday.
8: 0 0 a 4: 3 0 p 7: 0 0 p 5: 3 0p12: 0 0p Grab a bite of lunch and sample tasty goods with co-workers at the Fire House Pop-up Market Bike to work from Fountain Heights on the 16th Street Greenway Attend a meeting at the A.G. Gaston Motel regarding plans for neighborhood developmentEnjoy people-watching on the 7th Ave stoop of a friend’s townhouse overlooking Kelly IngramCapParkthe first day of work with drinks and dinner at the brewery on the Frisco Switch! First Day of Work On a beautiful Spring day in May, a UAB graduate living in a Fountain Heights apartment is starting the first day of work at a fintech startup located in The Switch
7: 3 0 a 1: 0 0p 6: 0 0p 11: 00a 3: 3 0p Join a TechTuesday session at Innovation Depot for professional inspiration Walk to work along the 14th St Greenway from Parkside Stroll down the Frisco Switch to get some midday exercise and grab a late lunch from a trail-side vendorTake the laptop to a Relaxrooftopwith dinner at Roots and Revelry and a drink at Plum to wrap the day! TalentEmerging An entrepreneur aspiring to scale-up her young tech business works and networks on a crisp fall day in Northwest Downtown.
DevelopmentCatalytic5
Capturing Potential Market Demand 5th Ave 6th Ave 7th ReverandAve Abraham Woods Jr Blvd 4th Ave 3rd Ave 2nd Ave 1st Ave St18thSt16th St17thSt15th St14thSt13thSt12th Railroad Park Citywalk Park ParkLinn IngramKellyParkANCHOREDCLUSTEREDCONNECTED
Community-Supporting Uses Focus Area Site Conditions Railroad Park Citywalk Park ParkLinn IngramKellyPark 5th Ave 6th Ave 7th ReverandAve Abraham Woods Jr Blvd 4th Ave 3rd Ave 2nd Ave 1st Ave St14thSt13thSt12th St18thSt16th St17thSt15th 59 20 65
Re-positioning Community-SupportingOpportunitiesUses Focus Area Site Conditions Citywalk Park ParkLinn IngramKellyPark 5th Ave 6th Ave 7th ReverandAve Abraham Woods Jr Blvd 4th Ave 3rd Ave 2nd Ave 1st Ave St14thSt13thSt12th St18thSt16th St17thSt15th Railroad Park 59 20 65
Infill & Redevelopment Opportunities Re-positioning Community-SupportingOpportunitiesUses Focus Area Site Conditions Citywalk Park ParkLinn IngramKellyPark 5th Ave 6th Ave 7th ReverandAve Abraham Woods Jr Blvd 4th Ave 3rd Ave 2nd Ave 1st Ave St14thSt13thSt12th St18thSt16th St17thSt15th Railroad Park 59 20 65
Land control of that are critical for community needs and proving the viability of in complementing and
CATALYTICOPPORTUNITIESPARCELSof-way
enhancing the cultural assets that international visitorship Citywalk Park ParkLinn IngramKellyPark 5th Ave 6th Ave 7th ReverandAve Abraham Woods Jr Blvd 4th Ave 3rd Ave 2nd Ave 1st Ave St14thSt13thSt12th St18thSt16th St17thSt15th Railroad Park 59 20 65
Prioritize development proposals that align with community-based process Transparency and accountability in development process Vacant or inactive parcels that may be Ownershipdevelopment-readyandcontrolofadjacent right-
parcels
addressing
City Owned Alabama Power Company Owned Focus Area Site ConditionsCIVIC-MINDEDPROPERTY OWNERS NEAR-TERM
concerns,
local business,
investment
and supporting infrastructure
the district,
StrategiesDevelopment
DISTRICT AMENITIES
INNOVATION AND ENTREPRENEURSHIP
Create the suite of experiences that will attract mobile talent, immerse global visitors in the Birmingham culture, and serve community needs for daily urban living
Develop the ecosystem of partners and programs that will shape the epicenter of highgrowth innovation companies in the region and heart of Black-owned business innovation in the country
Develop a mixed-income neighborhood with a variety of residential products, prices, and amenities that will serve the needs of a dynamic, growing urban district.
NEIGHBORHOOD LIFE
StrategiesDevelopment NEIGHBORHOOD LIFE Potential development program: Residential units including a mix of housing type and prices:Affordable and market rate unitsAffordable For rent and for sale units Flats (single level) and townhome (multi-level) unitsand townhome (multi-level) units Housing that serves: Local entrepreneurs and young professionalsLocal Downtown workforce Active retirees Young families Housing sited in in the northern portion of the district with strong connections to Fountain Heights and DedicatedSmithfield housing for visiting fellows and scholars-inSmartresidenceand energy-efficient homes serviced by advanced infrastructure and technology RailroadPark IngramKellyPark 5thAve6thAve7thAve 16thSt 14thSt 16thSt 17thSt15thSt 14thSt13thSt 4thAveReverandAbrahamWoodsJrBlvd CommercialResidential & Business Retail & Visitor Destination
beverage merchants serving
Switch Food
Experience
innovation companies
StrategiesDevelopment
Potential development program: Select service hotel on the 17th street corridor serving as a gateway and beacon to the district Event center with event garden and roof garden serving professional, civic, and local community needs Restored ballroom of the Masonic Temple Restored Carver Theater hosting internationally recognized artists and local community-based Adaptableprogrammingshared parking reservoirs anchoring north and south ends of the district, with performance-based parking Restaurantmanagementincorporated into the A.G. Gaston motel & beverage establishments in mixed-use development facing Kelly Ingram Park retail in signature historic buildings on the Frisco and anchor along
Cornerrestorationfood
DISTRICT AMENITIES
1st Ave A E E E H F B C D H H H H I I EA.B.C.D.E.F.G.H.I. RailroadPark IngramKellyPark 5thAve6thAve7thAve 16thSt 14thSt 16thSt 17thSt15thSt 14thSt13thSt 4thAveReverandAbrahamWoodsJrBlvd CommercialResidential & Business Retail & Visitor Destination
Social innovation led by the national and international leadership development and education programming of the Co-workBCRI space for solopreneurs, small and emerging businesses in the heart of the Civil Rights District Makerspace and culinary arts in the Masonic Temple High-growthRedevelopmentand tech business incubation and start-up support through Innovation Depot and Bronze Valley Retail incubation in public market and street market
Potential development program: Economic empowerment for youth and young adults through financial counseling and coaching by partner financial and credit institutions Business practice innovation through the consortium of Alabama HBCU business schools
StrategiesDevelopment
Jobvenuespreparedness and job connection services at the Church of the Reconciler Anchor innovation companies in The Switch Landing space for outposts of in-migrating tech High-growthcompanies company step-up and accelerator space at the EducationBallastinnovation in the local Birmingham school and adult learning network by Ed Farm Business support resources adjacent to Innovation Depot in the Switch Community Design & Health Innovation with UAB Minority Health and Health Disparties Research Center
G J M F KH I I I I M G C D EM.A.B.C.D.E.F.G.H.I.J.K.L.N. RailroadPark IngramKellyPark 5thAve6thAve7thAve 16thSt 14thSt 16thSt 17thSt15thSt 14thSt13thSt 4thAveReverandAbrahamWoodsJrBlvd CommercialResidential & Business Retail & Visitor Destination
INNOVATION AND ENTREPRENEURSHIP
•
Applying Equitable Development Tools in the District Strategies for Attracting Investment and Development that Supports Community Goals for Inclusive Growth 5thAve6thAve7thAve LinnPark RailroadPark HEIGHTSFOUNTAIN CENTERCITY TITUSVILLENORTH ReverandAbrahamWoodsJrBlvd 1st2nd3rd4thAveAveAveAve 3thAve 18thSt 16thSt 14thSt 16thSt 17thSt15thSt 14thSt13thSt12thSt 4thAve ReverandAbrahamWoodsJrBlvd
• Explore commercial community land trust and/or master lease structure to create viable spaces for small businesses and to prevent displacement
•
• Create small business fund Marketing and branding to regional and national audience
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•
•
Vision A residential socio-economically diverse neighborhood with complementary business/services. Actions Land assembly to unlock development potential Equity Partnerships and/or Potential Land Trust Model Technical assistance to property owners Explore incentives for future affordable developmentHub of regional innovation and entrepreneurship.
•
•
Key Actions
Key Actions Create startup business fund Develop step-up space for Innovation Depot graduates/spin-outs Co-locate entrepreneurial support organizations (ESOs) Link efforts with regional economic development strategies Create linkages between Innovation Depot and legacy businesses
•
•
Key Actions Shared-use agreements for underutilized parcels— use parcels for programming, events
•
•
•
Vision An active historic district with vibrant public spaces and a robust tourism economy that supports local business while preserving key historical properties/spaces.
•
• Explore incentives for future affordable development Vision Heart of small business community, with a mix of new business and opportunities for the next generation ownership of legacy businesses.
Vision
Key
• Explore 16th St public market/retail incubator south of BCRI Launch Conservancy for Kelly Ingram Park Leverage tourism and visitor spending
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•
•
•
Master Leasing Property Acquisition
•
•
•
•
Can offer below market rents for tenants and bridge the gap with other funding strategies (grants, fundraising, etc.) Owner generally has control over a property’s tenanting and programming, although some owners cannot be too selective if short term cash flow is needed to pay investors/creditors Lack of long -term control of asset Less adaptability to changing market conditions if capital investment is needed Risks of long term vacancy Challenge with finding willing partner/property owner(s) Managing property owner relationships (potential legal costs) Cost (monetary and time) of acquisition— need for financing and to raise capital Challenges with l and assembly Development and maintenance costs Risks of long -term vacancy Need more capacity to manage/develop asset
Pros Shorter -term strategy since acquisition and/or development takes more time and resources No need for capital or financing Can “test” an asset in the near term with the potential possibility of acquisition in the future —although the owner would have to be willing to sell.
Cons •
•
•
•
•
•
•
Potential partnerships with developers— master leases can be used to underwrite investment/redevelopment of real estate The master leaseholder has control over a property’s tenanting and programming
•
•
Land Control Strategies for NonProfit Development Entities
Can offer below market rents for tenants and bridge the gap with other funding strategies (grants, fundraising, etc.)
•
•
•
•
•
Long -term control of asset Allows for long term equity building for the property owner Leverage property for acquisitions/developmentfuture(e.g. use as collateral)
Land (“Ground”) Lease - Another arrangement is a land lease, although this arrangement can often disincentive development and/ or is usually applied to institutionally-held land over a very long period of time (e.g. 99-year ground lease).
Tools for Properties Owners in the Civil Rights District
If the owner wants to maintain some level of control/ownership:
The first step is documenting the desired goals of the property owners. Does the owner want to: hold the property over the long-term? - develop property? - earn income on property? - create an opportunity for community-focused development (maintain affordability)?
Equity Partnership Model – This model can generate wealth for the land owner and allow the land owner to maintain ownership. This model is recommended if owners do not have the ability/capacity to develop the property themselves. The property owner and development team typically form an LLC with agreed upon ownership stakes and rates of returns. Legal counsel is needed for this arrangement and it is critical that all parties have proper representation to ensure fair and equitable arrangements.
1031 Exchange – This is a tool where a property owner swaps land with another owner, which can create an opportunity for land assembly. For example, if there are four adjacent parcels under separate ownership, these owners could swap their land for other nearby parcels allowing for the four parcels to be assembled under a single-e owner and developed.
Land Trust Model – This is mostly geared towards maintaining long-term affordability, as opposed to generating returns for the owner(s). The land would effectively change ownership to the land trust, but would be reserved for broader community initiatives. The trust would be a community-ownership model. In some cases, the land owners can serve on the trust’s board. In most cases, this model is typically used for acquisition and assembly of publicly-owned assets.
If there are multiple parcels and owners, this complicates the arrangement since each owner would need to agree to form a co-ownership structure (equal partners-joint tenancy or proportional ownership-tenancy in common) and then set up an equity partnership arrangement with a developer.
StrategiesDevelopment Catalytic Development Sites RailroadPark IngramKellyPark 5thAve 4thAve 3rdAve 2ndAve 1stAve 6thAve7thAve18thSt14thSt 16thSt 17thSt 15thSt 13thSt12thSt 4thAve ReverandAbrahamWoodsJrBlvd Catalytic Site #1 Catalytic Site #2 Catalytic Site #3Catalytic Site #4 Catalytic Site #5 CommercialResidential & Business Retail & Visitor Destination
Catalytic Development Site #1 6th Avenue and 16th Street 16thSt 17thSt Rev.AbrahamWoodsJr.Blvd 6thAve 7thAve Kelly Ingram Park Hotel Event Space Residential Mixed StructuredUseParking 16th Street Baptist Church CommercialResidential & Business Retail & Visitor Destination
DEVELOPMENT DETAILS 5-STORY APTS (MARKET)* No. Units 81 Avg. Unit Size (SF) 870 Avg. Rent (PSF) $1.70 Vacancy/Collection Loss 7% Common Area 15% Operating Expenses36% of EGI Capitalization Rate 5.25% DEVELOPMENT COSTS Hard Costs (PSF) $120 Site Improvements 5% Soft Costs 18% Acquisition (PSF) $25 BREAK EVEN POINT FEASIBILITY TESTING 16TH AND 6TH AVE *No parking scenario $16.7MDEVELOPMENT$12.6M VALUE DEVELOPMENT SURPLUS/(DEFICIT)COSTS $4.1M VALUE/COST 132% PEVENBREAKOINT130% 132% value/cost Catalytic Development Site #1 6th Avenue and 16th Street
DEVELOPMENT DETAILS 5-STORY APTS (80-20)* No. Units 81 Avg. Unit Size (SF) 870 Avg. Rent (PSF) $1.48 Vacancy/Collection Loss 7% Common Area 15% Operating Expenses36% of EGI Capitalization Rate 5.25% DEVELOPMENT COSTS Hard Costs (PSF) $120 Soft Costs 18% Acquisition (PSF) $25 BREAK EVEN POINT FEASIBILITY TESTING 16TH AND 6TH AVE *No parking scenario; 20% affordable unit set-aside DEVELOPMENT$12.6M$13.9MVALUEDEVELOPMENTCOSTSSURPLUS/(DEFICIT) $1.2M VALUE/COST 110% PEVENBREAKOINT130%110% value/cost Catalytic Development Site #1 6th Avenue and 16th Street
DEVELOPMENT DETAILS 5-STORY APTS (70-30)* No. Units 81 Avg. Unit Size (SF) 870 Avg. Rent (PSF) $1.39 Vacancy/Collection Loss 7% Common Area 15% Operating Expenses 36% of EGI Capitalization Rate5.25% DEVELOPMENT COSTS Hard Costs (PSF) $120 Soft Costs 18% Acquisition (PSF) $25 BREAK EVEN POINT FEASIBILITY TESTING 16TH AND 6TH AVE *No parking scenario; 30% affordable unit set-aside DEVELOPMENT$12.6M$13.0MVALUEDEVELOPMENTCOSTSSURPLUS/(DEFICIT) $380K VALUE/COST 103% PEVENBREAKOINT130%103% value/cost Catalytic Development Site #1 6th Avenue and 16th Street
DEVELOPMENT DETAILS 5-STORY APTS (W/ PARKING) No. Units 81 Avg. Unit Size (SF) 870 Avg. Rent (PSF) $1.70 Vacancy/Collection Loss 7% Parking Income $75/month Common Area 15% Parking Ratio (Per Unit) 1.48 Operating Expenses36% of EGI Capitalization Rate 5.25% DEVELOPMENT COSTS Hard Costs (PSF) $120 Parking/Space $22,000 Soft Costs 18% Acquisition (PSF) $25* BREAK EVEN POINT FEASIBILITY TESTING 16TH AND 6TH AVE *Does not include acquisition costs for parking structure land $18.0M DEVELOPMENT VALUE DEVELOPMENT SURPLUS/(DEFICIT)COSTS ($200K) VALUE/COST 99% PEVENBREAKOINT130%99% value/cost Leveraging development tools and programs such as Opportunity Zone funding, New Markets Tax Credits, tax abatement, or favorable financing could improve feasibility. Catalytic Development Site #1 6th Avenue and 16th Street
DEVELOPMENT DETAILS HOTEL (NO PARKING) No. Rooms 150 Avg. Daily Rate $50 Avg. Occ. Rate 70% RevPar $105 Other Operating Income 8% Hotel Common Area 35% Capitalization Rate 9.0% DEVELOPMENT COSTS Hard Costs (PSF) $200 Soft Costs 20% Acquisition (PSF) $25 BREAK EVEN POINT FEASIBILITY TESTING 16TH AND 6TH AVE DEVELOPMENT VALUE DEVELOPMENT SURPLUS/(DEFICIT)COSTS $3.1M VALUE/COST 115% PEVENBREAKOINT130%115% value/cost Catalytic Development Site #1 6th Avenue and 16th Street
DEVELOPMENT DETAILS HOTEL (W/ PARKING) No. Rooms 150 Avg. Daily Rate $150 Avg. Occ. Rate 70% RevPar $105 Other Operating Income 8% Hotel Common Area 35% Parking Ratio (Per Room) 0.8 Parking Rate (Per Day) $20 Capitalization Rate9.0% DEVELOPMENT COSTS Hard Costs (PSF) $200 Parking/Space $22,000 Soft Costs 20% Acquisition (PSF) $25* BREAK EVEN POINT FEASIBILITY TESTING 16TH AND 6TH AVE *Does not include acquisition costs for parking structure land DEVELOPMENT VALUE DEVELOPMENT SURPLUS/(DEFICIT)COSTS $3.6M VALUE/COST 115% PEVENBREAKOINT130%115% value/cost Catalytic Development Site #1 6th Avenue and 16th Street
DEVELOPMENT DETAILS MIXED-USE (NO PARKING) No. Units 48 Avg. Unit Size (SF) 920 Avg. Rent (PSF) $1.80 Commercial Space 5,000 SF Commercial Rent (PSF) $25 Operating Expenses 36% of EGI Capitalization Rate 5.5% DEVELOPMENT COSTS Hard Costs (PSF) $135 Soft Costs 20% Site Improvements* 5% Acquisition (PSF) $25 BREAK EVEN POINT FEASIBILITY TESTING 16TH AND 6TH AVE *Assumes public space is financed separately DEVELOPMENT$10.7M$11.3M VALUE DEVELOPMENT SURPLUS/(DEFICIT)COSTS $620K VALUE/COST 105% PEVENBREAKOINT130%105% value/cost Catalytic Development Site #1 6th Avenue and 16th Street
DEVELOPMENT DETAILS MIXED-USE (W/ PARKING) No. Units 48 Avg. Unit Size (SF) 920 Avg. Rent (PSF) $1.80 Commercial Space 5,000 SF Commercial Rent (PSF) $25 Parking Income $100/month Operating Expenses 36% of EGI Capitalization Rate 5.5% DEVELOPMENT COSTS Hard Costs (PSF) $135 Parking/Space $22,000 Site Improvements* 5% Soft Costs 20% Acquisition (PSF) $25 BREAK EVEN POINT FEASIBILITY TESTING 16TH AND 6TH AVE *Assumes public space is financed separately DEVELOPMENT$13.0M$13.5MVALUEDEVELOPMENTCOSTSSURPLUS/(DEFICIT) $700K VALUE/COST 105% PEVENBREAKOINT130%105% value/cost Catalytic Development Site #1 6th Avenue and 16th Street
DEVELOPMENT DETAILS EVENT SPACE (NO PARKING) Event Space 6,000 SF Event Space Rent (PSF) $15 Retail Space 5,000 SF Retail Rent (PSF) $25 Common Area 15% Operating CapitalizationExpenses$3/SFRate8.0% DEVELOPMENT COSTS Hard Costs (PSF) $175 Site Improvements 15% Soft Costs 20% Acquisition (PSF) $25 BREAK EVEN POINT FEASIBILITY TESTING 16TH AND 6TH AVE $2.1M DEVELOPMENT$3.1MVALUEDEVELOPMENTCOSTSSURPLUS/(DEFICIT) ($1.0M) VALUE/COST 67% PEVENBREAKOINT130% 67% value/cost Leveraging development tools and programs such as Opportunity Zone funding, New Markets Tax Credits, tax abatement, or favorable financing could improve feasibility. Catalytic Development Site #1 6th Avenue and 16th Street
DEVELOPMENT DETAILS EVENT SPACE (W/ PARKING) Event Space 6,000 SF Event Space Rent (PSF) $15 Retail Space 5,000 SF Retail Rent (PSF) $25 Common Area 15% Operating CapitalizationExpenses$3/SFRate8.0% DEVELOPMENT COSTS Hard Costs (PSF) AcquisitionSoftSiteParking/Space$22,000$175Improvements15%Costs20%(PSF)$25 BREAK EVEN POINT FEASIBILITY TESTING 16TH AND 6TH AVE DEVELOPMENT$3.2MVALUEDEVELOPMENTCOSTSSURPLUS/(DEFICIT) ($2.7M) VALUE/COST 54% PEVENBREAKOINT130% 54% value/cost Leveraging development tools and programs such as Opportunity Zone funding, New Markets Tax Credits, tax abatement, or favorable financing could improve feasibility. Catalytic Development Site #1 6th Avenue and 16th Street
DEVELOPMENT DETAILS PARKING STRUCTURE Number of Space 400 Residential 180 Res. Parking Income $75/month Hotel 120 Hotel Parking Income$20/night Event Space 120 Event ParkingSpaceIncome $20/event Visitors/Daily Parkers 60 Visitor Parking Income$10/day Capitalization Rate 8.0% DEVELOPMENT COSTS Parking/Space $22,000 Site Improvements 3% constructionof Soft Costs 20% Acquisition (PSF) $25 BREAK EVEN POINT FEASIBILITY TESTING 16TH AND 6TH AVE DEVELOPMENT VALUE DEVELOPMENT SURPLUS/(DEFICIT)COSTS ($3.3M) VALUE/COST 71% PEVENBREAKOINT130% 71% value/cost $8.1M Leveraging development tools and programs such as Opportunity Zone funding, New Markets Tax Credits, tax abatement, or favorable financing could improve feasibility. Catalytic Development Site #1 6th Avenue and 16th Street
Catalytic Development Site #2 4th Avenue and 15th Street 15thSt 16thSt 4thAve 5thAve Kelly Ingram Park A.G. Gaston Motel Retail/Office Mixed Use
FEASIBILITY TESTING 4TH AVE NORTH DEVELOPMENT DETAILS NEW MIXED-USE No. Units 48 Avg. Unit Size (SF) 875 Avg. Rent (PSF) $1.80 Commercial Space 13,600 SF Commercial Rent (PSF) $25 Parking Income $75/month Parking Ratio (Per Unit) 1.0 Residential Op. Exp. 36% of EGI Capitalization Rate 5.5% DEVELOPMENT COSTS Hard Costs (PSF) $135 Soft Costs 20% Site Improvements 5% Acquisition (PSF) $25 BREAK EVEN POINT DEVELOPMENT SURPLUS/(DEFICIT)DEVELOPMENT$13.8MVALUECOSTS$11.7M $2.0M VALUE/COST 117% PEVENBREAKOINT130%117% value/cost Catalytic Development Site #2 4th Avenue and 15th Street
FEASIBILITY TESTING 4TH AVE NORTH DEVELOPMENT DETAILS COMMERCIALRENOVATED Commercial Space 8,235 SF Commercial Rent (PSF) $20 Lease Structure NNN Operating Exp. (PSF) $3.0 Capitalization Rate 9.0% DEVELOPMENT COSTS Hard Costs (PSF) $115* Site Improvements 4% Soft Costs 20% Acquisition (PSF) $35 BREAK EVEN POINT *Renovation costs will depend on building condition and level of finish; these costs assume building is structurally sound DEVELOPMENT$1.4M$1.6MVALUEDEVELOPMENTCOSTSSURPLUS/(DEFICIT) ($180K) VALUE/COST 89% PEVENBREAKOINT130%89% value/cost Leveraging development tools and programs such as Opportunity Zone funding, New Markets Tax Credits, tax abatement, or favorable financing could improve feasibility. Catalytic Development Site #2 4th Avenue and 15th Street
Ground-Level Commercial Space Marketability
Smaller GalleryClassroomdaycarespace(goodwall space)
Renovated Commercial Buildings Marketability Better suited for office given lack of storefront windows and deeper floorplates Community space (art space)
4TH STREET NORTH USES AND TENANTING
High visibility frontage on 4th Avenue that allows for prominent storefront signage and windows; flexible commercial space configurations; can “grab” drivers going south on I 65. A value enhancing activity generating retail tenant would be ideal, since it would create an amenity for tenants and enhance the value of the residential portion.
