http://www.nwda.co.uk/pdf/ReportFinal1 by Northwest Regional Development Agency

North West Business Improvement District Pilot Evaluation Report Contents 1.

Executive Summary .......................................................................................... 1

Critical Success Factors.................................................................................... 4

How Context Affects BIDs............................................................................... 14

Value for Money Assessment .......................................................................... 16

Analysis of the Evaluation Methodology........................................................... 24

Approach Taken by Business.......................................................................... 26

Annex Review of International Good Practice ...........................................................................

23 January 2007 Produced for NWDA by EnterpriseConsulting Robin Gower – Kate Morgan – Howard Swift Jackie Cuthbert – Derek McKenzie EnterpriseConsulting Hough End Hall Nell Lane Manchester M21 7AZ Tel: 0161 860 0344 Fax: 0161 860 0888 Email: robin.gower@enterprise.plc.uk Web: www.enterprise.plc.uk Copyright NWDA 2007. All Rights Reserved

Executive Summary

This report summarises the findings of an evaluation of the Northwest Development Agency’s Regional Business Improvement District (BID) pilot and has been written with a public sector audience in mind. A toolkit has also been written for business owners and managers who want to understand what BIDs mean for their business – this is attached as hereto as an annex.

The regional pilot set out to establish the feasibility of BIDs in the Northwest (particularly in industrial estates) and, through the Association of Town Centre Management (ATCM), influence national debate on BID legislation. Locations were chosen according to geographic spread, size of the town, and evidence of existing organisations. Furthermore at least one industrial area was sought. BIDS were considered to be: “an innovative idea that had immense potential and wouldn’t require massive resources”. The national pilot, coordinated by ATCM, began after the Northwest pilot was launched. Some prospective BIDs were part of both pilots. BIDs on the national pilot paid fees to the ATCM (e.g. £6-8,000 for seminars). The NWDA decided that the regional pilot should continue in parallel to the national pilot in order to guarantee support for regional BIDs. This evaluation has drawn upon consultations with all stakeholders to conclude that the pilot has been a worthwhile exercise resulting in the following benefits:

The pilot helped to establish five BIDs.

The Northwest is now leading the UK in terms of number of attempted BIDs.

Well planned BIDs and BID-piloting activity contributes to other business collaboration and area-based improvement projects.

The BID Forum is an excellent means of sharing good- and bad-practice.

The pilot has built foundations for improved relationships between the private and public sectors.

The pilot has contributed to the national understanding of town-centre management models (which has fed into the Department for Communities and Local Government review).

The evaluation team set out to answer the questions: Do BIDs need facilitation funding?

BID development does require resource (especially a dedicated manager). There are alternative sources of finance (Council Street Scene, Economic Development Zones European Structural Funds, Single Regeneration Budget). Often in-kind contributions are more valuable.

What are the critical success factors for BIDs in the North West?

See below for an explanation of the Business Case, the Proposition and the Process.

How can BIDs and BID piloting contribute to the RES?

BIDs are well aligned with the Business and Quality of Life themes of the RES. There is more alignment with City Regions, Tourism 'Attack Brands’, and 'Signature Projects’ than with Industrial Estate based BIDs – i.e. the contribution of BIDs to the RES is typically circumscribed by the location.

What criteria should govern regional policy so that any future funding is targeted to maximise value for money?

See below for a thorough assessment of value for money. The agency could: continue sharing best practice, lobby regional/national chains to get involved, provide in-kind support where economies of scale may be reaped (marketing/ unbiased telephone canvassing leading up to the vote), establish a panel of BID-support consultancies. Most importantly the agency could offer alternative mechanisms for business community development (Shopping Centres, Green Business Parks, Cluster Development programmes, Single Regeneration Budget programmes).

How are effective BID partnerships best replicated?

Strong partnerships have been built on existing town centre management schemes. There is no substitute for engagement and charismatic business champions.

The report is divided into the following sections: A Step by Step Guide which explains how to develop a bid: establishing the partnership, finding champions, developing the proposition, marketing the proposition and succeeding at the ballot box. The section explains that an iterative process should be followed: identifying common problems, gathering support and defining the boundaries (i.e. the catchment which defines the businesses/partners that will be involved). The Critical Success Factors section describes the vital elements of a BID’s business case, proposals and process issues. We draw out an important conclusion to this evaluation: the BID concept is not suitable for every location and other models should be borne in mind. The subsequent section, ‘How Context Affects BIDs’, examines the local assets and pitfalls that will affect a BID. The main message from this section is that factors such as the council’s reputation, the existence of shopping centres (or other property-based fee collecting arrangements) and the history of business community collaboration can impact upon BID proposals. Ultimately, we suggest that a carrot and/ or a stick from the context should be identified to encourage businesses to get involved - in this way the local context can support a BID rather than constrain it. The Value for Money Assessment uses the additionality logic chain and strategic added value concepts to describe the impact of the BID pilot and makes recommendations on how greater value for money may be achieved from future BID pilots. The Analysis of the Evaluation Methodology takes a critical look at the approach taken in this evaluation. We conclude that the RES-BID alignment guide can be used as a tool for BIDs to understand how their proposals interact with the RES. The Street Survey will become more useful in the future as the BIDs have had time to demonstrate their benefits to the public. Finally, we provide some guidance on the Approach taken by Business which builds on the experience gained by BID managers have learned, businesses expectations and presumptions held by national chains. We would encourage managers of potential BIDs to absorb this section before beginning to engage businesses. We have provided a summary of lessons from international best practice at the end of each section. For more detail on these lessons refer to the Annex Review of International Good Practice.