FastCo-Restaurantworking-casual Restaurant Wine PersonalBoutiqueshopservices-salon, drycleaner, beauty Possibilities for master leasing lease at submarket rents for POC owned small businesses— create an opportunity for the “next generation”
4th Avenue Business District” Residential Units Marketability Units will have good lighting and would better positioned for market rate housing, although given location, rents would be positioned below Parkside rents. Inclusion of affordable units would require subsidy.
Potential Uses/Tenants Coffee shop Café
Service providers
Catalytic Development Site #2 4th Avenue and 15th Street
Catalytic Development Site #3 2nd Avenue and 16th Street 15thSt 2nd16thStAve 3rdAve Innovation Depot Sticks & Stuff RedevelopmentExisting Historic Structures Office Retail Residential
FEASIBILITY TESTING 2ND AVE NORTH DEVELOPMENT DETAILS REHABILITATIONCOMMERICAL Leasable Space 39,655 SF Commercial Rent (PSF) $22 Operating Exp. (PSF) $3 Lease Structure NNN Capitalization Rate9.0% DEVELOPMENT COSTS Hard Costs (PSF) $115* Soft Costs 20% Site Improvements 10% Acquisition (PSF) $35 BREAK EVEN POINT *Renovation costs will depend on building condition and level of finish; these costs assume building is structurally sound DEVELOPMENT$7.8M$8.4M VALUE DEVELOPMENT SURPLUS/(DEFICIT)COSTS ($570K) VALUE/COST 93% PEVENBREAKOINT130%93% value/cost Leveraging development tools and programs such as Opportunity Zone funding, New Markets Tax Credits, tax abatement, or favorable financing could improve feasibility. Leveraging development tools and programs such as Opportunity Zone funding, New Markets Tax Credits, tax abatement, or favorable financing could improve feasibility. Catalytic Development Site #3 2nd Avenue and 16th Street
FEASIBILITY TESTING 2ND AVE NORTH NEW COMMERCIAL Leasable Office (SF) 8,150 Office Rent (PSF) $25 Lease Structure NNN Common Space 10% Operating Exp. (PSF) $3 Capitalization Rate8.0% DEVELOPMENT COSTS Hard Costs (PSF) $135 Soft Costs 20% Site Improvement 10% Acquisition (PSF) $25 BREAK EVEN POINT DEVELOPMENT$1.4M$1.5MVALUEDEVELOPMENTCOSTSSURPLUS/(DEFICIT) $110K VALUE/COST 106% PEVENBREAKOINT130%106% value/cost Catalytic Development Site #3 2nd Avenue and 16th Street
FEASIBILITY TESTING 2ND AVE NORTH RENOVATED APARTMENT No. Units 3 Avg. Unit Size (SF) 1,200 Avg. Rent (PSF) $1.70 Vacancy/Collection Loss 7% Common Area 15% Operating Expenses 36% of EGI Capitalization Rate 6.5% DEVELOPMENT COSTS Hard Costs (PSF) $100* Site Improvements 5% Soft Costs 18% Acquisition (PSF) $40 BREAK EVEN POINT *Renovation costs will depend on building condition and level of finish; these costs assume building is structurally sound DEVELOPMENT$688K$754K VALUE DEVELOPMENT SURPLUS/(DEFICIT)COSTS ($66K) VALUE/COST 91% PEVENBREAKOINT130%91% value/cost Leveraging development tools and programs such as Opportunity Zone funding, New Markets Tax Credits, tax abatement, or favorable financing could improve feasibility. Catalytic Development Site #3 2nd Avenue and 16th Street
Marketability Ideal for employment-based uses given proximity to Innovation Depot. Marketability would be enhanced by including entrepreneurial service organization (ESO) tenants as well as complementary business service providers and retail amenities throughout. Retail Tenants/Uses FastCaféCoffeecasual / lunch spots Galleries Office Tenants/Uses Entrepreneurial support organizations ESOs Tech Complementaryfirms business service firms (legal, accounting, Institutionaletc) uses 2ND AVENUE NORTH USES AND TENANTING Catalytic Development Site #3 2nd Avenue and 16th Street
Catalytic Development Site #4 The Switch 12thSt 13thSt 12thSt 1stAve 2ndAve 3rdAve 4thAve Innovation Depot Retail/OfficeMixed Use Structured Parking Office Note: Proposed land uses and developments assume that existing tenants have the option to remain and participate in building renovations, upfit, and site improvements, subject to lease terms
DEVELOPMENT DETAILS RENOVATIONCOMMERCIAL Commercial Space 59,157 SF Commercial Rent (PSF) $20 Lease Structure NNN Operating Exp. (PSF) $3 Capitalization Rate 9.0% DEVELOPMENT COSTS Hard Costs (PSF) $115* Site Improvements** 5% Soft Costs 20% Acquisition (PSF) $40 BREAK EVEN POINT FEASIBILITY TESTING SWITCH **Assumes Switch public space investment financed separately *Renovation costs will depend on building condition and level of finish; these costs assume building is structurally sound DEVELOPMENT$10.1M$11.9M VALUE DEVELOPMENT SURPLUS/(DEFICIT)COSTS ($1.8M) VALUE/COST 85% PEVENBREAKOINT130%85% value/cost Leveraging development tools and programs such as Opportunity Zone funding, New Markets Tax Credits, tax abatement, or favorable financing could improve feasibility. Catalytic Development Site #4 The Switch
DEVELOPMENT DETAILS MIXED-USE No. Units 11 Avg. Unit Size (SF) 1,100 Avg. Rent (PSF) $1.80 Commercial Space 13,570 SF Commercial Rent (PSF) $20 Residential Op. Exp. 36% of EGI Capitalization Rate 7.0% DEVELOPMENT COSTS Hard Costs (PSF) $115* Site Improvements** 5% Soft Costs 20% Acquisition (PSF) $30 BREAK EVEN POINT FEASIBILITY TESTING SWITCH **Assumes Switch public space investment financed separately *Renovation costs will depend on building condition and level of finish; these costs assume building is structurally sound DEVELOPMENT$3.9M$4.9M VALUE DEVELOPMENT SURPLUS/(DEFICIT)COSTS ($1.0M) VALUE/COST 79% PEVENBREAKOINT130%79% value/cost Leveraging development tools and programs such as Opportunity Zone funding, New Markets Tax Credits, tax abatement, or favorable financing could improve feasibility. Catalytic Development Site #4 The Switch
Could offer a mix of office and retail uses (see American Tobacco Campus in Durham).
Catalytic Development Site #4 The Switch
Showroom style businesses (furniture, etc.)
Office Space Marketability
Would likely need an anchor to lease a large portion of the space
firmsComplementaryTechCraft/Maker/Fabricationdesign)companiesservice(legal,accounting, etc)
Marketability and Uses High visibility frontage on 2nd Avenue; as a historic industrial building, it is ideal for a retail destination/experience such as brewery, distillery, event space, or restaurant.
Commercial Space (Restaurant Retail Building)
Potential Uses/Tenants
Creative industries (film, music,
Event Architecture/EngineeringSpace
Office Space
2ND AVENUE NORTH USES AND TENANTING
Large flexible floorplates and access to potential public space/amenity/courtyard.
Catalytic Development Site #5 1st Avenue and 14th Street 14thSt 1stAve Mixed Use
DEVELOPMENT DETAILS NEW MIXED-USE No. Units 60 Avg. Unit Size (SF) 972 Avg. Rent (PSF) $1.90 Commercial Space 13,464 SF Commercial Rent (PSF) $25 Parking Income $75/month Parking Ratio (Per Unit) 1.0 Res. Operating Exp. 36% of EGI Com. Operating Exp. (PSF) $3 Capitalization Rate 5.5% DEVELOPMENT COSTS Hard Costs (PSF) $135 Site Improvements 7% Soft Costs 20% Acquisition (Per Acre) $1.7M BREAK EVEN POINT FEASIBILITY TESTING 1ST AVE NORTH DEVELOPMENT$16.4MVALUEDEVELOPMENTCOSTSSURPLUS/(DEFICIT) $2.2M VALUE/COST 114% PEVENBREAKOINT130%114% value/cost Catalytic Development Site #5 1st Avenue and 14th Street
Residential Units Marketability
Opportunity to “pull” activity from Parkside and create a gateway to the district an create a commercial amenity for the Switch Potential Uses/Tenants
High visibility frontage on 1stth Avenue that allows for prominent storefront and signage
Primarily market rate given proximity to Switch and access to Parkside—young professional market and offers an alternative to UnitsParksidewould serve Innovation Depot/Switch workforce, and conversely, quality market rate housing is a “value-add” for business recruitment efforts in the Switch 2ND AVENUE NORTH USES AND TENANTING
PersonalRestaurantCaféServices—dry cleaner, salon, beauty ConvenienceBakeryBank (e.g.DGX)
Commercial Space Marketability
High visibility frontage on 1stth Avenue that allows for prominent storefront signage and windows; flexible commercial space configurations; A value-enhancing activity generating retail tenant would be ideal, since it would create an amenity for tenants and enhance the value of the residential portion.
6
Parking Strategies
59 65 Rev. Abraham Woods Jr Blvd 6th Ave 6th Ave 7th Ave 7th Ave 9th Ave 10th Ave 5th Ave 5th Ave 4th Ave 4th Ave 3rd Ave 3rd Ave 2nd Ave 2nd Ave 1st Ave 1st Ave St12th St13th St14th St18th St19th St16thSt15th St17th St18th St19th Rev.Abraham Woods Jr Blvd Railroad Park Study AreaParking Facility Parking Strategy Existing District Parking Facilities +/- 77.8 acres of the study area is dedicated to parking. This is equivalent to 21 city blocks or 60 football fields. 0’ 1500’ N
59 65 Rev. Abraham Woods Jr Blvd 6th Ave 6th Ave 7th Ave 7th Ave 9th Ave 10th Ave 5th Ave 5th Ave 4th Ave 4th Ave 3rd Ave 3rd Ave 2nd Ave 2nd Ave 1st Ave 1st Ave St12th St13th St14th St18th St19th St16thSt15th St17th St18th St19th Rev.Abraham Woods Jr Blvd Railroad Park Study Area 501 - 700 201 - 350 < 70150- 1500 351 - 500 51 - 100 101 - 200 Parking Strategy InventoryOff-Street 0’ 1500’ N
59 65 Rev. Abraham Woods Jr Blvd 6th Ave 6th Ave 7th Ave 7th Ave 9th Ave 10th Ave 5th Ave 5th Ave 4th Ave 4th Ave 3rd Ave 3rd Ave 2nd Ave 2nd Ave 1st Ave 1st Ave St12th St13th St14th St18th St19th St16thSt15th St17th St18th St19th Rev.Abraham Woods Jr Blvd Railroad Park Study Area 50 - 75% < 2010N/A7510%-100%-20%-50% Parking Strategy UtilizationOff-Street Parking industry standards suggest that parking is at effective capacity when 85% of spaces in an offstreet lot are occupied. 0’ 1500’ N
59 65 Rev. Abraham Woods Jr Blvd 6th Ave 6th Ave 7th Ave 7th Ave 9th Ave 10th Ave 5th Ave 5th Ave 4th Ave 4th Ave 3rd Ave 3rd Ave 2nd Ave 2nd Ave 1st Ave 1st Ave St12th St13th St14th St18th St19th St16thSt15th St17th St18th St19th Rev.Abraham Woods Jr Blvd Railroad Park 16-356-1561-1501-536-60 Study Area Parking Strategy InventoryOn-Street Total on-street parking number: 2617 0’ 1500’ N
59 65 Rev. Abraham Woods Jr Blvd 6th Ave 6th Ave 7th Ave 7th Ave 9th Ave 10th Ave 5th Ave 5th Ave 4th Ave 4th Ave 3rd Ave 3rd Ave 2nd Ave 2nd Ave 1st Ave 1st Ave St12th St13th St14th St18th St19th St16thSt15th St17th St18th St19th Rev.Abraham Woods Jr Blvd Railroad Park 50 - 75% < 20107510%-100%-20%-50% Study Area Parking industry standards suggest that parking is functionally full when 85% of on-street spaces on a given block are occupied. Parking Strategy UtilizationOn-Street 0’ 1500’ N
The northern and western portions of the NW Quad have a significant number of blocks and large development parcels under single ownership. From the standpoint of future development and parking demand, this portion of the study area is considered Parking Plus because the market demand for parking spaces that serve new development can physically be accommodated on site. The parking spaces constructed for new development can also be part of the larger district-wide Shared Parking program (via regulation or incentive) that contribute to the overall pool of publicly available parking. The southern and eastern portions of the NW Quad are characterized by small parcels, fragmented ownership, and the presence of historic building stock. From the standpoint of future development and parking demand, this portion of the study area is considered Parking Minus because the market demand for parking spaces that serve adaptive reuse or infill development projects is challenging to accommodate on site. This geography encompasses many of the businesses, institutions, and visitor destinations that are critical to the success of the district and this geography also includes the areas targeted for catalytic investment and future development. To address these challenges, the development of a Shared Parking program and the establishment of parking reservoirs that serve this portion of the NW Quad are essential for unlocking quality development and preserving historic fabric. These strategies are outlined further in this section.
Parking + Vacant Land Large Redevelopment Sites Consolidated Non-contributingOwnershipStructures ParkingHistoric Structures Small VariedParcelsOwnership
Parking Strategy Parking + ParkingStudy Area 59 65 Rev. Abraham Woods Jr Blvd 6th Ave 6th Ave 7th Ave 7th Ave 9th Ave 10th Ave 5th Ave 5th Ave 4th Ave 4th Ave 3rd Ave 3rd Ave 2nd Ave 2nd Ave 1st Ave 1st Ave St12th St13th St14th St18th St19th St16thSt15th St17th St18th St19th Rev.Abraham Woods Jr Blvd Railroad Park 0’ 1500’ N
Parking Strategy Parking Approach
Increase Efficiency of Existing Assets ReduceDemandParking
IncreaseStrategicallySupply
Off-street parking assets in the NW Quad are substantially underutilized. Maximizing utilization of existing inventory in parkingconstrained sub-districts will provide short-term opportunities for key infill and redevelopment sites
Parking Strategy Increase Efficiency of Existing Assets
Improve Access and Key Crossings
Parking Strategy Increase Efficiency of Existing Assets
Address safety and accessibility with pedestrian markings, signals, and walkway improvements at key access points to shared parking facilities
Create Parking Wayfinding System
Expand Inventory of ParkMobile App
Expand the functionality of the existing ParkMobile app to include off-street parking structures and shared parking facilities
Develop Event Overflow Parking Plan
Develop a coordinated environmental graphics system for consistent, legible informational and wayfinding signage at shared parking facilities
Support Property Managers/Leasing Agents
Provide technical resources and current information on parking location, availability, cost and reservation/payment systems
Pool existing parking assets to maximize available spaces in space-constrained subdistricts (Parking -) to serve adaptive reuse and infill developments
Align On-Street Parking Costs with Off-Street Balance utilization and reduce spill-over effects of demand-reduction tools by indexing on-street parking costs to off-street rates
Pilot Shared Parking Program
Establish shared and remote parking arrangements for overflow needs during special events Adopt a Valet Parking Permit Program
Enhance BPA Deck 7
Adopt a pilot area or city-wide permit program for restaurant and retail businesses to use public right-of-way for valet services
Update lighting, internal wayfinding, and facade treatment of BPA Deck 7 to facilitate improved utilization
We believe that superior guest service is key to any successful parking operation. Furthermore, we recognize that the parking experience is a true extension of the image of the businesses within the district. The parking experience is the first and last impressions that visitors have of the district.
Learn From Peers
At its most effective, a parking management entity can administer a Shared Parking program that pools thousands of spaces across dozens of privatelyowned lots, significantly increasing the availability of publicly accessible parking spaces without increasing the net parking supply.
Shared Parking is a common tool for increasing the collective utilization of parking spaces in an urban area. In its simplest form, shared parking is an agreement between two private property owners who find mutual benefit in sharing parking between land uses that have complementary parking demand.
In the Northwest Quadrant of Downtown Birmingham, a Shared Parking pilot program could benefit the goals of historic preservation and quality infill development by providing opportunities for adjacent, off-site parking for adaptive reuse and redevelopment projects. In the southern and eastern portions of the quadrant where small parcels and historic building fabric limit the ability to meet market demand for parking, the targeted clusters for growth around the Frisco Switch and National Monument could be primed for investment with a creative Shared Parking program.
Based on the early experience with promoting private-to-private shared parking agreements and the momentum created therein, consider the role of a public or quasipublic parking management entity that would directly lease parking from private landowners to manage a pool of publicly-available parking for the benefit of the district.
Pilot Shared Parking Program - Pool existing parking assets to maximize available spaces in space-constrained subdistricts (Parking -) to serve adaptive reuse and infill developments
Considerations for Implementing a Shared Parking Pilot Program: Enabling Regulatory Framework
Establish a relationship with model parking management entities/programs from around the country to learn critical lessons and to develop a resource library (see below) to support launch of the pilot program. The Village of Oak Park, IL, Omaha, NE (ParkOmaha), Sacremento, CA, Arlington, VA (County), and Montgomery Co., MD are among the recognized leaders in innovative parking management and shared parking successes. Create Shared Parking Resource Assign responsibility to an individual with the Parking Authority or place-based non-profit (i.e. REV Birmingham or Urban Impact) to provide information, best practices, and language templates to facilitate agreements between private property owners. These resources should include sample agreement forms and information that addresses typical barriers, including revenue, maintenance, security, liability insurance, indemnity, development rights, etc. Explore a Public Lease Option
Parking Strategy Increase Efficiency of Existing Assets
Coordinate with the City of Birmingham on pending updates to zoning and development regulations to affirm the removal of regulatory parking minimums and/or to ensure the viability of private agreements to satisfy parking requirements off-site.
For example, a church may use its available parking spaces for church members on Wednesday evenings and Sundays but may lease those spaces to the tenants of an adjacent office building for daytime use during the week.
Utilization data for off-street parking lots in the NW Quadrant of downtown indicate that a very small percentage of private parking lots are at or above effective capacity*. The utilization data suggest that existing parking assets could be used more efficiently, potentially addressing the challenge of providing on-site parking for adaptive re-use projects or redevelopment projects on smaller lots. This increased efficiency can also be a short-term solution to real or perceived parking shortages without compromising future development potential and without requiring the near-term construction of costly structured parking spaces.
*Parking industry standards suggest that parking is at effective capacity when 85% of spaces in an off-street lot are occupied.
Shared Parking Pilot Program Action
Parking Strategy Increase Efficiency of Existing Assets Study Area 59 65 Rev. Abraham Woods Jr Blvd 6th Ave 6th Ave 7th Ave 7th Ave 9th Ave 10th Ave 5th Ave 5th Ave 4th Ave 4th Ave 3rd Ave 3rd Ave 2nd Ave 2nd Ave 1st Ave 1st Ave St12th St13th St14th St18th St19th St16thSt15th St17th St18th St19th Rev.Abraham Woods Jr Blvd Railroad Park Parking + Vacant Land Large Redevelopment Sites Consolidated Non-contributingOwnershipStructures ParkingHistoric Structures Small VariedParcelsOwnership
By building the value proposition for a Shared Parking program with key properties owners (i.e., APCO, Innovation Depot) early, these owners may be positioned to support emerging redevelopment in the district while realizing revenue streams from parking and preserving future development options.
Building on the considerations to the right, the NW Quad would benefit in the near term from the active facilitation of Shared Parking agreements between owners, tenants, and property managers at key locations in the district. The resource provider referenced above (see 3. Create a Shared Parking Resource), or other locally trusted entity, can serve as a liaison between property owners/developers looking to redevelop historic properties in target areas (growth clusters around the Frisco Switch or National Monument) and property owners with excess/underutilized surface parking in close proximity.
The Innovation Depot parking lot has an additional 300 spaces (approximately) that could be unbundled from Innovation Depot tenant leases and made accessible through Shared Parking agreements to both Innovation Depot tenants and the larger Switch District (in a competitive marketplace). In the northeastern portion of the NW quad, the Alabama Power Company owns acreage north of Kelly Ingram Park that could create 400 parking spaces (approximately) to serve visitors and businesses in the interim period preceding future redevelopment.
In the southern portion of the NW quad, the properties between 1st Avenue North and the railroad tracks (Bham Realty Company and CSX) represent unused acreage that could create 600-700 parking spaces in the interim period preceding future development.
Update lighting, internal wayfinding, and facade treatment of BPA Deck 7 to facilitate improved utilization Proposed BPA Deck 7 Enhancements Internal painting in light reflective colors with color variation by floor to aid in wayfinding Incorporate technology to identify available vacant spaces and options for reservations Enhance the CAP storefront with colorful awnings and signage/graphics to better advertise their presence and services in the area Clean concrete surfaces, glazing and other facade Incorporateelements improved signage and graphics to clarify wayfinding and provide visitor-serving information about the district Parking Strategy Increase Efficiency of Existing Assets 54321 3 7 4 5
Parking Strategy Reduce
DemandParking
Low-cost, abundant parking creates an induced demand that perpetuates current reliance on private automobile use and suburban convenience parking. Strategies for addressing district parking issues must include a variety of tools for reducing demand by improving the efficacy of walking, biking and transit options
Support the marketing and communication of the City’s TDM Ordinance to maximize participation of district developments
Implement First Mile/Last Mile Mobility Options
Deploy and promote micromobility (scooter, bike share) and microtransit options (Via) along with curb management for TNC users at the MAX Central Station and high volume bus stops
•
•
Eliminate Parking Minimums
• Bike
Support Property Managers/Leasing Agents
DemandParking
In an effort to influence travel behavior and reduce parking supply, Buffalo (NY) adopted the Green Code in 2017. This zoning code reform repealed minimum parking requirements citywide and provided a“natural experiment” to investigate effects of parking deregulation among 36 major developments in its first 2 years. Our research produced two key findings: 47% of major developments included fewer parking spaces than previously permissible Mixed-use developments introduced 53% fewer parking spaces than would have been required by earlier minimum requirements
• Parking
priority • Subsidize Transit Passes • Provide Bicycle
Facilitate and Promote TDM Ordinance
Pilot Select TDM Tools
Pair aggressive promotion of TDM tools with elimination of Parking Minimums in the MU-H District to reduce parking demand
Tools for brokers, leasing agents, property managers and tenants
Parking Strategy Reduce
•
Provide technical resources and a strong communication campaign regarding TDM
Pilot select TDM Tools for large employers and key developments, with funding support, at scale, under administration of TMA/Parking Management entity to reduce development cost and to increase available inventory for shared parking Unbundle parking from lease (commercial and residential) Cash-Out – non-residential tenants Share/Car Share membership subsidies and parking Storage/Facilities HOV Ride-matching and ridesharing Delivery Services/Delivery-Supportive Amenities
Surface parking and structured parking assets that are strategically located and developed as part of a contingency-based parking management plan are critical for allowing under-developed urban districts to compete for investment while making the transition to more compact, walkable urban form.
IncreaseStrategicallySupply
Parking Strategy
•
• Civil Rights District - Retail, Commercial, Office, & Visitor Parking
Incent/Require Program Participation for New Developments
Employ Contingency-Based Management to Trigger New Supply
Provide coordinated branding, communication and promotion of parking assets and parking logistics
Develop public/general access parking reservoirs at key parcels in spaceconstrained subdistricts (Parking -) to serve adaptive reuse and infill developments
Employ and promote access to space sharing technology such as SpotShare app to manage the donation and reservation of unused resident parking spaces
• Frisco Switch - Retail, Commercial, Office Parking
Support Property Managers/Leasing Agents
Establish a Parking Benefits District
Historic 4th Avenue Business District - Retail, Commercial, Office Parking
Pilot an Affordable Parking Program
Create affordable, safe off-street parking access for district employees in proximity to retail corridors (4th Avenue Historic Business District)
Develop zoning ordinance language that provides credits for incorporation of TDM and Shared Parking agreements with new developments
Adopt a policy enabling local district capture of meter revenue and public parking revenue for re-investment in district parking facilities and TDM tools
Provide technical resources and current information on parking location, availability, cost and reservation/payment systems
Parking Strategy IncreaseStrategicallySupply
Establish Structured Public Parking Reservoirs in Key Locations
Maximize On-Site Resident Parking with Space-Sharing for Guests
Deploy back-end systems for parking operators and managers to enable real-time assessment and projection of effective capacity limits
Develop Parking Communications Plan
office, and visitor parking demand for existing businesses,
(or
restrain opportunities for
Develop
Structured Parking Reservoirs
can serve the retail,
projects, and infill
These
within a 4 minute walk. Study Area 59 65 Rev. Abraham Woods Jr Blvd 6th Ave 6th Ave 7th Ave 7th Ave 9th Ave 10th Ave 5th Ave 5th Ave 4th Ave 4th Ave 3rd Ave 3rd Ave 2nd Ave 2nd Ave 1st Ave 1st Ave St12th St13th St14th St18th St19th St16thSt15th St17th St18th St19th Rev.Abraham Woods Jr Blvd Railroad Park Reservoir #2 Reservoir #1 4 min ReservoirWalkshed#3 16th St Baptist Church Lot Reservoir #1 Innovation Depot North Lot Reservoir #2 BPA Deck 7 Reservoir #3 Alabama Power Owned Parcels 16th St Baptist Church Lot 16th Street Baptist Church parking lot designated to support short term visitation for the Church, Birmingham Civil Rights Institute, Kelly Ingram Park, and A.G. Gaston Motel 81.6% of the study area is within a 4 min walk of a parking reservoir Parking Strategy IncreaseStrategicallySupply *Walkshed based on a comfortable gait speed of 137cm/s (3.0mph) 0’ 1500’ N
Establish in Key Locations public/general access parking reservoirs at key parcels in the southern and eastern portion of the NW where historic building small parcels on-site parking. proposed parking structures improved existing structures) commercial, adaptive reuse developments
fabric and
Quad
Railroad Park - Birmingham, AL Railroad Park - Birmingham, AL 18th St - Homewood, AL 18th St - Homewood, AL UAB Campus Green- Birmingham, ALUAB Campus Green- Birmingham, AL 4min Walk 4min Walk 4min Walk 14thSt 18thSt RdOxmoor Ave29th Ave10th BlvdUniversityAve7th 18th St Establish Structured Parking Reservoirs in Key Locations - 4 Minute Walksheds Parking Strategy IncreaseStrategicallySupply
Study Area 59 65 Rev. Abraham Woods Jr Blvd 6th Ave 6th Ave 7th Ave 7th Ave 9th Ave 10th Ave 5th Ave 5th Ave 4th Ave 4th Ave 3rd Ave 3rd Ave 2nd Ave 2nd Ave 1st Ave 1st Ave St12th St13th St14th St18th St19th St16thSt15th St17th St18th St19th Rev.Abraham Woods Jr Blvd Railroad Park Reservoir #1 0’ 1500’ N 525 spaces (5 lvl, 340sf/space) 420 net new spaces (minus ex surface spaces) Parking Strategy IncreaseStrategicallySupply Establish Structured Parking Reservoirs in Key Locations Reservoir #1 Innovation Depot North Lot A 525 space structure can be accommodated in the northern portion of Innovation Depot’s surface parking lot, providing parking opportunities for space-constrained development of historic structures along the Frisco Switch and adjacent blocks. This unlocks the adaptive re-use potential of small parcels and historic structures that are key to attracting innovation-based users.
Study Area 59 65 Rev. Abraham Woods Jr Blvd 6th Ave 6th Ave 7th Ave 7th Ave 9th Ave 10th Ave 5th Ave 5th Ave 4th Ave 4th Ave 3rd Ave 3rd Ave 2nd Ave 2nd Ave 1st Ave 1st Ave St12th St13th St14th St18th St19th St16thSt15th St17th St18th St19th Rev.Abraham Woods Jr Blvd Railroad Park Reservoir #2 TRANSIENT PAR K ING HOURLY PARKING Transient designated parking supply serving the overall system, as observed in July 2018, is underutilized at approximately 33% occupied. There are, however, facilities that were observed to operate near or above effective capacity of their transient supply. Most notably, Deck 5 was observed to have 62 transient vehicles spillover its supply of 47 spaces, using spaces that would otherwise be allocated to permit holders. Observed transient parking demands per facility are summarized in Figure 5 Figure 5 Observed Transient Parking Utilization 83% 41% 6% 132% 33% 0% 9% 87% 24%140%120%100%80%60%40%20%0% 2Deck 3Deck 4Deck 5Deck 6Deck Ave5th7Deck 7Deck 8Deck A2Lot Observed Transient Occupancy July 2018 Transient Occupancy per Facility, July 2018 Transient Occupancy Overall System Effective Capacity Parking Strategy IncreaseStrategicallySupply Establish Structured Parking Reservoirs in Key Locations Reservoir #2 BPA Deck 7 With targeted physical improvements, BPA Deck 7 can play a significant role in serving visitors to the Civil Rights District and the Switch. With convenient vehicular access from the I-59 off-ramp at 17th and strong visibility overlooking Kelly Ingram Park, strategies to increase occupancy in Deck 7 can pay important dividends for nearby retailers, businesses, and cultural institutions. 509 Transient Spaces at 9% Occupancy (463 available) 0’ 1500’ N
Study Area 59 65 Rev. Abraham Woods Jr Blvd 6th Ave 6th Ave 7th Ave 7th Ave 9th Ave 10th Ave 5th Ave 5th Ave 4th Ave 4th Ave 3rd Ave 3rd Ave 2nd Ave 2nd Ave 1st Ave 1st Ave St12th St13th St14th St18th St19th St16thSt15th St17th St18th St19th Rev.Abraham Woods Jr Blvd Railroad Park Reservoir #3 Development Sites AvenueAvenue B D C A1 A2 16thSt 17thSt Rev.AbrahamWoodsJr.Blvd 6thAve 7thAve Kelly Ingram Park Birmingham Civil Rights Institute 16th Street Baptist Church LabelProjectFloorsSF/DU Retail/VisitorRetail/Visitor and Event Residential(dedicated)(dedicated)(dedicated)MeetingSpaceunderspaceCourtyardGarden Parking Strategy IncreaseStrategicallySupply Establish Structured Parking Reservoirs in Key Locations Reservoir #3 Alabama Power Owned Parcels As part of the potential for a mixed-income, mixed-use development on the blocks north of Kelly Ingram Park, a parking structure lined with residential living units can serve the parking needs of the proposed development as well as the needs of visitors to the Civil Rights District. 425 spaces (5 lvl, 340sf/space) 0’ 1500’ N
Study Area 59 65 Rev. Abraham Woods Jr Blvd 6th Ave 6th Ave 7th Ave 7th Ave 9th Ave 10th Ave 5th Ave 5th Ave 4th Ave 4th Ave 3rd Ave 3rd Ave 2nd Ave 2nd Ave 1st Ave 1st Ave St12th St13th St14th St18th St19th St16thSt15th St17th St18th St19th Rev.Abraham Woods Jr Blvd Railroad Park Reservoir #2 Reservoir #1 4 min ReservoirWalkshed#3 *Park on-site 0’ 1500’ N Parking Strategy IncreaseStrategicallySupply Establish Structured Parking Reservoirs in Key Locations (5-10ParkingProjectedDemandyeardemand,unfactored) Multi-Family 180 - 280u (1sp/u*) 180Office280sp 180 - 290sf (2.5/1ksf) 450 - 725sp Retail 150 - 170ksf (5/1ksf) 750 - 850sp TOTAL Office and Retail 1200 - 1575 spaces Planned Supply Reservoir 1 420 spaces (5 lvl) Reservoir 2 463 available spaces Reservoir 3 425 spaces (5 lvl) TOTAL 1308 spaces
Placemaking7
Greening the District Everyday Heritage Approaches to Placemaking “Even on sunny days it seems gray. More green spaces.” “Telling stories can have real power.”
“Even on sunny days it seems gray. More green spaces.”
Approaches to
Placemaking Greening the District
“It must feel welcome; safe.”
“Proximity
farthingsmisunderstood;isarenotthatbyfootorbike.”
Approach to Placemaking #1 theGreeningDistrict 0’ 1500’ N Tree Equity Score: 45* Current Canopy Coverage 5% (Goal is 48%) Rank relative to City 217 of 222 Block groups *Tree Equity Score is a metric that helps cities assess how well they are delivering equitable tree canopy cover to all residents. The score combines measures of tree canopy cover need and priority for trees in urban neighborhoods. It is derived from tree canopy cover, climate, demographic and socioeconomic data. 14thSt 16thSt 4thAve Rev.AbrahamWoodJrBlvd
Greening the District Green Corridors 5thAve6thAve7thAve LinnPark RailroadPark TITUSVILLENORTH ReverendAbrahamWoodsJrBlvd 1st2nd3rd4thAveAveAveAve 3thAve 18thSt 16thSt 14thSt 16thSt 17thSt15thSt 14thSt13thSt12thSt 4thAveReverendAbrahamWoodsJrBlvdFountainHeights CenterCity Smithfield Put Shade Where People Are
Greening the District Green Corridors 16th Street North & 4th Avenue North 16th Street & 4th Ave - Looking South 4th Ave near 18th St - Looking West
Greening the District Green Corridors 16th Street North & 4th Avenue North StreetMissingTrees PoorConditionsGrowing FacadesBlank
14-Sidewalk ft -Sidewalk 14ft LaneTravel 12ftLaneTravel 10ftLaneTravel 12ftParking 7ftParking 7ftParking-8ft TravelLane-11ft Sidewalk-14ft TravelLane-11ft Parking-8ft MultiuseTrail-12ft FlexZone-7.5ft ConditionProposed ExistingCondition Greening the District Green Corridors 16th Street North & 4th Avenue North Re-allocate right-of-way not needed for traffic capacity to support a signature greenway trail. street parking, and outdoor dining and retailing.
Amenity7.5ftZone Pedestrian Zone 7.5ft Multi-use Trail 12ft Trees planted appropriate distance from building facade Generously sized planters (5ft width min) provide ideal soil volume Structural soils in amenity zone provide continuous growing medium 16th Street North & 4th Avenue North Greening the District Green Corridors ShadeGivingStreetTrees for ThermalComfortIntegratedStormwaterManagement w/ Native PlantPalette Hardy,Beautiful,& EcologicalPerformativePlantPalette
Reverend Abraham Woods Jr Blvd near 15th St - Looking East
Reverend Abraham Woods Jr Boulevard Greening the District Green Corridors
-Sidewalk 6ft -Sidewalk 6ft LaneTravel 11ftLaneTravel 11ftLaneTurn 11ft- -LaneTravel 11ft LaneTravel 11ft-LawnTree ft6 -LawnTree ft6 TravelLane-11ftSidewalk-6ft AmenityZone-6ft TurnLane-10ft TravelLane-11ft Buffer-4ft Parking-8ft MultiuseTrail-12ft Sidewalk-6ft ConditionProposed Planting-5ft ExistingCondition Reverend Abraham Woods Jr Boulevard Greening the District Green Corridors Re-allocate right-of-way not needed for traffic capacity to support a multi-use trail and on-street parking.
Greening the District Green Corridors Reverend Abraham Woods Jr Boulevard IntegratedStormwaterManagement w/ Native PlantPalette ShadeGivingStreetTrees for ThermalComfort Hardy,Beautiful,& EcologicalPerformativePlantPalette Generously sized planters (5ft width min) provide ideal soil volume Structural soils in amenity zone provide continuous growingmedium Buffer4ft Sidewalk6ftAmenity Zone 5ft Multi-use Trail 12ft
5thAve6thAve7thAve LinnPark RailroadPark CENTERCITY TITUSVILLENORTH ReverendAbrahamWoodsJrBlvd 1st2nd3rd4thAveAveAveAve 3thAve 18thSt 16thSt 17thSt15thSt 14thSt13thSt12thSt HEIGHTSFOUNTAIN Greening the District Green Spaces Kelly Ingram Park, & The Frisco Switch IngramKellyPark SwitchFrisco
Greening
Kelly Ingram Park Fountain - Looking Northwest the District Green Spaces Kelly Ingram Park
Greening the District Green Spaces 5thAve 17thSt 16thSt Remembrance&Education 5thAve 17thSt 16thSt DailyPassiveUse Civic Gatherings & Events 5thAve 6thAve 17thSt 16thSt Remembrance & Education Daily Passive Use 5thAve 17thSt 16thSt CivicGatherings&Events Maintaining Sacred Space: endowment and curatorial support for artwork, monuments, landscape, and architectural features Safety and Cleanliness: on-street ambassadors linked to partner agencies to support the needs of unsheltered persons Daily Passive Use and Comfort: seating, shade, and amenities for passive daytime use Enhancing Digital Education and Wayfinding: open wi-fi in public space and app-based integration of education programming, district wayfinding, and local business information Kelly Ingram Park / 30 Year Refresh
Enhancing
Kelly
Greening the District Green Spaces Ingram Park the park for daily passive use
Greening the District Green Spaces
Support opportunities for outdoor learning with shaded group seating areas for classes and small gatherings, distanced from street traffic.
Kelly Ingram Park
Kelly Ingram Park
Provide opportunities for passive daily use with shaded seating along the primary walkways. Enhance the safety and ambience of the park with seasonal plantings and pedestrian-scaled lighting along primary paths.
Greening the District Green Spaces
14th St (Between 1st Ave & 2nd Ave) - Looking West 3rd Ave (Between 13th St & 12th St) - Looking South Greening the District Green Spaces The Frisco Switch
Plan for Future Development: Create north/south connections from Innovation Depot to connect key companies and resources to the north and future anchor development sites and parking reservoirs to the south
The Frisco
Alleviate Parking Demand: Connect to multiple parking options and Max Central Station through a clean, safe and beautiful urban trail to leverage Transportation Demand Management and parking strategies
Connect Seamlessly with Anchor Company Campuses: Fully connect and integrate anchor innovation companies into the Frisco Switch public space network
/ Signature Urban Placemaking
Greening the District Green Spaces 3rdAve 12thSt 13thSt 14thSt 16thSt 2ndAve 1stAve InnovationDepotToMAXCentralStationCollectiveToBiso RedevelopmentToSharedParkingandFuture HealthToPack RetailCirculation&Services&OutdoorDiningDailyPublicActivity
Establish Public-Private Partnership: Coordinate mid-block crossings and right-of-way improvements for continuity of public space and circulation between parking, amenities, and employers Switch
District
Greening the Green Spaces
The Frisco Switch Provide distinctive and comfortable design of public spaces along the Frisco Switch with the creative use of green walls, green ceilings, and warm architectural materials
Create a public living room in the open space south of Third Avenue to serve as a signature, 18hr attraction to support local business and serve as an iconic component of the Switch district.
Greening the District Green Spaces
The Frisco Switch
Phase 1b Phase 2 Phase 1a Midblock Crossings
1) Create a design and implementation plan and sustainability model for the former rail switch that exists in three blocks between 12th Street and 14th Street N (see recommended phasing below). This plan must cast a vision for the space, recommends model for common ownership of multiple parcels needed for the trail, determine use potential and obstacles along the trail, recommend capital investments, develop a program and activation plan, suggest a management model and how to financially sustain the trail in the future.
2) Engage property owners adjacent to the Trail with the implementation plan that will gain the commitment of any parcels under ownership necessary for the Switch Trail. Additionally, get property owners to envision their buildings being activated with proper uses along the trail.
0’ 300’ N Greening the District Green Spaces St12th St13th St14th St15th St16th 1st 2ndAveAve 7 Steps to Launch The Frisco Switch
Greening the District Green Spaces 7 Steps to Launch The Frisco Switch
4)enhancements.IdentifyPubic
5) Pursue Anchor Retail/F&B Tenant to complement the development of public space and public amenities along the Frisco Switch, to serve the employees of adjacent businesses, and to attract future investment, the recruitment of a destination/experience venue such as a brewery, distillery, or signature restaurant is essential. The parcel at the southwest corner of 2nd Ave North and 13th St North is a leading candidate for this use given the qualities of the historic industrial architecture, its high visibility frontage on 2nd Avenue, it’s location on a widened portion of the Frisco Switch, and its centralized proximity to existing anchor employers.
Space Management Entity Identify an entity (or partnership) with the statutory authority and organizational capacity to own property/assets, maintain public space landscape and amenities, and to curate/staff a program of civic events and activities. This entity/partnership will be responsible for receiving acquired property, overseeing capital improvements, and leading the maintenance and operations of the planned Frisco Switch public space.
6) Pursue Anchor Innovation Tenant(s) The properties adjacent to the first phase of the Frisco Switch (12th St to 14th St) are primed for the recruitment of innovation companies, ESOs, and amenity retail. In particular, the APCO-owned building along 1st Ave North between 12th St and 13th St has a footprint and location that lends itself to an anchor innovation tenant. The NWDT Action Plan recommends the creation and maintenance of a real-time prospect list of innovation organizations and the needs of these organizations (or their applicable departments or divisions) can be matched to catalytic locations, such as the APCO-owned building along the Frisco Switch.
3) Gain City approvals for mid-block crossings and additional public realm
“The sense of place in a locality is an agglomeration of the everyday choices made by people who live, work, raise a family or run a business there.”
Everyday Heritage
Approaches to Placemaking
Narrative is key to identity. It is the stories of people’s day-to-day lives which give them power. The Civil Rights District must be living heritage: gaining meaning every day; always becoming and never concluded.
“Heritage is the sum of associates that comprise our identity”
“Thanks for the history lesson, but what is bham doing now and in the future?”
“The CRD can be connected to who“Heritageaspirationstoday’sandthoughts.”speakstoweareandwhowewanttobe”
5thAve6thAve7thAve LinnPark RailroadPark CENTERCITY TITUSVILLENORTH ReverendAbrahamWoodsJrBlvd 1st2nd3rd4thAveAveAveAve 3thAve 18thSt 16thSt 17thSt15thSt 14thSt13thSt12thSt HEIGHTSFOUNTAIN Approach to Placemaking #2 Everyday Heritage 16thSt Gateway3rdAve Gateway17thSt 4thAve
Everyday Heritage District Gateways 17th Street Gateway
17th Street Gateway Everyday Heritage District Gateways
17th Street Gateway Everyday Heritage District Gateways Install a gateway design including art to capture the spirit of current and future innovation in the district. Provide a rotating display that highlights the individuals, ideas, businesses, and stories that are the future of the Civil Rights District.
3rd Avenue Gateway Everyday Heritage District Gateways
2-3 slide series under the Everyday Heritage section for the Public Market/Retail Incubator located between BCRI and the A.G. Gaston Motel.
Public Market/ Retail Incubator Everyday Heritage District Corridors
16th Street North & 4th Avenue North Everyday Heritage District Corridors
16th Street North & 4th Avenue North District Wayfinding & Community Culture Amenity7.5ftZone Pedestrian Zone 7.5ft Multi-use Trail 12ft Highlight local businesses, support district wayfinding, and tell the stories of local entrepreneurs and business owners with a changeable system of environmental graphics on highvolume pedestrian corridors. Everyday Heritage District Corridors
and district information
District Wayfinding & Community Culture 16th Street North & 4th Avenue North
Conceptual examples of Walk My City graphics to storytelling with qr codes linked to GIS Story Map.
inspired signage showcasing district specific businesses Everyday Heritage District Corridors Tie the environmental
a
in-depth
5thAve6thAve7thAveReverendCENTERCITYAbrahamWoodsJrBlvd4thAve 2nd3rdAveAve 1stAve HEIGHTSFOUNTAIN16thSt Innovation Depot 16th Street BaptistKellyChurchIngram Park Birmingham Civil Rights Institute AG Gaston Motel MAX Central StationCity Walk BHAM 16th Street Corridor Proposed New Development
FOUNTAIN HEIGHTS 4TH AVENUE STREET16TH STREET14TH STREET20TH REV WOODS,ABRAHAMJR.BLVDHeightsFountainPark 15m5mCentralMAXStationWalkWalk 15m Walk 15m Walk 10m Walk 5m Walk 10m Walk 5m Walk CommunitySmithfieldCenter Linn Park 10m Walk A.H. Parker High School Railroad ParkKellyIngramParkIngramKellyPark AuditoriumBoutwell CityWalk BHAM 59 20 65 Exhibit 1 - Fountain Heights Neighborhood
The 16th Street corridor is also one of the few connections between the northern and southern portions of the Fountain Heights neighborhood that has been severed for over a half century by the I-20/I-59 interstate corridor (see Exhibit 1). The 16th Street North corridor connects Fountain Heights Park and Community Center near the northern end of the neighborhood to the south, through the geographic heart of Fountain Heights, to the southern boundary of the neighborhood at Morris Avenue and the rail Inline.the 2019 Freedom Walk plan developed by the local community under Urban Impact’s leadership, 16th Street North is identified as the central corridor in a “vision to link the Historic 4th Avenue Business District, Birmingham Civil Rights District and Birmingham Civil Rights National Monument District into one cohesive growth community where people can live, work, play, learn, shop and experience history.” The recently-adopted City Center Master Plan identifies 16th Street North as a Signature Street and important connection between the Civil Rights District and the Switch. The ongoing NW Downtown Development Plan has similarly placed a priority on the improvement of the 16th Street North corridor. Through a series of twelve community roundtables, dozens of stakeholder interviews, and continuous online engagement, the NW Downtown planning effort has received affirmation from hundreds of community members as to the importance of the 16th Street North corridor to better serve residents, businesses, and visitors.
The corridor of 16th Street North is a significant resource for the Birmingham community linking cultural assets, historic resources, business clusters, public parks, the City’s central transit station and the Birmingham Civil Rights National Monument. It runs through the heart of the Civil Rights District and the Switch, two districts with local, national, and international importance.
• Provides optimum conditions for street trees (critical for thermal comfort and heat island mitigation) that minimizes conflict with building facades, overhead utilities, and walking areas while maximizing root and soil volume for tree health.
Public Realm 16th Street North Parking-8ft TravelLane-11ft Sidewalk-14ft TravelLane-11ft Parking-8ft MultiuseTrail-12ft FlexZone-7.5ft
• Provides a legible and welcoming trail for visitors to the district, linking planned public/visitor parking facilities with cultural, retail, and hospitality destinations.
The proposed design for the 16th Street North corridor requires no additional right-of-way acquisition and re-allocates existing right-of-way into a section with two travel lanes and continuous on-street parking, consistent with the City Center Master Plan. The proposed design consolidates the striped, on-street bike lanes into a separated multi-use trail on the east side of the street (Exhibit 3).
The proposed single-loaded multi-use path provides the following advantages:
16th Street Corridor Public Realm Improvements
Proposed Conditions: Morris Ave to Rev Abraham Woods, Jr. Blvd
ConditionProposed
The 16th Street North corridor is predominantly a two-lane, twoway lane configuration with a continuous striped bike lane each side and on-street parking. The exception to this configuration is between 5th Ave N and 6th Ave N where the bike lanes are converted to sharrows and a center turn lane is added. The curbto-curb distance is uniformly 50 ft wide (Exhibit 2).
• Creates a vibrant greenway that serves as both a transportation corridor and a destination linear park that supports existing business clusters and incents redevelopment and re-investment.
• Develops a safe, comfortable connection form the northern portion of the Fountain Heights neighborhood, linking residents with the parks, public spaces, shops, and businesses in the southern portion of the neighborhood.
• Conserves space for local businesses to provide outdoor dining and retailing (in compliance with city requirements)
The proposed design for 16th Street North creates a multi-use path and urban greenway continuously from Morris Avenue to Abraham Woods, Jr. Blvd. This proposed design achieves the following goals:
Existing Conditions: Morris Ave to Rev Abraham Woods, Jr. Blvd
The curb to right-of-way width is nominally 14 ft. on each side with encroachments in various locations. The area behind the curb varies in condition from full width sidewalk pavement to a combination of paved sidewalk and landscaped tree lawn. Private access drives (active and inactive) are present throughout the Overheadcorridor.
• Improves first-mile/last-mile connectivity for employees, residents, and visitors from the MAX Central Station by foot, bike, and/or shared micromobility vehicles.
• Provides space for community events, such as sidewalk markets, that are critical for local business support and neighborhood life.
14-Sidewalk ft -Sidewalk 14ft LaneTravel 12ftLaneTravel 12ftParking 8ftParking 8ftlaneBike 5ftlaneBike 5ft14-Sidewalk ft -Sidewalk 14ft LaneTravel 12ftLaneTurn 12ft- LaneTravel 12ftParking 7ftParking 7ftExisting ConditionExhibit 2 - 16th Street North Existing Conditions Exhibit 3 - 16th Street North Proposed Conditions
Utilities are predominantly on the west side of street from 3rd Ave N to Rev. Abraham Woods, Jr. Blvd and on the east side of street south of 3rd Ave N. Vehicular street lighting on mast arms is continuous throughout the corridor.
• Creates a safe, inviting, low-stress connection between planned parking reservoirs at the northern and southern ends of the corridors to existing businesses and redevelopment parcels. This, along with connectivity to the MAX Central Station aligns with forthcoming TDM tools and shared parking strategies to reduce parking and SOV demand.
• Creates a separated, safe, low-stress facility that appeals to the widest range of cyclists, walkers, and micromobility users.
• Does not necessarily require full street reconstruction since one of the curb lines is unaltered. This would require verification of drainage patterns, utility conditions, pavement conditions, and other factors.
• Temporary measures may be taken by a BID to demonstrate the viability and use of the proposed 16th Street North improvements prior to actual capital improvements. Tactical urbanism tools such as paint, planters and signage can facilitate short-term use of the corridor while enabling studies are completed and funding is secured.
The creation of the multi-use greenway along 16th Street would provide the investment in public infrastructure that would help unlock parking solutions, improve visitor experience, improve connections to Fountain Heights, attract investment, and demonstrate to quality developers that their investment has the support of the City and local community.
Specifically, the 16th Street North corridor links the following near-term catalytic opportunities: Masonic Temple redevelopment block In-progress re-positioning of 5th Ave N. properties at 16th St. across from Kelly Ingram Park
Proposed Flexible Use Community Space at 5th Ave./16th St. adjacent to BCRI Pursue catalytic development vision for these blocks north of Kelly Ingram Park Support the planned redevelopment of 16th St. owned Restorationparcels of the A.G. Gaston Motel
The envisioned improvements to 16th Street North align with many of the catalytic, priority redevelopment sites that have been identified through the NW Downtown Development Plan, as well as the desires of the Fountain Heights neighborhood to address connectivity while accommodating on-street parking.
5thAve6thAve7thAveReverendCENTERCITYAbrahamWoodsJrBlvd4thAve 2nd3rdAveAve 1stAve HEIGHTSFOUNTAIN16thSt16th Street Corridor Proposed New Development 7 11 8 10 9 11 11 11 10 1 1 212111098765432 6 3 5 4 4 4 12
Potential to purchase, land swap, demo etc. to revitalize the property at the corner of Reverend Abraham Woods Jr. Blvd. and 16th St.
Private Investment and Development
Planned campus and building improvements to the Innovation ConnectionsDepottothe planned Frisco Switch public space
Complete renovations of Sticks & Stuff building at 16th St./3rd PlannedAve.redevelopment of the block north of Innovation Depot, including the historic Fire House Convert parking lots to multiple residential mixed-use development sites
How do we ensure that future development in the NW Quadrant is inclusive and creates value for the community? The Equitable Development Toolkit was developed in support of the NW Quadrant Master Plan process, because this approach will require broad support and incremental action over the long term. [see Appendix for full Citiesdocument]acrossthe country, including the city of Birmingham, have a host of economic and community development actions, policies and programs that address inequality. However, given finite resources—most notably public funds—long term goals and outcomes have the most impact when they are coordinated in an efficient way, responsibilities are shared, and lead actors are accountable. The equitable development framework consists of an interlocking network of people, places, and economic entities, all three requiring direct investment and policy interventions.
ENVIRONMENTBUILTconstructionrestorationaffordabilitymarketabilitypublicrealm workforce/educationPROSPERITYemployersinnovationdevelopmentupwardmobilitycapital visitors/consumersbusinesspropertyCAPITALHUMANownersownersresidentscommunityorganizations Equitable Development EstateReal Economy People
interactive framework that
The toolkit not only presents a strategy, but a playbook to guide key stakeholders in implementation and ensure that investment in the NW Quadrant is equitable and inclusive. The framework establishes six goals for addressing specific challenges as identified by the project team, interviews, community roundtable analyses, and review of previous plans. These goals are not sequential or ranked in terms of priority, but represent an interlocking and requires alignment
future
stakeholder
discussions, market
across multiple focusEQUITABLEareas. DEVELOPMENT TOOLKIT Support developmentmixed-income Establish a framework for preventing displacement Support investments in the community and create pathways to wealth-building Develop strategies for investments in the public realm Continue providing support for Black-owned businesses Support an inclusive entrepreneur an startup ecosystem 1 2 3 4 5 6
Key Challenges 1 Mixed-income development in dense urban areas is typically not marketdriven, and making it financially feasible requires enhancing and/or developing dedicated funding, policies, governance structures and partnerships. MIXED-INCOME DEVELOPMENT
1 MIXED-INCOME DEVELOPMENT
The size and capacity of affordable housing developers vary considerably. Often within specific neighborhoods or districts, a Community Development Corporation (CDC) or Organization (CDO) leads real estate development efforts serving as the developer, lead steward, or partner to ensure that development aligns with community goals and aspirations. CDCs are often best positioned to obtain fundingto support development or partner with larger affordable housing development entities.
Subsidy
In most cases, some form of subsidy is needed to support affordable housing development. The Low Income Housing Tax Credit Program (LIHTC) is the largest federal program to support affordable housing development, but many states and local communities also have housing trust funds or other programs to also facilitate development. Part of the challenge is that subsidy is finite and there is a need to leverage public funds to attract private investment.
Since affordable housing development is not market driven, incentives are often used to encourage private developers to incorporate affordability in the development. Tools can include tax abatement/exemption, direct subsidy, and density or other development bonuses to help bridge the feasibility gap. Financing Low cost financing can also help reduce overall costs to a development project. Community Development Financing Institutions (CDFI) often have below market financing products and some communities have developed shared risk loan pools to facilitate community based investments.
Key Components to Implementation Stewardship
Site Control Land values drive property values—this is why new housing development in dense urban areas, where land tends to be more expensive, requires higher rents and sales prices. Also, once ownership of a particular site, or cluster of sites, is secured, the owner has more control of the future development of the site and is less constrained with offsetting development costs with appreciating land values. Land assembly typically requires strategic acquisition that utilizes publically-owned land, equity partners, and patient capital from institutional and corporate partners.
Incentives
1b.
Conduct outreach and engagement with regional and national affordable housing developers
Actions
Pursue and/or maintain site control to ensure future affordability
Increase capacity for a dedicated non-profit development entity
Develop long-term affordable and workforce housing funding/incentives programs and financing mechanisms
1c.
Continue pursuing state and federal tax credits to support affordable development (LIHTC, New Markets, Historic Tax Credits)
1a.
1d.
1e.
1f.
Explore creation of development flexibility incentives and/or overlay districts 1 MIXED-INCOME DEVELOPMENT
While the community aims to attract new investment to support housing, small business, and economic development, it is critical that safeguards are in place to prevent the displacement of existing residents, businesses, and constituents, and to ensure that the historic and cultural fabric of the community remains intact.
PREVENTING DISPLACEMENT
Key Challenges 2
Business Capacity
Property owners also stand to benefit in terms of wealth creation from improving neighborhood market conditions. Increasing ownership opportunities for residents and current business owners creates long term stability and community control over real estate. Creating these opportunities requires considerable capital and favorable financing, which may not be available to individuals, but there are community land trust models that can pool investments to support community wide ownership and control of assets.
In most cases, the root cause of displacement is from rising residential and commercial rents, which put economic pressure on existing residents and businesses. The challenge is that property owners are legally enabled to charge rents based on market conditions, but they also must achieve certain rents to adequately maintain their properties. Maintaining affordability will require some combination of non-profit or community control of commercial spaces to cap rents, rental assistance programs for retail businesses, and maintenance cost assistance for property owners to counter rent increases.
Affordability
Accountability Developers evaluate the risks associated with any real estate endeavor, especially for larger, heavily capitalized projects. Proposing a development inconsistent with community goals could have a significant impact on the approval process and outcome. The community should have a platform for voicing concerns, but also a forum for productive discussion between developers and key stakeholders to try to maximize community benefits via community benefits agreements.
In many cases, property owners need to increase rents in order to offset increases in maintenance expenses and/or to have the capital needed to reinvest in their properties. Commercial tenants and businesses owners must also offset increasing expenses with increasing revenues to maintain long-term economic viability. However, increasing a customer base or market share is not always achievable for small businesses with limited resources or capacity. Goal #5 in this document will address some of these issues, but increasing business capacity is a critical step in offsetting displacement.
Property Ownership Though rising property values impact real estate tax expenses, property owners generally have much less risk of displacement than renters.
Key Components to Implementation 2 PREVENTING DISPLACEMENT
Actions2PREVENTING DISPLACEMENT 2a. Explore the creation of a Commercial Community Land Trust (CCLT) 2b. CDC-led master lease agreements with existing or proposed commercial spaces 2c. Establish a formalized community review process for larger-scale development proposals 2d. Provide technical assistance and resources for property owners
The goal for the NW Quadrant is not only to reposition itself to attract outside investment , but ensure that new investment positions the community for long-term, sustainable economic growth for residents, businesses, workers, faith community, and community-based organizations ultimate goal is that this investment activity resonates not only within the district but also to adjacent and nearby
neighborhoods.COMMUNITYWEALTH-BUILDING
. The
Key Challenges 3
Impact Investing
Developer Cultivation
Build Equity
Buying Local Positioning local businesses to capture a greater share of visitor spending and/or broaden its market share will have a direct impact on revenue growth and long term economic viability. This can come in the form of “buy local” campaigns or enhanced marketing through local chambers of commerce or regional tourism and hospitality organizations.
Historically, the primary tool for wealth building in this country has been through homeownership, in which a household can build equity over a long period of time that can then be leveraged for new investments (e.g. equity loan), used for retirement, or passed down to the next generation.
Real estate developers are critical implementers of a community plan from new construction to renovation of buildings in poor condition to rehabilitation or adaptive reuse of obsolete structures. Building the capacity of the local development community, especially Black-owned real estate entities and impact developers, opens more opportunities for local ownership and smaller scale development that investor driven developers may not pursue.
Key Components to Implementation 3
COMMUNITY WEALTH-BUILDING
In order to build wealth in the district, property owners must have access to the tools and partnerships that allow them to become equity partners in future development and resources must be in place to increase ownership opportunities for members of the community.
Value Capture
This is typically associated with creating special assessment or taxing districts that levy revenues that must be allocated for specific community based or public-facing amenities such as public realm improvements, beautification, infrastructures investments, public safety, marketing efforts, and in some cases, property acquisition. The advantage is creating dedicated funding streams through additional sales or hospitality tax levies or incremental real estate taxes generated from new development
While philanthropic contributions and grants provide funding for community development programs and initiatives, they are also finite. There are growing examples of impact investment platforms that allow private capital, with the ultimate goal of modest financial gain, to support companies, organizations, and other economic entities that provide social or environmental benefits.
Actions 3a. Provide technical assistance and promote equity partnerships with long-standing property owners 3b. Create community development investment funds and other impact investing tools 3c. Formalize and/or expand value capture tools for allocating special district revenue and other public funds to support new development 3d. Cultivate and increase capacity of local Black owned real estate development entities 3e.Develop and support districtwide marketing campaigns for local business 3 COMMUNITY WEALTH-BUILDING
PUBLIC REALM
Key Challenges 4
Investments in the public realm not only increase the value of surrounding real estate, but can help change the market trajectory of a neighborhood. These investments also have invaluable benefit to the community as a whole enhancing the sense of place, quality of life, and community identity.
District Management
Key Components to Implementation 4 PUBLIC REALM
Much like real estate investment with mortgage terms of up to 30 years, redesigning and upgrading streetscapes and public spaces represent a long term investment requiring substantial capital. However, unlike real estate development that primarily leverages private capital, investments in the public realm must primarily rely upon public funding. In addition to local public bond funding, and federal transportation enhancement funding, many communities leverage levies from special districts, such as Business Improvement District (BID) and Tax Increment Financing (TIF), to support capital investment.
Enhancing the pedestrian experience does not always require substantial capital investment. Creative placemaking—or the processof enhancing the design and vibrancy of public places and spaces—can include relatively low-cost interventions, but requires programming, activism, partnerships, and some level of fundraising.
Funding
Attracting capital investment is only one component of the public realm improvement cycle funding is required for operations, maintenance, and management of the improvements over their lifespan. Special improvement or service districts are often used to levy funds, but also provide these critical services to preserve the condition of the public realm or serve as a liaison to direct city services.
Placemaking
Partnerships
Arts and Culture
The ownership and management of the public realm is multi-layered. Streets, sidewalks, and parks are typically owned and managed by local municipalities or state government, while vacant parcels and buildings, which also contribute to district experience, are owned by a mix of private, public, religious, and institutional entities. Partnerships will need to be established to identify the roles and responsibilities for each entity, but also a process for new investment and implementation.
Engagement with the local arts community provides additional support for funding and programming, but also creative interventions for enhancing space and experience.
Actions 4a. Expand and/or create a Business Improvement District (BID) to include areas west of 16th Street. 4b. Pursue purchase or shared-use agreements with underutilized land and parcels 4c. Form partnership with National Parks Service (NPS) for district management assistance and funding 4d.Develop community engagement process for public art and monument dedication 4e. Establish a conservancy, trust, or other fundraising mechanism for Kelly Ingram Park 4f. Leverage hospitality tax revenue to support public realm investment 4 PUBLIC REALM
Key Challenges 5 The goals for the Civil Rights District and NW Quadrant are twofold: maintain the district as a historic epicenter for Black entrepreneurship, while creating more opportunities for cultivating the next generation of Black entrepreneurs. BLACK-OWNED BUSINESS SUPPORT
Investment in the NW Quadrant will not only be critical for local and neighborhood business development, but for promoting regional economic development positioning and competitiveness, especially as it relates to the cultivation of POC-owned businesses.
Though seemingly fundamental, engaging with friends, colleagues, or business peers is often the most effective way of assessing business challenges. Local non profits and economic development organizations can provide more formalized and structured business support resources, but facilitating peer-to-peer networking opportunities is also a very critical component to the entrepreneurial ecosystem.
Financial capacity is often the most considerable barrier to small business creation. The owner needs to have cash-on-hand, strong credit history, or other assets, such as home equity, to obtain financing. Given the income and wealth gap for many Black households, this presents an even greater barrier to entry for business formation.
Those businesses that are the most adaptive to technological changes are typically more resilient to regional and national economic shifts. Whether an information technology or Main Street business, web-based platforms can have a profound impact on marketing, broadening customer base, and increasing efficiencies of operations.
Promoting and “selling” The Switch and Civil Rights District should be embedded in regional economic development and marketing initiatives.
Key Components to ImplementationAccess5 to Capital
Real Estate
BLACK-OWNED BUSINESS SUPPORT
Technology Adoption
Networking
Finding the right type of space in terms of size, configuration, and price coupled with the need to be in a marketable district with highly visible location is a constant challenge for retail businesses. While professional service firms have greater flexibility in terms of space type (storefront, traditional office, or shared space), they still need to weigh real estate costs with being in an accessible and desirable location for attracting talent.
Marketing and Branding
Actions 5a. Establish a dedicated startup fund for Black 5b.Expandentrepreneurstechnical assistance and resources to existing and prospective businesses in the NW 5c.CreateQuadrantbusiness incubator (retail- and/or professional services-oriented) with a focus on enhancing opportunities for Black-owned 5d.Alignbusinessesdistrict activities with citywide initiatives promoting racial equity and inclusive growth 5e.Increase presence and role of institutions of higher learning, including UAB and HBCUs 5f. Assist with technology adoption and training with businesses in the NW Quadrant through partnerships and programming 5 BLACK-OWNED BUSINESS SUPPORT
Key Challenges 6 In order for the city and region to remain competitive and adaptive to national and global economic shifts, it will need to continue evolving its startup and entrepreneurial ecosystem. Aspiring entrepreneurs will need space for operations and access to markets and capital, but also a supportive and inclusive startup community that thrives on innovation and collaboration across all sectors. ENTREPRENEUR AND START-UP SUPPORT
Access to capital is almost always the primary barrier to entry for aspiring entrepreneurs. This is especially challenging for People of Color given the generational wealth gap and/or lack of equity from homeownership, personal savings, or other assets. Capital can come in many forms, including conventional lenders, micro-lenders or CDFIs that have less stringent underwriting requirements and can offer below market loan products, private equity investors, venture capital investors, and startup grant programs.
Typically, conventional office space or retail space does not offer flexibility in terms of terms (length of lease) or can be adaptable for periods of business expansion or contraction. Startup space can also have a lower level of finish as long as its flexible, adaptable, and accessible.
6 ENTREPRENEUR AND START-UP SUPPORT
Real Estate
Complementary Uses
As with any district strategy, marketing and branding not only designates a particular place, but also creates the sense of place and creates community and identity similar to how residents feel connected to their particular neighborhood. This district identity then translates to the businesses themselves as part of their own marketing efforts as well as regional economic development efforts related to business recruitment and attraction.
Startup Funding
Startups and small businesses across all industries need space to operate that is affordable, flexible, and integrated in the built environment.
Anchor Tenants
Key Components to Implementation
In most cases, successful innovation districts have an institutional presence, and as the district evolves, corporate tenants often seek a visible presence. Integrating an anchor tenant not only enhances visibility and marketing, the tenant itself can be an active participant in district activities providing a gateway to talent and resources for local businesses, but also lease space that minimizes financial risk to developers and property owners.
Successful innovation districts have a mix of complementary uses that enhance vibrancy and safety and create a regional destination, including housing, food and beverage, entertainment, other retail and services. The goal is that the district evolves into a one stop destination that can service most daily needs. It is also critical that there is a mix of small business types as well as complementary services for startup companies, including legal, accounting, and marketing.
Marketing and Branding
Actions 6a.Create a startup grant program 6b. Pursue Innovation Depot 2.0 and/or development of flexible startup and step-up space 6c. Establish hub of entrepreneurial support organizations (ESO) with an institutional 6d.Linkpresencedistrict activities with regional economic development initiatives and target clusters 6e. Establish relationships with retail and office brokers to understanding regional leasing activity and identification of potential tenants for recruitment 6 ENTREPRENEUR AND START-UP SUPPORT
Action Plan 9
“We need to build a sense of aroundcommunitysmallbusiness.”“Economicopportunityneedstobethefirsttier.” “Don’t let destination“Mybeneighborhoodsthedetached;theyareimportanttotheCity.”dreamfortheDistrictisanationalfortoptalent.”“We need to empower locals to open businesses and tell story.”their “There is transormativeforopportunitythemeaningful,useofCityassets.” “We walkability!needFoottrafficiswhatmakescitiesvibrant.” “It must feel safe in the safetyDistrict;isapriority.” Six Moves Came from You
Six Big Moves to transform the Northwest Quadrant and lift the Birmingham Community Align ResponsibilitywithStewardsDistrictAreasof Focus InvestmentPublicon 4 Vital Corridors and 2 Public Spaces Drive EstateEquitableBusinessSmallandRealInvestmentAroundVitalCorridors Establish a Hub EntrepreneurialofSupportResources OrganizationsAggressivelyRecruitKeyInnovation Break New Ground on Sites Owned by ChampionsCivic
AccessibleAndParking Parking Asset Management Entity*
The current downtown BID needs to be expanded to the Switch and Civil Rights District
Formalize roles of district stewards to address fundamental livability issues and stewardship of core assets
NorthwestQuadrant
Kelly Ingram Park Conservancy - Endowed care of the monuments and memorials, and management and planned improvement of the grounds of this internationallysignificant historic space and public park Parking Asset Management EntityCoordinated wayfinding, communication, management, operation and promotion of shared parking assets and parking logistics Business Improvement District Expansion
* New Entities or Refreshed Responsibilities of Existing Organizations to address core needs:
Civil Rights History And Story Birmingham Civil Rights Institute National Park Service
Sacred Space CareKelly Ingram Park Kelly Ingram Park Conservancy* Signature Public Space Care - Frisco Switch REV Birmingham
Clean And Safe Streets City Action Partnership (CAP) Business and Development Support Urban Impact REV Birmingham StreetIllegalActivity City Of Birmingham City Action Partnership (CAP) Safe
Align District Stewards with Areas of Responsibility
FriscoSwitch
APPLE Grant Feasibility Study and coordinated advocacy with RPCGB and the City of Birmingham to position the project for federal program funding in alignment with program selection criteria including environmental sustainability, economic competitiveness, and explicitly addressing advancing equity
Frisco
Creation of endowment and conservancy for the conservation of monuments and the management and planned improvement of the park grounds for passive daily use.
Switch
Kelly Ingram Park
Establishment of entity for operation and maintenance of new Frisco Swith public space and acquisition/easement of open space portion of parcels between 12th Street and 14th Street for initial phase of public space implementation.
Proposed Outdoor Classroom in Kelly Ingram Park
Focus on 4 Vital Corridors and 2 Public Spaces Implement targeted public realm improvements on four critical street corridors and two public spaces to connect the District to adjacent neighborhoods and provide the framework for growth 5thAve6thAve7thAve LinnPark RailroadPark HEIGHTSFOUNTAIN CENTERCITY TITUSVILLENORTH ReverandAbrahamWoodsJrBlvd 1st2nd3rd4thAveAveAveAve 3thAve 18thSt 16thSt 14thSt 16thSt 17thSt15thSt 14thSt13thSt12thSt 4thAve ReverandAbrahamWoodsJrBlvd IngramKellyPark
Public-private partnership with Freshwater Land Trust and City of Birmingham to study the integration of 4th Avenue into the larger regional trail network, identify shared funding opportunities, and advance planning and design
Greeningthe Corridors - ProposedConditionalong16thStreet&4thAvenue
16th Street Corridor
4th Avenue Corridor
Masonic Temple 5thAve6thAve7thAve LinnPark RailroadPark HEIGHTSFOUNTAIN CENTERCITY TITUSVILLENORTH ReverandAbrahamWoodsJrBlvd 1st2nd3rd4thAveAveAveAve 3thAve 18thSt 16thSt 17thSt15thSt 14thSt13thSt12thSt Drive Small Business and Equitable Real Estate Investment Around Vital Corridors Create a crtical mass of businesses centered around vital corridors through targeted incentives and technical assistance “Businesses do not simply gravitate towards customers but also cluster with each other to form more destinations.”attractive - Location & Agglomeration: The Distribution of Retail and Food Businesses in Dense Urban Environments, Journal of Planning Education and Research, 2014 “We need to build a sense of community around small business.” - Quote from Community Engagement A.G. Gaston MotelBirmingham Civil Rights Institute 4th Avenue Historic Business DistrictInnovation Depot Biso Collective Sticks & Stuff Pack Health 115 companies and 1,500+ employees are located along the proposed Frisco Switch 75% of all Black-owned businesses in the Civil Rights District are located one block of the 16th St & 4th Ave corridors
Establish A Hub Of Entreprenuerial Support Organizations Create a resource-rich business environment of support, collaboration, and opportunity accessed through an accessible one-stop shop 4th Avenue Historic Business District Businesses Switch Businesses Innovation Depot Spin-Outs Bronze Valley Spin-Outs UAB Graduates Alabama HBCU Graduates Community Solopreneurs TechDirectCommercializationBusinessSupport Services Talent Pipeline Legal & Accounting Resources Consultation Resources Real Estate & Leasing Opportunities Business Networking Mentoring Opportunities NorthwestQuadrant These ESOs need to have a home in the district.
Align positioning of District, prospect tracking, and major recruitment efforts with local and regional economic development partners.
Univ. of Alabama Birmingham (UAB) Alabama Power Company
Firmly establish the competitive niche of the NW Quadrant as the metro area’s nucleus of innovation and entrepreneurship with the physical presence of key city and regional innovation organizations and institutional anchors
REV Birmingham/Urban Impact
Bronze
UAB Minority Health Research Center (MHRC)
Southern Research Technology Development Consulting Alabama Consortium of HBCUs Business Schools Innovation Depot Accelerator/Step-up
Ed Farm Propel Center Valley Venture Investment for Minority Innovation Companies
list of key organizationsinnovationtopairwithNWDTsiteandbuildinginventory.
City of Birmingham IEO Birmingham Business Alliance (BBA) Development Partnership of Alabama (EDPA)
Economic
Aggressively Recruit Key Innovation Organizations
current prospect
Propser Birmingham Black-owned Business Acceleration Operation HOPE Small Business Development Alabama Power Techstars Alabama EnergyTech Accelerator
NorthwestQuadrantKeepa
Break New Ground on Sites Owned by Civic Champions Employ the Equitable Development Toolkit to model impactful and inclusive growth on catalytic sites owned by civic champions such as the City of Birmingham and Alabama Power Company RailroadPark IngramKellyPark 5thAve 4thAve 3rdAve 2ndAve 1stAve 6thAve7thAve18thSt14thSt 16thSt 17thSt 15thSt 13thSt12thSt 4thAve ReverandAbrahamWoodsJrBlvdEquitable Development Toolkit - Support Mixed-Income Development - Establish a Framework for Preventing Displacement - Create Pathways to Community Wealth-Building - Invest in the Public Realm - Support the Growth of a Thriving Black-owned Business community - Develop an Inclusive Entrepreneur and Start-up Ecosystem B.Proposed Public Market andRetailIncubator Catalytic Sites A Residential Mixed-Use with Hospitality and Event Space B Public Market and Retail Incubator C Masonic Temple Renovation and Redevelopment D Key Innovation Organizations A B C D D
oShort-term tactical demonstrations that support the corridor improvements called out in this oEstablishplan. community development investment mechanism for equity partnership model.
oDevelop implementation plan for vital corridor public improvements.
oInitiate parking development plan to relieve parking pressure and support growth.
oImplement Magic City Match program of technical assistance and grant to black businesses and property owners.
oExpand the BID to provide better district management services to DTNW.
Immediate Actions
oEstablish Friends of Kelly Ingram Park Endowment for management and improvement of the oCreatepark.implementation and sustainability plan for the former Frisco Switch conversion to Switch oLaunchTrail.district loan fund targeting small businesses and property owners.
oAlign positioning of district prospect tracking and major recruitment efforts with local and regional economic development partners.
oRecruit developers to civic champion sites.
August 2021 DRAFT EQUITABLE DEVELOPMENT TOOLKIT DOWNTOWN BIRMINGHAM NORTHWEST QUADRANT
2 DRAFT
Carver Theatre in the Fourth Avenue Historic District in Downtown Birmingham Image Credit: Alabama Public Television
4 Introduction: Equitable Development 10 Goal 1: Mixed Income Development 16 Goal 2: Preventing Displacement 22 Goal 3: Community Wealth Building 28 Goal 4: Public Realm & Identity 34 Goal 5: Black-Owned Business Support 40 Goal 6: Entrepreneur & Startup Support 46 Implementation Matrix Table of Contents 3 DRAFT
BIrmingham Civil Rights Institute Image Credit: Stephen Saks, Getty Images
Introduction
How can we ensure future development in the NW Quadrant is inclusive and creates value for the community?
6 Equitable Development ToolkitIntroduction DRAFT These dense, downtown cultural meting pots were places where aspiring entrepreneurs could establish themselves and create prosperity for their families and future generations. Though significant barriers had to be overcome, especially as they pertained to race and socioeconomic status, downtowns still offered what many places could not: economic opportunity. This is very much the story of Downtown Birmingham and the Northwest (NW) Quadrant, and whether 100 years ago or 100 years into the future, its role should not change—it should continue offering equitable access to economic opportunity, providing platforms for celebrating cultural and historical identity, and supporting an ecosystem that generates wealth for long-standing members of the community. Essentially, these are the goals of the following Equitable Development Toolkit. NW Quadrant has the assets to make it a truly unique and vibrant urban district with iconic historical places, including the 16th Street Baptist Church and Kelly Ingram Park, an entrepreneurial legacy with the Historic Fourth Avenue Business District, and burgeoning tech and innovation startup community with Innovation Depot; however, market momentum has been relatively slow, and without targeted intervention, there is risk of stagnation or even disinvestment. There is a need to change the market trajectory of the NW Quadrant by repositioning and reinvesting in existing structures, creating opportunities for new development, and expanding services and resources to small businesses and entrepreneurs. However, as cities across America are simultaneously trying to address challenges related to disinvestment, there are the adverse impacts from reinvestment, including gentrification, displacement, and loss of community identity. As a nation, social unrest in 2020 and impacts from the COVID-19 pandemic has further emphasized the importance on addressing racial equity in how we reinvest and redevelop our cities. We need to create equitable access to opportunity, while preserving existing community assets and retaining wealth for the existing community. We need to create an ecosystem that promotes investment with inclusion.
Downtown areas have always been a hub for art, culture, history, innovation, and commerce. Many of the historic downtowns in America were founded upon transportation networks via rail, river or waterfront that not only imported and exported goods and services, but attracted people from far and wide to become part of the living, breathing economic ecosystem.
What is
Image Credit: Alabama Tourism Department
Introductiondevelopment?equitable
First, this ecosystem consists of Real Estate and the need to ensure that new development is contextually sensitive with high standards of design, enhances the value of surrounding real estate, and improves the overall pedestrian experience. This includes not only the construction of new structures, but also investment in existing structures and the public realm, including streets, places and public spaces. Affordability for residents and business is also critical to ensuring equitable access to housing and commercial spaces. Second, policies and investments should directly support the People that inhabit the NW Quadrant, who include property owners, business owners, residents, customers, tourists, and congregants. This also includes the many community organizations in the NW Quadrant that have missions to directly serve constituents and the community at large. Finally, the local Economy is composed of employers and workers, as well as financial capital and investment, creates opportunity and generates prosperity. . Embedded in an equitable economy is innovation, entrepreneurship, and access to opportunity that supports economic diversification and opens new pathways for wealth generation.
In this context, the equitable development framework consists of an interlocking network of people, places, and economic entities, all three requiring direct investment and policy interventions.
DRAFT
The following Equitable Development Toolkit was developed in support of the NW Quadrant Master Plan process, because this approach will require broad support and incremental action over the long term. Cities across the country, including the city of Birmingham, have a host of economic and community development actions, policies and programs that address inequality. However, given finite resources—most notably public funds—longterm goals and outcomes have the most impact when they are coordinated in an efficient way, responsibilities are shared, and lead actors are accountable.
Downtown Birmingham Northwest Quadrant
7
Equitable FrameworkDevelopment
ENVIRONMENTBUILT marketabilityconstructionrestorationaffordabilitypublicrealm CAPITALHUMAN property owners business visitors/consumersownersresidentscommunityorganizationsPROSPERITY workforce/educationemployersinnovationdevelopmentupwardmobilitycapitalEquitableDevelopment PeopleEstateReal Economy Image Credit: Innovation Depot
Equitable Development Toolkit
Overview of the Strategic Framework
Why are these particular goals being pursued and what are the barriers to overcome?
Support developmentmixed-income
The following toolkit not only presents a strategy, but a playbook to guide key stakeholders in implementation and ensure that future investment in the NW Quadrant is equitable and inclusive. The framework establishes six goals for addressing specific challenges as identified by the project team, stakeholder interviews, community roundtable discussions, market analyses, and review of previous plans. These goals are not sequential or ranked in terms of priority, but represent an interlocking and interactive framework that requires alignment across multiple focus areas.
1 2
8
There has been considerable new multi-family development in the greater Downtown Birmingham area over the last decade, indicating increasingly robust market conditions for new investment; however, much of this new supply is generally unaffordable to moderateand low-income households. There is concern that future real estate development in the NW Quadrant would exclude the existing community and limit socio-economic and racial diversity resulting in a loss of the historical, racial, and cultural identity of the Civil Rights District. Creating a new supply of mixed-income development, whether through new construction or rehabilitation of existing spaces, will support a more inclusive community fabric. Establish a framework for preventing displacement While the NW Quadrant wants to reposition itself to attract new investment, there are concerns that changing its economic trajectory will create market pressures that could potentially displace legacy businesses, residents, and constituents. Rising commercial rents will also increase barriers to entry for locally-owned businesses and entrepreneurs to enter the market. The adverse impacts of gentrification are very real, yet no community in this country has fully overcome the challenge of preventing displacement in a free-market economy. Property rights are wellprotected in this country and owners can choose how their properties are developed (or not developed) as long as zoning, building, and tax codes are met. However, there are policies, investment tools, and best practices that can support equitable development and limit displacement.
Overcoming certain market barriers requires identification of the challenge and how we can “close the gap” with targeted investments, programs, governance structures, or other actions. Therefore, in order to build community consensus and align strategic community and economic development efforts in the NW Quadrant, it is critical to answer the following questions.
Introduction DRAFT
What are the specific tools, policies, and actions needed to address these goals? How will these goals be realized? Where has this been done before? How does this align with current efforts? Who is leading versus supporting these actions? When should each of these actions take place in the near- , mid-, and Thelonger-term?primaryfocus of this toolkit is to identify the role of the NW Quadrant within the context of greater Birmingham, how it can contribute to equitable development, and how it can be a model for future development citywide. While it is recognized that other people-base investments including education, public health, and safety are also critical for supporting equity and inclusion, the focus of this toolkit is on the built environment, users of the NW Quadrant, and the economic systems that allow people and businesses to thrive.
9Downtown Birmingham Northwest Quadrant DRAFT
Continue providing support for Black-owned businesses There is a risk that without targeted interventions and support, the Civil Rights District could lose its historic and economic standing as a hub of Black entrepreneurship. Cultivating the next generation of Black entrepreneurs will require minimizing barriers to entry and creating a supportive ecosystem. Though many small-business assistance programs and resources are available to small business in the district, there is not only a need to continue to engage with the existing business community, but create partnerships and build the places and spaces to attract customers and aspiring entrepreneurs. Support an inclusive entrepreneur and startup ecosystem In order for the city and region to remain competitive and adaptive to national and global economic shifts, it will need to continue evolving its startup and entrepreneurial ecosystem. Creating the place and space where entrepreneurs can thrive will require direct real estate investments, but also the creation of funding and financing programs to address the specific needs of startup businesses. Most critically, the startup ecosystem needs to be intentionally inclusive and accessible.
Develop strategies for investments in the public realm Investments in the public realm will be critical to changing the market trajectory of the NW Quadrant. These investments can also help promote and expand upon the cultural and historical legacy of the Civil Rights District, and marketability and competitiveness of The Switch innovation district. These investments include improvements to the public realm (including public spaces, streetscape improvements, connectivity, and public art) and investments in infrastructure that are needed to support larger-scale real estate development. Dedicated funding streams are needed to support capital investment through establishing processes for the allocation of public funding, or levying funds through special districts or other value capture mechanisms.
3 4 5 6
Support investments in the community and create pathways to wealth-building Without intervention, there is a risk that future investment in the NW Quadrant will primarily benefit outside parties and not benefit existing members of the community. Coupled with a need to prevent displacement, there is a need to create more accessible pathways to wealth building for the Black community. In addition to national challenges related to disparities in household income by race, there is a growing body of research highlighting the significance of the racial wealth gap. This has been tied to failures in public and financial policies that have limited homeownership for Black families, among other exclusionary economic and land-use policies. It is even more integral that a sacred place like the Civil Rights District empowers long-standing property owners to benefit from future investment, while creating opportunities for Black-owned business enterprises to enhance market positioning.
The Jordan, a mixed-income development in Arlington, VA Image Credit: Bonstra | Haresign Architecture
Chapter 1: DevelopmentMixed-Income
One of the biggest challenges to catalyzing new development while maintaining housing affordability is overcoming the “feasibility gap.” A developer will not create a real estate product that costs more to build than its value, or does not generate enough revenue to pay off debt and create a profit—this is how any sound businessperson in any industry would approach a new business deal.
Mixed-income development in dense urban areas is typically not market-driven, and making it financially feasible requires enhancing and/or developing dedicated funding, policies, governance structures and partnerships.
Goal Mixed-Income1 Development Introduction
12 Chapter Mixed-Income1 Development Equitable Development Toolkit DRAFT
The challenge with real estate development is that achieving certain sales prices or rent thresholds to make a project feasible inevitably excludes certain strata of buyers or renters. In some cases, even those with stable, relatively well-paying jobs, such as civil servants, teachers, healthcare workers, or small business owners, cannot afford new housing development. For example, based on asking rents at recently developed apartments in Parkside and Lakeview, in order to afford a rent of $1,400, this would require an income above $64,000 and this income threshold would be unaffordable to more than two-thirds of the households in Birmingham. New market rate development in the NW Quadrant could help create new demand segments for area businesses, although there is a considerable risk that it would severely limit socio-economic and racial diversity making the area inaccessible to those currently living in the District or those from neighboring communities. Restricting market rate development is not a recommended course of action, however, since it would perpetuate disinvestment. Diversified housing stock, with a mix of affordable housing is critical, and will require bridging the feasibility gap in some form.
Image Credit: Praxis3Capitol Gateway, a mixed-income development in Atlanta, GA
Since affordable housing development is not market driven, incentives are often used to encourage private developers to incorporate affordability in the development. Tools can include tax abatement/exemption, direct subsidy, and density or other development bonuses to help bridge the feasibility gap. Financing Low cost financing can also help reduce overall costs to a development project. Community Development Financing Institutions (CDFI) often have below-market financing products and some communities have developed shared-risk loan pools to facilitate community-based investments.
The Low-Income Housing Tax Credit Program (LIHTC) is the largest federal program to support affordable housing development, but many states and local communities also have housing trust funds or other programs to also facilitate development. Part of the challenge is that subsidy is finite and there is a need to leverage public funds to attract private investment.
Park Place Apartments, a mixed-income development in Downtown Birmingham Image apartments.comCredit:
The size and capacity of affordable housing developers vary considerably. Often within specific neighborhoods or districts, a Community Development Corporation (CDC) or Organization (CDO) leads real estate development efforts serving as the developer, lead steward, or partner to ensure that development aligns with community goals and aspirations. CDCs are often best positioned to obtain funding to support development or partner with larger affordable housing development entities. Site Control Land values drive property values—this is why new housing development in dense urban areas, where land tends to be more expensive, requires higher rents and sales prices. Also, once ownership of a particular site, or cluster of sites, is secured, the owner has more control of the future development of the site and is less constrained with offsetting development costs with appreciating land values. Land assembly typically requires strategic acquisition that utilizes publically-owned land, equity partners, and patient capital from institutional and corporate partners. Subsidy In most cases, some form of subsidy is needed to support affordable housing development.
13Downtown Birmingham Northwest Quadrant DRAFT Stewardship
Incentives
The NW Quadrant needs a dedicated CDC or CDO to be the primary entity for facilitating affordable housing development either as the developer, equity partner, or community liaison.
14 Chapter Mixed-Income1 Development Equitable Development Toolkit DRAFT
Typically, CDCs that engage in direct real estate activities have budgets of around $1 million to $3 million, while larger CDCs than include economic development (workforce and business services) can have annual budgets of more than $10 million.
Conduct outreach and engagement with regional and national affordable housing developers While building CDC or CDO capacity is a longerterm goal, identifying and engaging with national affordable housing developers that have capacity for larger-scale development is more of a nearto mid-term goal. The local CDC can serve as an intermediary with the community and the developer and also lead marketing efforts for catalyst development sites. Attracting a national Increase capacity for a dedicated non-profit development entity
Goal Mixed-Income1 Development Actions
entity to be more selective of development and minimize the need to react to near-term development proposals that do not fully embody the vision for the community.
Pursue and/or maintain site control to ensure future affordability Working through a dedicated CDC and/or institutional partner, key catalyst sites should be acquired and/or assembled to open new opportunities for community-driven development at the necessary scale to be feasible. It is critical to maintain site control before market conditions make land unaffordable for future acquisition, but also create opportunities for long-standing property owners to become equity partners in future real estate projects. Additionally, site control using patient capital allows the ownership
1c
Imageprocess.Credit:Virginia Housing Development LLCOld Town Commons, a mixed-income development in Alexandria, VA
affordable housing developer can ensure that certain design standards are met and the project is delivered efficiently, while meeting community goals. After sites are controlled, the local CDC can host housing summit meetings or conferences and work with industry leaders to formalize the developer selection
1b1a
CDCs vary considerably in terms of budget and service offerings, with some serving as more of a community advocate and organizer, while others are fully evolved as a developer and economic development entity. Philanthropic and other grant funding is often necessary to build initial capacity, but serving as a developer or equity partner can also generate revenue for the organization itself for operations or future capital investment.
Case Study Randee Nashville,ApartmentsRogersinTN
Many large cities have pursued inclusionary zoning as a policy for increasing the supply of affordable housing, in which new larger-scale, multi-family development must include a “set-aside” of affordable units based on target area median income (AMI) levels. Mandated inclusionary zoning policies have had mixed success and are generally only viable in fast growth markets where relatively high achievable market rents or sales can balance out lower revenue from affordable units. Voluntary programs that create development flexibility and/or density bonuses for affordable housing development, or contributions to an affordable housing trust fund, have been successful, since they incentivize affordable housing development and do not restrict development activity. The city of Birmingham should explore all possible incentive tools for affordable housing delivery in the NW Quadrant, including density bonuses, reducing parking, fee waivers, expedited approval processes, and/or tax abatement.
A development fund would accelerate the production of dedicated affordable housing throughout the city, while also encouraging quality mixed-income development in the NW Quadrant and throughout Downtown. The fund would provide a flexible new source of gap financing for affordable housing development. This gap financing can make it possible for a project to include more affordable units, to include deeper affordability, and/or to support affordable and mixed-income housing development in servicerich areas with higher land values. Contributors to Randee Rogers Apartments is a 100-unit mixed-income property currently under development that will include 50 affordable, 25 workforce and 25 market-rate apartments with a mix of one-, two- and three-bedrooms. Located adjacent to the Germantown community, an area that has experienced considerable new investment in the last decade, the property will offer competitive amenities, while providing a much-needed affordable option for moderate-income households. The once working-class neighborhood has seen recent home sales of over $1 million and gentrification and displacement are major concerns for the history Black Buena Vista neighborhood to the west. The property is located in a pedestrianfriendly, urban location with excellent access to daily needs retail, including a grocery store next door, and a bus stop at the corner of the
Explore creation of development flexibility incentives and/or overlay districts
LIHTC funding provides the largest available pool of funding for affordable and mixed-income development; however, these resources are finite and the application process can be onerous and very competitive requiring multiple applications over a several year period before approval. Depending on the project, a district of the size of the NW Quadrant could expect the development of 40 to 80 affordable units over a ten-year period. Other funding sources include Historic Tax Credits, which do not have an affordability requirement, although they can be used to support workforce housing development, and New Market Tax Credits, which can be utilized for mixed-use development.
Develop long-term affordable and workforce housing funding/incentives programs and financing mechanisms
15Downtown Birmingham Northwest Quadrant DRAFT 1d1e
Thisproperty.development emphasizes the importance of site control to ensure future affordability before land costs make mixed-income development infeasible, but also strong publicprivate partnerships for leveraging various funding sources to ensure a well-designed and -programmed product. The development primarily leveraged local funds, including, $25 million of affordable housing funds approved by City Council as part of the city’s capital spending plan. The apartment is scheduled to be completed in spring 2021.
the fund can include philanthropic organizations, direct tax revenue streams, city bond funds, or other development agreement regulations (developers pay into the fund for certain development bonuses or entitlements).
Continue pursuing state and federal tax credits to support affordable development (LIHTC, New Markets, Historic Tax Credits)
1f
Image Credit: Wikimedia Commons
Chapter 2: DisplacementPreventing
Affordability In most cases, the root cause of displacement is from rising residential and commercial rents, which put economic pressure on existing residents and businesses. While some communities have implemented residential and commercial rent control policies, they are difficult to enforce and have had mixed success. The challenge is that property owners are legally enabled to charge rents based on market conditions, but they also must achieve certain rents to adequately maintain their properties.
Goal Preventing2 Displacement Introduction Image
While the community aims to attract new investment to support housing, small business, and economic development, it is critical that safeguards are in place to prevent the displacement of existing residents, businesses, and constituents, and to ensure that the historic and cultural fabric of the community remains intact. Gentrification has become a very real and complex issue in urban areas across the country, especially in historically disadvantaged communities. On one hand, many urban communities have had to endure decades of disinvestment, which has contributed to the decline of neighborhood conditions, increased concentrations of poverty, and limited paths to opportunity; however, in most cases, the influx of new capital investment has primarily benefited more affluent, racially homogenous, and upwardly mobile newcomers, while uprooting previous generations. Many longstanding members of gentrifying communities have had to face the adverse impacts of disinvestment and reinvestment, while losing their neighborhood and cultural identity in the process. There is not one community in the country that has solved the impacts of gentrification, although there are policies, programs, funding, and community-wide engagement strategies to work with the market for maximizing community benefits from new investment, while creating more inclusive outcomes.
Maintaining affordability will require some combination of non-profit or community control of commercial spaces to cap rents, rental assistance programs for retail businesses, and maintenance cost assistance for property owners to counter rent increases. Credit: Mark AlmondFourth Avenue Historic District
18 Chapter Preventing2 Displacement Equitable Development Toolkit DRAFT
19Downtown Birmingham Northwest Quadrant DRAFT
Accountability Developers evaluate the risks associated with any real estate endeavor, especially for larger, heavily capitalized projects. Proposing a development inconsistent with community goals could have a significant impact on the approval process and outcome. The community should have a platform for voicing concerns, but also a forum for productive discussion between developers and key stakeholders to try to maximize community benefits via community benefits agreements.
Property Ownership
Though rising property values impact real estate tax expenses, property owners generally have much less risk of displacement than renters. Property owners also stand to benefit in terms of wealth creation from improving neighborhood market conditions. Increasing ownership opportunities for residents and current business owners creates long-term stability and community control over real estate. Creating these opportunities requires considerable capital and favorable financing, which may not be available to individuals, but there are community land trust models that can pool investments to support community-wide ownership and control of assets.
Business Capacity
In many cases, property owners need to increase rents in order to offset increases in maintenance expenses and/or to have the capital needed to reinvest in their properties. Commercial tenants and businesses owners must also offset increasing expenses with increasing revenues to maintain long-term economic viability. However, increasing a customer base or market share is not always achievable for small businesses with limited resources or capacity. Goal #5 in this document will address some of these issues, but increasing business capacity is a critical step in offsetting displacement.
Image Credit: Cary NortonMrs. B’s restaurant in the Fourth Avenue Historic District
CDC-led master lease agreements with existing or proposed commercial spaces Unlike a CLT model, maintaining commercial rent affordability and stability can also come in the form of master lease agreements, in which a non-profit entity signs a master lease for commercial space in existing or new buildings and then sub-leases space to target businesses, organization or other entities at below-market rents. This approach allows the property owner to have a dedicated funding stream its space that also minimizes costs for leasing and management, which can be passed down to the master leaseholder, but this model also minimizes risk support of the community and commitments from the developer. Often, negotiating a CBA relies heavily upon the formation of a multi-issue, broad based community coalition including community, environmental, faith-based and labor organizations. Aspects of CBAs can include setasides for affordable housing units, affordable lease rates for targeted businesses, pro bono services from retail tenants, or other community amenities such as pocket parks, plazas and beautification. For the community, this process is intended to enhance communication and ensure that community needs are addressed, and for developers, this process can mitigate risks from community opposition allow them to work with a unified coalition rather than having to engage
20 Chapter Preventing2 Displacement Equitable Development Toolkit DRAFT for commercial tenants that allows for lower lease rates and more flexible terms. The non-profit master leaseholder assumes the most risk in this endeavor, but can bridge the rent gap through grants or other fundraising methods. Establish a formalized community review process for larger-scale development proposals Creating a formal community review process for new development can not only give the community a platform for raising concerns, but also improve communications and allow for the development team to establish rapport. A community benefits agreement (CBA) is a way to formalize the process and document the Explore the creation of a Commercial Community Land Trust (CCLT) CLTs are a form of community-controlled ownership of land to maintain long-term affordability. Though this tool is primarily used to maintain housing affordability, in the case of the NW Quandrant, a commercial community land trust (CCLT) would be an effective tool for maintaining long-term affordability for local businesses. In a Master Lessor model, the CLT purchases and retains ownership of a commercial structure and the underlying land, whereas in a Nonprofit Commercial Land Trust, the CLT owns the land and issues a grand lease to a non-profit organization or business who owns and operates the commercial structure. The end result is stable and predictable costs for business owners based on the operating costs of the property rather than the market value.
Image Credit: downtownbhamplan.comDowntown Birmingham
Goal Preventing2 Displacement Actions 2b2a 2c
Downtown Birmingham Northwest Quadrant community organizations one by one. CBAs can be legally binding or non-legally binding, but in any scenario, they improve accountability and create a document for measuring successful outcomes. Provide technical assistance and resources for property owners In some cases, commercial property owners cannot afford increasing operational costs, including deferred maintenance, insurance, property taxes, utilities, and labor, which increases pressure to sell their property. Though property owners have the right to sell and earn revenue, those with higher levels of financial pressure may have to seek a short sale and accept a belowmarket price for the property that the buyer can then use to support the property’s redevelopment. Technical assistance should be provided in these instances to ensure that property owners have the resources, information, and general knowledge of future courses of action, so they can make an informed decision, including financial assistance for renovating their property, access to pro bono services from partner organizations or institutions, or assistance through the negotiation process, so they can receive a fair and reasonable sale price. Additionally, rent-to-own mechanisms and programs should be explored to allow existing commercial tenants the opportunity to acquire their space. In response to mounting development pressures, the Rondo Community Land Trust was formed in the early 1990s to serve systemically disempowered and displaced residents from the historically African American Rondo Community of St. Paul, MN. It has used the “land trust model as a method of preserving affordable housing and economic growth and neighborhood stabilization; and support and celebrate cultural diversity by providing affordable business opportunities to increase community economic wealth, property values and jobs.” Though the recent development of a light-rail service has improved accessibility for this historically disadvantaged neighborhood, there are renewed fears of residential and commercial displacement.
Case Study The
Rondo CLT’s economic work has been focused on developing an African American Cultural Corridor along Selby Avenue between Lexington Parkway and Dale Street (Central Selby). It recently partnered with a CDC to develop two mixed-use buildings on Selby Avenue (Selby-Milton-Victoria Project) with affordable units and 9,300 square feet of street-level retail, which it will manage and lease at affordable rates. The mission is to “retain, stabilize, and promote small, local, and minority owned businesses,” and used traditional fundraising and crowd sourcing to build out the tenant spaces. Rondo Community Land Trust in St. Paul, MN Selby-Milton-Victoria Project in St. Paul, MN Image Credit: Trellis Management 2d
Aerial of Downtown Brmingham Credit: Ryan Denley for WBRC Magic City Weekend
Chapter 3: Wealth-BuildingCommunity
Goal Community3 Wealth-Building
The goal for the NW Quadrant is not only to reposition itself to attract outside investment, but ensure that new investment positions the community for long-term, sustainable economic growth for residents, businesses, workers, faith community, and community-based organizations. The ultimate goal is that this investment activity resonates not only within the district but also to adjacent and nearby neighborhoods. Coupled with the issues of displacement, gentrification is also a process in which new investment primarily benefits outside parties and newer residents with little net positive impact to the economic well-being of longstanding members of the community. While new investment in the NW Quadrant would enhance vibrancy and provide added market support for existing businesses, the goal is not only increasing income, but generating and retaining wealth that can be passed down to the next generation. For example, a long-standing property owner could potentially sell their land for a profit, but if this owner used the land as an investment tool, the owner could generate incremental wealth over a longer period of time, while retaining ownership. Growing wealth for the community can come in many forms across a range of constituencies, including residents, property owners, businesses owners, faith community, cultural institutions, and placed-based community organizations. Each have their own pathways for wealth generation; for residents, this includes better pathways to homeownership; for businesses, increased market share and revenue; for property owners, better opportunity for reinvestment in their properties; and, for faith-based and cultural institutions, expanding their message, voice, and mission.
24 Chapter Community3 Wealth-Building Equitable Development Toolkit DRAFT
The focus for this particular group of strategies is the NW Quadrant, but it is highly encouraged that citywide efforts are undertaken to promote other wealth building activities, including homeownership programs, local purchasing agreements with area institutions, and promotion of worker cooperatives. Introduction
Image Credit: Frank Couch for the Birmingham TimesThe Masonic Temple Building, a historic building in need of restoration in Downtown Birmingham
From a real estate development perspective, place-based community organizations, like a community development corporation, engage in activates that create places, spaces, and resources for the community. Local developers can also play a vital role in providing real estate with a social impact, and increasing the capacity of Blackowned business can create new development opportunities built for the community, by the community.
25Downtown Birmingham Northwest Quadrant Build Equity
Value Capture This is typically associated with creating special assessment or taxing districts that levy revenues that must be allocated for specific communitybased or public-facing amenities such as public realm improvements, beautification, infrastructures investments, public safety, marketing efforts, and in some cases, property acquisition. The advantage is creating dedicated funding streams through additional sales or hospitality tax levies or incremental real estate taxes generated from new development. Other tools can be used such as a “synthetic” TIF, which is not an additional assessment, but an internal allocation of revenue from new development into a particular district for designated improvements, including public realm or affordable housing.
Developer Cultivation Real estate developers are critical implementers of a community plan—from new construction to renovation of buildings in poor condition to rehabilitation or adaptive reuse of obsolete structures. Building the capacity of the local development community, especially Black-owned real estate entities and impact developers, opens more opportunities for local ownership and smaller-scale development that investor-driven developers may not pursue.
DRAFT
Buying Local Positioning local businesses to capture a greater share of visitor spending and/or broaden its market share will have a direct impact on revenue growth and long-term economic viability. This can come in the form of “buy local” campaigns or enhanced marketing through local chambers of commerce or regional tourism and hospitality organizations.
Image Credit: City of Birmingham A.G. Gaston Motel, a historic building currently under restoration Image Credit: City of Birmingham
Impact Investing While philanthropic contributions and grants provide funding for community development programs and initiatives, they are also finite.
There are growing examples of impact investment platforms that allow private capital, with the ultimate goal of modest financial gain, to support companies, organizations, and other economic entities that provide social or environmental benefits. In most cases, these funds support Community Development Financial Institutions (CDFIs) for providing below-market loan products for community-oriented investments, including affordable housing development or small business loans. Some more progressive models including Community Investment Trusts (CIT) that allow members from a specific community (often eligible zip codes) to purchase shares in a particular real estate development and receive annual dividend payments.
Historically, the primary tool for wealth building in this country has been through homeownership, in which a household can build equity over a long period of time that can then be leveraged for new investments (e.g. equity loan), used for retirement, or passed down to the next generation. In order to build wealth in the district, property owners must have access to the tools and partnerships that allow them to become equity partners in future development and resources must be in place to increase ownership opportunities for members of the community. It is critical that these tools and resources not only serve those within the district, but also those in adjacent and nearby neighborhoods.
There are several value capture tools, governance structures, and incentive programs in place that can be leveraged for future investment in the district. These include the Downtown Redevelopment Authority (RDA), Tax Increment Financing (TIF), Opportunity Zone Investment Funds, New Markets and Historic Tax Credits, and public works funding. Also, discussed in Goal #4, Business Improvement District and Hospitality Tax. There is a need to conduct a citywide audit of economic development incentives and programs, which should include an analysis of specific deal Image Credit: Virginia Housing Development LLCRailroad Square, a 42,000 square feet office project in Downtown Birmingham
3c Formalize and/or expand value capture tools for allocating special district revenue and other public funds to support new development
Goal Community3 Wealth-Building Actions
Provide technical assistance and promote equity partnerships with long-standing property owners Unlike conventional real estate development that is transactional—a developer purchases land to then support new development—an equity partnership model enables the current owner to retain ownership of the land, allow for new development, and benefit from the future value of the real estate. The developer also benefits by lowering up-front acquisition costs. This model would enable long-standing, multi-generational owners to allow for new development, while continuing to be a physically part of the future development of the district. Leading community originations, including Urban Impact and Rev Birmingham, should engage with existing property owners, legal entities, and developers to promote this framework. Create community development investment funds and other impact investing tools
There are growing examples and trends of communities establishing impact investment funds in which community members themselves make personal investments that support community-based real estate investment while providing modest dividends to the investors.
Even less formal funding sources and campaigns have been very successful in recent years with crowdfunding or other platforms such as Kickstarter. Examples include Community Investment Trusts (CIT) recently launched in
Portland and specific to residents of select zip codes to be used as an equity fund in commercial real estate projects. Residents can purchase shares of between $10 to $100 increments and later receive dividend payments. Neighborhood Investment Trust (NIT) is another model supported by the Kresge Foundation through its American Cities Program. Though these are exploratory community wealth-generation tools, they present a valuable long-term investment tool for the NW Quadrant.
3b3a
26 Chapter Community3 Wealth-Building Equitable Development Toolkit DRAFT
Capital Impact Partners is a missiondriven Community Development Financial Institution (CDFI) headquartered in Arlington, Virginia that has invested $2.5 billion over its 35-year history on programming, financing, and capacity building with a focus on social impact and change. It recently launched its Equitable Development Initiative (EDI) that combines local knowledge, partnerships, and key strengths—including program design and project financing—to support minority developers to grow their careers and support their communities. The program includes training, mentorship, and financing. Participants engage in formal real estate development training, workshops with local development experts, and city leaders, and discussions around challenges and opportunities for minority developers in metropolitan regions. Participants receive one-on-one support from both a developer mentor and a finance mentor, who provide projectspecific guidance to further participants’ real estate development efforts. Capital Impact Partners will also work with program participants to connect them to project financing options, while leveraging the tools they have gained to strengthen their financing applications. The EDI program is currently being run in Detroit, Michigan and Washington, D.C. with anticipated expansion into other markets nationally.
Arlington,PartnersImpactVA
This presents an opportunity to build a coalition of Black-owned real estate development entities to build for the community, by the community. This will involve identifying key mentors, hosting workshops and networking events, providing technical assistance, and forging intra-regional relationships with POC-owned development companies to provide added support or recruit for development opportunities. Partnerships with local institutions of higher learning or regional business organizations could also alleviate soft cost burdens with pro bono design and legal services and technical assistance. Develop and support districtwide marketing campaigns for local business
Encouraging local spending and marketing programs are key components to any commercial district strategy—this type of campaign directly impacts wealth creation for local businesses. The Civil Rights District’s positioning as a national and international destination should be leveraged to support existing businesses and business formation. Its designation as a United States National Monument should provide additional tiers of market support from increased visitation to the region. To the extent possible, the city’s lodging tax revenue should be leveraged for enhanced marketing efforts for the district, especially to promote local businesses. Additionally, “buy local” campaigns to increase demand from Downtown’s workforce, nearby residents, and students should be pursued.
Case Study Capital
27Downtown Birmingham Northwest Quadrant DRAFT 3d 3e flow to understand the gaps in programming and where new programs need to be created, some of which may require state enabling legislation. While every community has a different set of tools to incentivize new development, those communities with robust downtown development incentive programs typically include some form of property tax abatement, employment tax credits, and project-specific TIF allocation. There is also typically a commitment from local government to fund or match public works investment. For the NW Quadrant, the existing TIF allocation process and bonding capacity should be audited and formalized and technical assistance should be provided for developers so they can understand program requirement and utilization. Given the enabling authority of the RDA, it should play a prominent role in facilitating largerscale development and pursuing public-private partnerships, and efforts to approve and formalize the Birmingham Regional Community Investment Cooperative District should continue. Cultivate and increase capacity of local Black-owned real estate development entities Future development and redevelopment activity within the district should reflect the diversity and composition of the community as a whole. While larger-scale real estate development is beyond the capacity of many developers, there are also opportunities for smaller-scale, impact development from the renovation of existing storefronts to activating mixed-use buildings.
Railroad Park in Downtown Birmingham Image Credit: TLS Landscape Architecture
Chapter 4: Public Realm
Whiletourists.most members of the community would support investments in the public realm, as with any investment in public spaces and places like streets, sidewalks, and parks, the challenge is process, timing, and funding. The NW Downtown Development Master Plan process will identify— with vetting from key stakeholders and the community at large—key public spaces and corridors that would have the greatest overall positive impact to the district. Though the city has finite resources for capital investment, operations, and management, there is a need to formalize the process for the allocation of public works, infrastructure, and transportation funding to support new real estate development, but there is a need to develop an investment and management stagey for the district that leverages partnerships and identifies alternate funding streams. Beyond streetscape improvements and beautification, addressing investments on “sacred ground” such as Kelly Ingram Park, or for creating new cultural and historical landmarks, public art, and monuments will require a more rigorous and formalized engagement process. Leveraging regional and national philanthropic funding sources will be critical, but also building a platform that allows for constructive dialogue with the community for proper voicing and vetting of ideas.
Image Credit: TLS Landscape ArchitectureRailroad Park in Downtown Birmingham
Civil Rights District plays a crucial role in telling the national story of Black History, but as Birmingham’s primary visitor destination, it also serves as the city’s front door. Investments are needed to maintain and upgrade existing public spaces, including Kelly Ingram Park, but also create new public places, cultural and historic landmarks, and public art as well as overall enhancements to streetscaping, lighting, and design. Future investments should build for the community first by creating vibrant spaces for Birmingham residents, which, in turn, will allow for a more welcoming environment for visitors and
30 Chapter 4 Public Realm and Identity Equitable Development Toolkit DRAFT Investments in the public realm not only increase the value of surrounding real estate, but can help change the market trajectory of a neighborhood. These investments also have invaluable benefit to the community as a whole enhancing the sense of place, quality of life, and community identity.
Enhancements to the public realm would also have a profound impact on the future trajectory of The Switch. Unlocking the former rail corridors as public spaces would have a significant impact on the value and marketability of the surrounding real estate, while creating a district that is unique and differentiated from other commercial districts in the city. Funding Much like real estate investment with mortgage terms of up to 30 years, redesigning and upgrading streetscapes and public spaces represent a long-term investment requiring Goal
Public4 Realm Introduction
Placemaking Enhancing the pedestrian experience does not always require substantial capital investment.
Though not a new concept, downtowns and commercial districts have continued to raise awareness of the value of these interventions, including public art, events, pop-ups, activation of space, and beautification, which makes a district more inviting to residents, customers, visitors, and tourists, who in turn, can offer more support for local businesses and cultural institutions. Partnerships The ownership and management of the public realm is multi-layered. Streets, sidewalks, and parks are typically owned and managed by local municipalities or state government, while vacant parcels and buildings, which also contribute to district experience, are owned by a mix of private, public, religious, and institutional entities. With the U.S. National Monument designation for the Civil Rights District, an additional layer of federal involvement through the National Parks Service (NPS) will be added. Partnerships will need to be established to identify the roles and responsibilities for each entity, but also a process for new investment and implementation. Arts and Culture Engagement with the local arts community provides additional support for funding and programming, but also creative interventions for enhancing space and experience. Partnerships with local artist groups as well as institutions such as the Birmingham Museum of Art and UAB Department of Art and Art History should be included as stakeholders for the broader public realm strategy.
Creative placemaking—or the process of enhancing the design and vibrancy of public places and spaces—can include relatively low-cost interventions, but requires programming, activism, partnerships, and some level of fundraising.
31Downtown Birmingham Northwest Quadrant DRAFT substantial capital. However, unlike real estate development that primarily leverages private capital, investments in the public realm must primarily rely upon public funding. Given financial challenges that cities across America are facing, especially after budget short-falls as a result of the COVID-19 pandemic, alternative funding streams must be developed. In addition to local public bond funding, and federal transportation enhancement funding, many communities leverage levies from special districts, such as Business Improvement District (BID) and Tax Increment Financing (TIF), to support capital investment. District Management Attracting capital investment is only one component of the public realm improvement cycle—funding is required for operations, maintenance, and management of the improvements over their lifespan. Special improvement or service districts are often used to levy funds, but also provide these critical services to preserve the condition of the public realm—or serve as a liaison to direct city services. While the Downtown Birmingham BID provides district management services for a portion of the study area, it does not cover the areas west of 16th Street. In order to maintain future public realm improvements, a dedicated organization will be needed for these portions of the study area.
Kelly Ingram Park in Downtown Birmingham
4d Develop community engagement process for public art and monument dedication
The existing Downtown BID has been instrumental in increasing safety and district maintenance through its City Action Partnership (CAP) program. The BID service area includes portions of the NW Quadrant, but it does not include areas of the Civil Rights District or The Switch west of 16th Street. While the size of the district covering nearly five square miles generates substantial revenue, management of such a large area can present challenges and limit opportunities for subdistrict specific needs. The expansion of the BID could present greater cost-savings given existing revenue and administration, although a separate sub-district service area should be explored to focus tailor-made services for the Civil Rights District and The Switch.
4b4a
Similar to a community planning process, given the importance of the district historically, and culturally, and as it relates to community identity, a process should be developed for eliciting community feedback on how public art and monuments are conceptualized and implemented. A major component to this process is creating a multi-disciplinary committee that aligns the interests of key local culture and arts organizations as creating a platform for pursuing partnerships and grant opportunities with regional and national philanthropic
Form partnership with National Parks Service (NPS) for district management assistance and funding The Birmingham Civil Rights National Monument designation will further enhance its positioning as a national and international visitor destination with accessible visitor information via National Parks Service (NPS) website. With this designation comes with some level of administrative function from NPS, including grounds maintenance and security, as well as grant funding opportunities.
Public4 Realm Actions
Even if vacant or underutilized parcels have limited real estate development potential in the near term, they can still be “activated” through programming, events, and creative placemaking such as public markets, food trucks and vendors, events, art installations, or other passive recreational spaces. These types of temporary uses can enhance vibrancy and help change the overall market trajectory of the district.
Expand and/or create a Business Improvement District (BID) to include areas west of 16th Street.
Imageorganizations.Credit:ShaunaStuart at AL.comHearts and Hands on the Pizitz Building, a public art installation in Downtown Birmingham Goal 4c
32 Chapter 4 Public Realm and Identity Equitable Development Toolkit DRAFT interim solutions include shared-use agreements to allow for temporary uses or programming. As part of this strategy, stakeholders should continue engaging with the City of Birmingham to allow for an efficient temporary use, temporary structure, mobile food vendor, or other necessary approval processes for space activation.
Acquisition of sites for activation could also align with site assembly strategies for future affordable housing or commercial space redevelopment, but
Pursue purchase or shared-use agreements with underutilized land and parcels
4e4f
Downtown Birmingham Northwest Quadrant
Establish a conservancy, trust, or other fundraising mechanism for Kelly Ingram Park A park conservancy is a non-profit organization with board of directors that can raise funds for capital improvements, maintenance, and programming. This organizational structure can also be referred to as a “foundation,” “alliance,” “trust” or “forever” (Trust for Public Land). While most conservancies are designed to support larger urban parks, like Central Park in New York, this model has been an effective tool for supporting parks of all sizes. Establishing a conversancy for Kelly Ingram Park would create a dedicated fundraising mechanism for future capital improvements, but also a governance structure to support community engagement around public art and future monument dedication. While “friends of parks” groups can provide much needed volunteer clean-up, they typically do not have the fundraising or organizational capacity for larger scale capital improvements. Leverage hospitality tax revenue to support public realm investment Processes should be formalized to leverage funds to support infrastructure, beautification, and other public realm improvements within the Civil Rights District, since this would have a direct impact on visibility and marketability of the district from a tourism development perspective. Stakeholders should work with the Greater Birmingham Convention & Visitors Bureau to identify eligible improvements and establish an allocation process. Monument Lab is a Philadelphia-based organization that engages with communities on public art, monuments, history, and memory and uses a platform of public engagement, art installation, exhibitions, and events to elicit feedback about the past, present, and future role of physical monuments in the community. Monument Lab aims to “cultivate” new practitioners “who are producing the next generation of monuments,” change the “mindsets, discourse, and pedagogy in fields related to public art, history, and space,” and create networks of “artists, students, activists, municipal agencies, and cultural institutions to advance exploratory approaches to public engagement and collective Inmemory.”2017,working with 20 local artists, Monument Lab hosted a citywide exhibition in 10 public spaces around Philadelphia, engaged with 250,000 individuals, and received 4,500 monument proposals that were scanned and made available online. This process of engagement and spatial cataloging of proposals help form a collective and shared history and memory, but also uncovering history that might have been overlooked by the mainstream. A sample of proposals and overview if findings were presented in the 2018 Report to the City. Though funding by the Andrew W. Mellon Foundation, Monument Lab has been able to expand its programming to other cities with partnerships and collaborations in Washington D.C Chicago, New York, Newark, Richmond, San Francisco, and St. Louis. Given the deep, rich, and critical history of Civil Rights and the City of Birmingham, this type of platform would not only celebrate the past, but also uncover new demonstrations of history, culture, and expression. This process would be critical for expanding the experience in Kelly Ingram Park and creating new monuments throughout the district.
Case Study Monument Lab in Philadelphia, PA
Staying Power, a public art installation by Monument Lab Image Credit: Monument Lab Studio
Ferrrill African Wear Store, a black-owned business in the Fourth Avenue District in Downtown Birmingham Image Credit: Jonece Starr Dunigan
Chapter 5: BusinessBlack-OwnedSupport
The goals for the Civil Rights District and NW Quadrant are twofold: maintain the district as a historic epicenter for Black entrepreneurship, while creating more opportunities for cultivating the next generation of Black entrepreneurs.
Supporting and minimizing barriers to entry for Black- and People of Color-owned (POCowned) businesses is not only critical to building a more inclusive and resilient local economy, but necessary for broadcasting Birmingham’s economic and civil rights story to a national and international audience. There is a need to support existing legacy businesses and promote a new generation of businesses owners in the NW StartingQuadrant.a business in any capacity has considerable barriers from access to capital to cultivating markets to site location to competition. However, People of Color typically face even greater barriers from intentional or unintentional biases as well as challenges related to the income and wealth gap for having sufficient financial capacity for startup costs or reinvestment. While overcoming these barriers is a long-term citywide and even national challenge, the NW Quadrant plays a very critical role in helping businesses overcome these barriers, while building off of decades of rich entrepreneurial history. Policies and programs have been in place for many years to help create a level playing field for POC-owned businesses such as diverse supplier programs for government, institutional or corporate procurement, or CDFI and microfinance lending. These activities are critical to the overall small business ecosystem, but the purpose of this equitable development toolkit is to highlight the role of the NW Quadrant within this ecosystem in terms of place, space, and service offerings. How can the district provide the real estate for small businesses and entrepreneurs? How can the district co-locate supportive services and resources? How can the district link businesses with citywide and regional economic development initiatives? Access to Capital Financial capacity is often the most considerable barrier to small business creation. The owner needs to have cash-on-hand, strong credit history, or other assets, such as home equity, to obtain financing. Given the income and wealth gap for many Black households, this presents an even greater barrier to entry for business formation. There are also challenges for legacy businesses operating in the NW Quadrant related to expansion of market share, maintenance of real estate, or future capital investment. Increasing the role of CDFIs, micro-lender, and other investment entities and enhancing financial literacy for local businesses will critical for the economic future of the NW Quadrant, but these efforts represent a citywide and regional challenge that will require a coordinated approach.
36 Chapter Black-Owned5 Business Support Equitable Development Toolkit DRAFT
Goal Black-Owned5 Business Support Introduction
Image Credit: Mark AlmondShirley Ferrill, owner of Ferrill African Wear in the Fourth Avenue District in Downtown Birmingham
The Switch and Civil Rights District should be embedded in regional economic development and marketing initiatives. Investment in the NW Quadrant will not only be critical for local and neighborhood business development, but for promoting regional economic development positioning and competitiveness, especially as it relates to the cultivation of POC-owned businesses. There is an opportunity to pursue a national audience with these efforts and regional economic development entities should assist in promoting this narrative.
DRAFT
Those businesses that are the most adaptive to technological changes are typically more resilient to regional and national economic shifts.
Marketing and Branding Promoting and “selling”
multi-generational.ImageCredit:Cary
NortonThe owners of Nelson Brothers Cafe in Downtown Birmingham
Technology Adoption
Whether an information technology or Main Street business, web-based platforms can have a profound impact on marketing, broadening customer base, and increasing efficiencies of operations. Regardless to industry, local businesses need access to technical support, resources, and a skilled workforce to assist in technology adoption efforts.
37
Finding the right type of space in terms of size, configuration, and price coupled with the need to be in a marketable district with highly visible location is a constant challenge for retail businesses. While professional service firms have greater flexibility in terms of space type (storefront, traditional office, or shared space), they still need to weigh real estate costs with being in an accessible and desirable location for attracting talent. Though the NW Quadrant has a large supply of vacant or underutilized retail space with around 40 vacant storefronts, very few are move-in ready and would require substantial investment to be marketable. The viability of the district as a small business hub will require engagement with property owners and developers to increase real estate investment opportunities.
Downtown Birmingham Northwest Quadrant
Real Estate
Networking Though seemingly fundamental, engaging with friends, colleagues, or business peers is often the most effective way of assessing business challenges. Local non-profits and economic development organizations can provide more formalized and structured business support resources, but facilitating peer-to-peer networking opportunities is also a very critical component to the entrepreneurial ecosystem. Events should be informal, inclusive, and
5b5a
Equitable Development Toolkit to other services providers, funders, or real estate brokers. Assistance to property owners and retail businesses should be provided for accessing and utilizing the city’s new Façade Improvement Program as well as referrals for financial literacy and technology adoption. Create business incubator (retail- and/ or professional services-oriented) with a focus on enhancing opportunities for Blackowned businesses While access to capital is often noted as the primary barrier to small business growth, though less tangible, many businesses often highlight the importance of establishing peer-to-peer networks, identifying mentors, and having better access to support resources. There is a need to establish a physical space that enables startups, established small business, and aspiring entrepreneurs to be physical part of a broader community, but also a space that is accessible to business support services and other complementary services. The business incubator model can be adaptive to a wide range of sectors from information technology to professional services to food and beverage to boutique retail. Some models include a public market or retail component, which offers a publically-facing component to the community.
5d Align district activities with citywide initiatives promoting racial equity and inclusive growth
The key component is offering flexible shared space, visibility for retail businesses, and on-site supportive services, which could include a satellite desk/office for local stakeholders like Urban Impact or REV Birmingham or other regional business support organizations.
Goal Black-Owned5 Business Support Actions 5c
38 Chapter Black-Owned5 Business Support
DRAFT
Establish a dedicated startup fund for Black entrepreneurs
Establishing a long-standing fund for supporting Black entrepreneurs and startups will directly address financial barriers to entry. The fund should promote businesses to relocate and operate in the NW Quadrant, which will add vibrancy to the district, while cultivating the next generation of Black business leaders. While there are startup grant programs available from national organizations such as the National Black MBA Association and Coalition to Back Black Businesses Fund, a fund dedicated to Birmingham-based businesses would help support place-based development initiatives in the NW Quadrant, enhance local marketing and branding efforts, and expand the city’s Black-owned business ecosystem. Establishing this fund would require partnerships and commitments from philanthropic organizations, corporate entities, institutions of higher learning, and community lending institutions. Expand technical assistance and resources to existing and prospective businesses in the NW Quadrant Leverage existing service providers, including Urban Impact, to increase outreach and awareness of existing small business assistance programs and resources. Urban Impact should provide a one-stop-shop with an accessible and highly-visible, street-level presence for existing businesses, startups, and aspiring entrepreneurs. Services should include consultation and referrals
The NW Quadrant should be positioned to build upon citywide entrepreneurial support planning and initiatives focused on racial equity and inclusive growth, most notably with Prosper Birmingham that has established a mission to increase opportunities and minimize barriers for aspiring Black entrepreneurs. Given existing resources in the district, including technical assistance from Urban Impact, REV Birmingham, and Innovation Deport, there are opportunities for Prosper Birmingham to establish a physical presence in the district and/or laisse with these key support organizations. District organizations
5e can assist with linking small businesses to real estate, funding, and technical assistance, while Prosper Birmingham can leverage its regional positioning to bolster district development efforts and provide a link to national funding initiatives and programs. District activities should also align with the strategic objectives of the city’s Department of Innovation and Economic Opportunity (IEO). Increase presence and role of institutions of higher learning, including UAB and HBCUs Institutions of higher learning play a pivotal role in small business formation and regional economic development through talent attraction and development, but also commercialization of research and alumni networking groups. In establishing the district as a hub for Black entrepreneurs, regional and statewide institutions should have a physical presence. UAB should play a role linking students and other academic programming with district activities, and given the presence of HCBUs throughout the state of Alabama, creation of a consortium of HCBUs, partnerships with their business schools, and alumni monitoring programs should be explored. Assist with technology adoption and training with businesses in the NW Quadrant through partnerships and programming Given the radically changing landscape for small businesses and the necessity to grow an online presence for sales and enhanced marketing, the long-term viability of local businesses in the NW Quadrant is somewhat linked to their ability to expand their online footprint. However, technology adoption can be costly with a very steep learning curve for legacy business owners or those without access to resources or peer-topeer networks. Partnerships and programs should be established with institutions of higher learning and workforce development organizations for the development of targeted training programs. Additionally, partnerships with Innovation Depot and its resident businesses should be explored to provide technical assistance, networking events, mentoring, and advisory services to local businesses seeking technology integration in their operations.
The Rockefeller Foundation provided a grant of $500,000 for the launch of RTBI and other corporate sponsors, including Humana and Brown-Forman have also supported these efforts. The goal is not only to give aspiring Black entrepreneurs a launching point and a better platform for success, but change the trajectory of the participation of Black entrepreneurs in the tech space. It also has a longer-term goal to empower and generate wealth for the community as a whole.
The Academy of Music Production Education and Development (AMED) is an organization in Louisville, Kentucky devoted to empowering the local community though music programming and education. In an effort to expand its mission, it opened the Russell Tech Business Incubator (RTBI) in Feb 2021 in the Russell neighborhood on Louisville’s West Side with a mission to grow opportunities for Black entrepreneurs by giving them training, resources, mentorship, and peer-to-peer
39Downtown Birmingham Northwest Quadrant DRAFT
Case Study Russell Tech Business Incubator (RTBI) Louisville, Kentucky Williams Blackstock Architects Innovation Depot in Downtown Birmingham
The space also includes leasable co-working space to provide additional opportunities for area businesses to benefit from RTBI visibility, networking and access to services.
Thoughnetworks.primarily focused on tech startup growth, the first class of 30 Black entrepreneurs includes a diverse range of business types and sectors that include cosmetics and construction, in addition to businesses focused on web application development. Programming includes training, assistance with accessing capital, and complimentary business services, including accounting and legal assistance.
5f
Image Credit:
Innovation Depot in Downtown Birmingham Image Credit: Williams Blackstock Architects
Chapter 6: Entrepreneur & Start-Up Support
Introduction
Goal Entrepreneur6 and
42 Chapter Entrepreneur6 & Start-Up Support Equitable Development Toolkit DRAFT In order for the city and region to remain competitive and adaptive to national and global economic shifts, it will need to continue evolving its startup and entrepreneurial ecosystem. Aspiring entrepreneurs will need space for operations and access to markets and capital, but also a supportive and inclusive startup community that thrives on innovation and collaboration across all sectors. While traditional business recruitment activities should be a component any sound regional economic development strategy, creating a “ground-up” economic strategy that focuses on assisting startups, small business, and local business expansion can have a more profound impact on overall economic resiliency over the Eachlong-term.year, around 29 percent of all new job creation nationally are from startups (Bureau of Labor Statistics), which are defined by any new business opening across all sectors. While business expansion provides a larger share of total job growth annually, startups are more adaptive to economic change, especially those with an information technology platform. They also face considerable barriers to entry given initial opening costs and many close after their first two years— the average lifespan of a startup is 20 months (Salesforce). Therefore, there is a need for resources to continue creating a pipeline of new businesses, but to also have the additional support structures to ensure that they can overcome near-term hurdles and appropriately scale to meet market Birminghamdemand.has lay a strong foundation for a robust entrepreneurial ecosystem with a diverse range of resources, programs, and institutions with: 1) Innovation Depot, the region’s primary entrepreneurial support organization (ESO) and high-growth incubator, 2) University of AlabamaBirmingham (UAB), the region’s an anchor for attracting and developing talent as well as providing tech commercialization opportunities through its applied research, and 3) targeted business support programs and networking such as BhamBizHub launched by the Birmingham Business Alliance or TechBirmingham. With these established resources, the key is creating the place and space that concentrates these activities to allow for “collisions” and cross-pollenization of ideas across industries and cultures. It has now been over 10 years since Bruce Katz of Brookings published the seminal report “The Rise of Innovation Districts” that formalized the key place-based, economic, and networking assets that make innovation districts successful. Creating the desired synergies within a vibrant mixed-use district takes a long-term incremental and almost organic approach, but in the initial stages, creating the place, cultivating the local market, and identifying local champions will help change market momentum. The framework of a robust entrepreneurial ecosystem is also evolving—there is a need to be intentionally inclusive. With the rich history and story of the Civil Rights District coupled with the burgeoning startup culture of The Switch, there is an opportunity to create something very unique that can be a national model for how innovation and entrepreneurship is bolstered by collaboration, diversity, and inclusion.
Startup Funding Access to capital is almost always the primary barrier to entry for aspiring entrepreneurs. This is especially challenging for People of Color given the generational wealth gap and/or lack of equity from homeownership, personal savings, or other assets. Capital can come in many forms, including conventional lenders, micro-lenders or CDFIs that have less stringent underwriting requirements Startup Support Image revbirmingham.orgCredit:The interior of Biso Collective, headquartered in the Switch, Birmingham’s innovation district
Complementary Uses
Marketing and Branding
Successful innovation districts have a mix of complementary uses that enhance vibrancy and safety and create a regional destination, including housing, food and beverage, entertainment, other retail and services. The goal is that the district evolves into a one-stop destination that can service most daily needs. It is also critical that there is a mix of small business types as well as complementary services for startup companies, including legal, accounting, and marketing.
As with any district strategy, marketing and branding not only designates a particular place, but also creates the sense of place and creates community and identity similar to how residents feel connected to their particular neighborhood. This district identity then translates to the businesses themselves as part of their own marketing efforts as well as regional economic development efforts related to business recruitment and attraction.
In most cases, successful innovation districts have an institutional presence, and as the district evolves, corporate tenants often seek a visible presence. Integrating an anchor tenant not only enhances visibility and marketing, the tenant itself can be an active participant in district activities providing a gateway to talent and resources for local businesses, but also lease space that minimizes financial risk to developers and property owners. Other types of anchor tenants can include complementary ESOs, such as U.S. Small Business Development Centers (SBDC), chambers of commerce, business councils, or non-profit entities.
Downtown Birmingham Northwest Quadrant DRAFT and can offer below market loan products, private equity investors, venture capital investors, and startup grant programs. All of these sources are critical to the startup ecosystem and creating better communication and pathways to these sources should continue to be explored. Real Estate Startups and small businesses across all industries need space to operate that is affordable, flexible, and integrated in the built environment. Typically, conventional office space or retail space does not offer flexibility in terms of terms (length of lease) or can be adaptable for periods of business expansion or contraction.
Anchor Tenants
43
Though Downtown Birmingham has an immense supply of vacant and relatively affordable office space that is well-integrated in a walkable urban environment, the design is less desirable for startup firms that typically seek open floor plans and more communal space. Startup space can also have a lower level of finish as long as its flexible, adaptable, and accessible.
Establish hub of entrepreneurial support organizations (ESO) with an institutional presence Successful innovation districts co-locate ESOs within the district and most typically have a presence by institutions of higher learning. From a real estate perspective, these types of entities provide stable tenant leasing opportunities for property owners, but they also provide much needed direct support services for startups. Institutions of higher learning
6d
Accelerator programs can be very effective, but they can also be very competitive and some startups are often unwilling to commit equity shares for program participation. Creating a startup grant program for regional, national or international businesses to relocate to Downtown Birmingham would provide much needed capital support for startups, broaden the pool of startup companies to relocate Downtown, and enhance visibility and marketability of the region as an entrepreneurial hub. A future grant program should also intentionally target POC-owned businesses.
Startups need funding more than anything, but most conventional lending products are unavailable for startup businesses, and without access to equity, aspiring entrepreneurs do not have the ability to test their products or services.
Create a startup grant program
provide a talent pipeline for startups, but also tech commercialization opportunities, student resources, mentoring opportunities, and business networking through their alumni networks.
Future tenanting of The Switch should align with, and leverage momentum of, the Birmingham Business Alliance Blueprint 2020: A Target Cluster Strategy. The regional commitment to biotech, Image Credit: Luker PhotographyInterior of Innovation Depot in Downtown Birmingham and Startup 6c
Pursue Innovation Depot 2.0 and/or development of flexible startup and stepup space
44 Chapter Entrepreneur6 & Start-Up Support Equitable Development Toolkit DRAFT
Anchoring these types of entities in The Switch also makes it more desirable for startups, established companies and corporations to pursue real estate opportunities in the district. Link district activities with regional economic development initiatives and target clusters
6b6a
Given the success of Innovation Depot, there is a strategic need to expand its footprint to include more complementary businesses, anchor tenants, and to provide “graduation space” for stabilized small businesses. Added space for established firms will free up more space for startups and other entrepreneurial program participants with in Innovation Depot. The private sector delivery of speculative commercial real estate would likely require an anchor lessee or master lease agreement to obtain financing. At the same time,
Support Actions
Goal Entrepreneur6
the overall marketability and visibility of new real estate development, and its future value, would be enhanced by current branding and ongoing placemaking efforts.
The program started with an initial cohort of 15 startups in 2012 ($750,000 in total grant awards), and, in less than 10 years, has now supported 173 companies, created 2,056 jobs, and attracted more than $300 million in follow-on capital. Of ArchGrants companies, 20 percent are led by People of Color and 40 percent are led by women. To date, 85 percent of the active companies supported by ArchGrants operate in St. Louis and many continue to operate Downtown given access to the resources at T-REX and their established networks and community. The organization has substantially activated the entrepreneurial ecosystem in St. Louis and grant applications are received from startups regionally, nationally, and internationally. Fundraising efforts have been very successful in engaging the corporate community, and in 2019, total annual revenues for the organization were $4.9 million.
T-REX, Downtown Innnovation Center in St. Louis, MO Image Credit: Explore St. Louis
Case Study St.ArchGrantsLouis,MO
Downtown Birmingham Northwest Quadrant 6e information technology, and finance will directly contribute to the economic positioning of The Switch both as a place to develop business entities within these key clusters as well as for business attraction. A process should be developed that links regional business attraction leads to real estate opportunities in The Switch. Establish relationships with retail and office brokers to understanding regional leasing activity and identification of potential tenants for recruitment Creating a diversified retail experience within The Switch, including food and beverage, entertainment, services, and other complementary retailers will be critical for creating foot traffic and establishing the district as a regional destination. Relationships should be established with the real estate brokerage community to monitor regional leasing activity, provide leads for potential tenanting, and facilitate potential partnerships between commercial tenants, property owners, and developers.
Founded in 2012 in St. Louis, MO, ArchGrants is a 501 (c)(3) organization that awards $50,000 grants to startup firms that relocate to Downtown St. Louis for at least one year. Unlike accelerator programs that often require an equity stake for participation, ArchGrants provides nostrings-attached funding that allows startups to use the funds as needed with no further compliance beyond the downtown relocation requirement. Given the need for affordable work space, participating grantees are encouraged to lease below-market space in T-REX, which has expanded to a 76,000 square foot co-working and entrepreneurial support facility that also houses a number of direct business support organizations, including Missouri Small Business Development Center (SBDC), Minority Business Development Agency (MBDA), Veterans Business Outreach Center (VBDC), and venture capital firm (Cultivation Capital). ArchGrants also assists with networking opportunities, access to capital, and legal and accounting services. Successful firms later have an opportunity to receive an additional round of funding up to $100,000 and direct access to St. Louis-based angel investors.
Image Credit: Zach Farmer on Unsplash
MatrixImplementationAppendix
48 Implementation Matrix Equitable Development Toolkit DRAFT Action Type of Action Stakeholders Prioritization Timing Initial Tasks for Implementation &Governance Stewardship Technical Assistance Funding EstateReal Policy Lead Support Goal 1: Support Mixed-Income Development 1a Increase capacity for a dedicated developmentnon-profitentity X X X ImpactUrban OrganizationsNeighborhoodBirminghamCityBirminghamREVof High Near-Term • Explore legal structure of CDC • Pursue initial seed/pilot funding (grant and/or philantropic) • Determine service boundary • Explore board formation with representation from finance and real estate industries • Engagement with neighborhood organizations 1b Pursue affordabilitytomaintainand/orsitecontrolensurefuture X X ImpactUrban AlabamaOwnersLocalBirminghamCityBirminghamREVofPropertyPower High Near-Term • Engagement with district property owners • Target catalyst areas and sites • Identify underutilized properties (vacant buildings) • Engage with Birmingham Land Bank Authority • Identify patient capital partners 1c Conduct outreach and engagement with regional and national affordable developershousing X BirminghamREVImpactUrban City Birminghamof Medium TermMid- • Create inventory of all active affordable housing developers in the state • Identify key mixed-income properties in peer cities • Identify national affordable housing developers • Develop marketing materials/prospectus for mixed-income development sites Implementation Matrix Chapter 1
•
1d Continue
•
(continued)
•
BirminghamREVImpactUrban State CDFIsAlabamaof Medium TermMid- Pursue partnerships with active affordable housing developers Engage with CDFIs and other tax credit syndicators Monitor state and federal tax credit allocation activity financingprogramsfunding/incentivesworkforceaffordablelong-termandhousingandmechanisms City Birminghamof Urban Impact BirminghamREVCDFIs Medium Long-Term Create affordable housing incentive exploration task force Engage with CDFIs Review state and local enabling legislation Engage with Birmingham City Council creation of development flexibility incentives and/or overlay districts City Birminghamof Urban Impact
•
•
BirminghamREVDevelopersLocal Low Long-Term Create city incentive exploration task force Review state and local enabling legislation Engage with Birmingham City Council
•
•
1e Develop
X X
•
1f Explore
X
Lead Support pursuing state and federal tax credits to support
49Downtown Birmingham Northwest Quadrant DRAFT Action Type of Action Stakeholders Prioritization Timing Initial Tasks for Implementation &Governance Stewardship Technical Assistance Funding EstateReal Policy
Neighborhood Stability & Growth
•
•
developmentaffordable X
2: Establish a Framework for Preventing Displacement 2a Explore
•
•
• Pilot
• Establish
• Engage
2c Establish a
X X
Goal the creation of Trust OrganizationsNeighborhoodBirminghamCityBirminghamREVof High Long-Term Explore legal structure of CCLT with Birmingham Land Bank Authority with local property owners vacant and/or obsolete property for acquisition fundraising plan (parallel with CDC formation process) lease with commercialproposedspaces
ImpactUrban OrganizationsNeighborhoodBirminghamCityBirminghamREVof High TermMid- Identify vacant commercial space with property owners pop-up leasing and programming proposalsscaleprocesscommunityformalizedreviewforlarger-development ImpactUrban OrganizationsNeighborhoodBirminghamCityBirminghamREVof Medium TermMid- CBA committee NW Quadrant engagement efforts to develop framework with city of Birmimgham on legally and non-legally binding development agreement
frameworks Implementation Matrix Chapter 2
• Engage
X X
(CCLT) X X ImpactUrban
• Leverage
2b CDC-led master
50 Implementation Matrix Equitable Development Toolkit DRAFT Action Type of Action Stakeholders Prioritization Timing Initial Tasks for Implementation &Governance Stewardship Technical Assistance Funding EstateReal Policy Lead Support
• Engage
a CommunityCommercialLand
• Engage
agreements
• Develop
existing or
• Identify
51Downtown Birmingham Northwest Quadrant DRAFT Action Type of Action Stakeholders Prioritization Timing Initial Tasks for Implementation &Governance Stewardship Technical Assistance Funding EstateReal Policy Lead Support 2d Provide ownersresourcesassistancetechnicalandforproperty X X BirminghamREVImpactUrban OwnersProperty High Near-Term • Continue engaging with active property owners • Identify absentee owners and conduct outreach • Identify properties with code/compliance issues • Identify properties with vacant and/or obsolete space for targeted funding • Assist with façade improvement funding process
3c
• Formalize TIF revenue allocation process for public realm and other real estate investment Leverage existing value capture tools to estbalish revenues that can fill feasiblity gaps for new development Explore use of value capture funding for parking solutions to support new development
•
Implementation Matrix Chapter 3
•
•
X
X X X
•
3b
•
• Position Birmingham Downtown Redevelopment Authority as key public-private partnership entity for facilitating new real estate development in the NW Quadrant
•
•
•
Goal 3: Support Investments in the Community Create Pathways to Wealth-Building
and
X X
3a Provide ownerslong-standingpartnershipspromoteassistancetechnicalandequitywithproperty ImpactUrban OrganizationsNeighborhoodBirminghamCityBirminghamREVof High Long-Term Continue engaging with active property owners Develop equity partnership agreement framework Prioritize engagement in catalyst development areas Create toolsotherinvestmentdevelopmentcommunityfundsandimpactinvesting ImpactUrban OwnersLocalBirminghamCityBirminghamREVofProperty Medium Long-Term Conduct outreach with regional and national CDFIs Link impact fund development with CDC and/or CCLT activities Formalize and/or expand value capture tools for allocating special district revenue and other public funds to support new development X X BirminghamREV Urban Impact City OrganizationsNeighborhoodBirminghamof Medium Long-Term Conduct citywide audit of existing economic development programs
52 Implementation Matrix Equitable Development Toolkit DRAFT Action Type of Action Stakeholders Prioritization Timing Initial Tasks for Implementation &Governance Stewardship Technical Assistance Funding EstateReal Policy Lead Support
• Engage
BirminghamREVImpactUrban City CVBBirminghamGreaterBirminghamof Medium TermMid- with city officials and CVB current and proposed regional marketing intiatives process for funding
• Review
• Formalize
53Downtown Birmingham Northwest Quadrant DRAFT Action Type of Action Stakeholders Prioritization Timing Initial Tasks for Implementation &Governance Stewardship Technical Assistance Funding EstateReal Policy Lead Support 3d Cultivate and increase capacity of local Blackowned real developmentestateentities X X X ImpactUrban BirminghamProsperAllianceBusinessBirminghamDevelopersLocal High Near-Term • Conduct outreach with local POC-owned real estate entities • Conduct outreach with national real estate groups for best practices (e.g. ULI) • Engage with regional and national CDFIs • Explore modeling capacity building programs such as Capital Impact Partners’ Equitable Development Initiative 3e Develop and support districtwide marketing campaigns for local business X X
allocation
54 Implementation Matrix Equitable Development Toolkit DRAFT Action Type of Action Stakeholders Prioritization Timing Initial Tasks for Implementation &Governance Stewardship Technical Assistance Funding EstateReal Policy Lead Support Goal 4: Develop Strategies for Investments in the Public Realm 4a Expand and/or create a west(BID)ImprovementBusinessDistricttoincludeareasof16thStreet. X X X ImpactUrbanBirminghamREV City Birminghamof Medium TermMid- • Engagement with property owners • Explore proposed service boundary • Conduct revenue analysis • Develop organizational budget • Continue with state enabling legislation for simple majority vote for formation 4b Pursue purchase or underutilizedagreementsshared-usewithland and parcels X X X ImpactUrbanBirminghamREV City OwnersPropertyAlabamaBirminghamofPower High Near-Term • Identify key vacant/obsolete sites and/or public spaces for activation • Engage with property owners • Development shared use agreement framework and template • Conduct outreach with potential service providers 4c Form partnership with National Parks Service (NPS) for district assistancemanagementandfunding X X ImpactUrban NPS High TermMid- • Engagement with NPS Implementation Matrix Chapter 4
• Document current process for hospitality tax collection and allocation
• Establish process for allocation of funds to NW Quadrant
• Develop inventory of potential grant or other philanthropic funding programs
4d Develop monumentforengagementcommunityprocesspublicartanddedication
• Form committee with key stakeholders including Civil Rights Institute, NPS, City of Birmingham, and public land trust organizations 4f Leverage hospitality tax revenue to support public realm investment X X BirminghamREVImpactUrban City CVBBirminghamGreaterBirminghamof Low Long-Term • Engage with Greater Birmingham CVB and City of Birmimgham
• Identify specific uses/programs/investments eligible for receipt of funds
55Downtown Birmingham Northwest Quadrant DRAFT Action Type of Action Stakeholders Prioritization Timing Initial Tasks for Implementation &Governance Stewardship Technical Assistance Funding EstateReal Policy Lead Support
• Identify case studies to understand funding and operational costs
• Document process and lessons learned from Linn Park renaming
• Analyze legal structures of various conservancy models
X ImpactUrban GroupsNeighborhood Medium Long-Term • Establish public realm /beautification review committee with public, private, and community stakeholders • Engage with local, regional, and national arts/ cultural organizations
4e Establish conservancy,a trust, or other IngrammechanismfundraisingforKellyPark X X
ImpactUrban City GroupsNeighborhoodBirminghamof Low Long-Term
56 Implementation Matrix Equitable Development Toolkit DRAFT Action Type of Action Stakeholders Prioritization Timing Initial Tasks for Implementation &Governance Stewardship Technical Assistance Funding EstateReal Policy Lead Support Goal 5: Continue Providing Support for Black-Owned Businesses 5a Establish a dedicated startup fund for Black entrepreneurs X ImpactUrban higherInstitutionscommunityBusinessorganizationsPhilanthropicAllianceBusinessBirminghamBirminghamProsperoflearning Medium TermMid- • Create exploratory committee • Conduct outreach with model grant programs • Create list of potential funders 5b Expand QuadrantbusinessesandresourcesassistancetechnicalandtoexistingprospectiveintheNW X X BirminghamREVImpactUrban RegionalAllianceBusinessBirminghamESOs High TermMid- • Pursue establishing one-stop business center in Civil Rights District • Host routine open houses for area businesses 5c Create businessesforopportunitiesaservices-oriented)and/orincubatorbusiness(retail-professionalwithfocusonenhancingBlack-owned X X X ImpactUrban BirminghamREV High TermMid- • Engage with property owners and identify potential spaces • Establish partnerships with local and reigonal ESOs • Establish outreach committee to engage with area businesses and institutions Implementation Matrix Chapter 5
5d Align district activities with citywide initiatives promoting racial equity and inclusive growth X X
&Governance
• Establish outreach committee
•
•
5f Assist with technology adoption and training with businesses in the NW Quadrant through partnerships programmingand X X BirminghamREV UrbanBirmimghamProsperDepotInnovationImpact Low TermMid- • Conduct open houses at Innovation Depot
•
Lead Support
• Assist with Prosper Birmingham’s ecosystem mapping efforts
•
• Identify and engage with key UAB and HBCU alumni • Engage with recruitment offices • Engage with business schools Establish physical presence at student job fairs
57Downtown Birmingham Northwest Quadrant DRAFT
• Conduct outreach with legacy businesses via Urban Impact • Seek funding opportunities to establish and/or expand mentorship programs at Innovation Depot
BirminghamREVImpactUrban AllianceBusinessBirminghamBirminghamProsper High Near-Term Hold routine meetings updates with Prosper Birmingham • Explore location for Prosper Birmingham’s operations in the NW Quadrant Link regional inclusive growth strategies with the NW Quadrant Seek partnerships with Urban Impact and Innovation Depot to promote Prosper Birmingham’s Black Business Support and Business Services initiatives
Action Type of Action Stakeholders Prioritization Timing Initial Tasks for Implementation Stewardship Technical Assistance Funding EstateReal Policy
5e Increase presence and role of institutions of higher learning, including UAB and HBCUs X
BirminghamREVImpactUrban AlabamaalumniUAB/HBCUPower Medium Long-Term
58 Implementation Matrix Equitable Development Toolkit DRAFT Action Type of Action Stakeholders Prioritization Timing Initial Tasks for Implementation &Governance Stewardship Technical Assistance Funding EstateReal Policy Lead Support Goal 6: Support an Inclusive Entrepreneur and Startup Ecosystem 6a Create a startup grant program X X BirminghamREV AlabamaAllianceBusinessBirminghamDepotInnovationPower High TermMid- • Identify and engage with model startup grant programs/operators, incuding ArchGrants • Establish exploratory committee with economic development and corporate stakeholders • Develop fundraising strategy • Identify potential real estate partners for space needs 6b Pursue Innovation Depot 2.0 spacestartupdevelopmentand/orofflexibleandstep-up X X BirminghamREV DevelopersOwnersPropertyDepotInnovation High TermMid- • Conduct outreach with area property owners and developers • Pursue partnerships or master leasing opportunties with property owners • Identify and engage with current Innovation Depot tenants appropriate for “graduation” 6c Establish hub institutional(ESO)supportentrepreneurialoforganizationswithanpresence X X BirminghamREV Regional AllianceBusinessBirminghamESOs Medium Long-Term • Create master list of ESOs and complimentary business service providers in the region • Analyze current real estate needs of these entities • Conduct routine walking/site tours Implementation Matrix Chapter 6
Timing Initial Tasks for Implementation Stewardship Assistance Funding EstateReal Policy
•
Lead Support
•
6d Link district activities with regional economic development initiatives and target clusters X X X BirminghamREV BirminghamofCommissionPlanningRegionalAllianceBusinessBirminghamGreater High Near-Term • Align real estate development efforts in the NW Quadrant with regional economic development activities, including leads and deal flow Host site visits and summits with key industry groups
6e Establish relationships with retail and office brokers to understand regional leasing activity and identification of potential tenants for recruitment X X ImpactUrbanBirminghamREV AllianceBusinessBirminghamCommunityBrokerage Medium Near-Term • Host walking tours of district and selected properties • Survey local businesses to understand real estate needs Formalize role in the pipeline for businesses seeking space
&Governance
Technical
59Downtown Birmingham Northwest Quadrant DRAFT Action Type of Action Stakeholders Prioritization