Critical Success Factors

The advantage of the BID concept over previous similar initiatives is not only that it gives responsibility back to businesses, encouraging buy-in, but that the concept is flexible enough to be tailored specifically to the needs and achievable ambitions of a specific area. Therefore, each BID must be assessed on its own merits. Whilst good practice can be drawn from previous similar BID areas, the business case development and the process of engagement with businesses must be suited to the needs of each individual area to ensure not only a successful vote, but a successful BID scheme period.

Through consultation with both the BID Managers and businesses within each BID area in the North West, a number of conclusions have been drawn on the critical success factors to a successful BID scheme.

To demonstrate these critical success factors we have divided the BID development into three specific parts:

The Business Case Researching the area, identifying the issues relevant to local business and determining whether a BID model is suited to the area.

The Proposition Moulding the BID proposition to appeal to businesses, demonstrating real benefit from the cost outlay to increase the business buy-in to the proposition.

The Process Delivering the proposition in a manner that will generate the interest and support which can lead to a successful ballot turn-out and subsequent support for the BID schemeâ&#x20AC;&#x2122;s sustainability.

We consider below each critical factor in more detail overleaf.

Step by Step Guide Business Associations

Identify Common Problems

Establish the Partnership Engage

Trust

Consult

Find Champions

Specific

Local Call to action

Proposition Development Credibility

Define the Boundaries

Relationships

Market the Proposition

Turn out the vote

Canvas

Gather Support

Successful Ballot The Business Case Demonstrable need - it is fundamental that a BID is based upon demonstrable need. The success of the BID concept is predicated upon businesses driving the success. Businesses are unlikely to offer further financial contributions without a clearly outlined need and solid proposed solution.

Is there an identified problem, or problems, that can be resolved through collective action?

Could the problem/s be resolved with the amount of money that can realistically be collected?

The suitability of a BID - not all areas are suited to the BID model and other alternatives should be considered before embarking on the process of holding a ballot. The BIDs concept is not a miracle cure for an area in decline. There needs to be a balance between demonstrable need and an area prosperous to the level that a return on investment can be realised.

There are a number of factors that can indicate the level of success of a BID:

Businesses in both Bolton and Winsford BID areas

1. BIDs where there is an existing

requested help with the issues eventually dealt with by

partnership/action group on which to base the BID steering group/partnership have often been more successful (e.g. Green Business Park, Town Centre Management Committee). For

their BID scheme. Although the businesses were probably not aware of the existence of formal BID schemes, the concept of collective action to resolve certain issues was attractive to businesses.

example, Southport Business Enterprises has been running since November 2002 providing a foundation for developing the BID. 2. Draw conclusions on the likely success going on past experiences of collective action in the area – an absence of prior collective action does not deem it impossible yet it puts the BID Manager at a disadvantage when building the Partnership and during business engagement. 3. The market situation may impact on the businesses’ ability to contribute to a collective levy, regardless of their stance on the concept (e.g. recession or a downturn in an industry that is dominant in the area). Similarly the business environment may be disrupted by planned activity, for example, the refurbishment of the Hounds Hill Shopping Centre coincided with BID development in Blackpool.

The following aspects are not crucial but are advantageous when demonstrating the business case:

BIDs that have been requested by businesses, rather than suggested

Within the St John’s Centre in the Liverpool BID, landlords were offering to pay a proportion of the levy if the tenants voted for the BID. The landlord’s vested

by local authorities, are far more

interest in the prosperity of the area was useful in

successful.

terms of persuading businesses on mass, hence

A further impacting factor has

saving valuable time.

been the presence of landlords within the defined BID areas. Landlords may already provide services through property management companies and businesses may already be paying fees in return. Although landlords cannot be levied (as UK tax legislation makes no provision for property-based collection) they should be Businesses in the Merseyway Shopping Centre in

incorporated in the business

Stockport were concerned that some of the local

case: they may even wish to

businesses would have to pay both the shopping centre

make voluntary contributions on

fees and the BID fees while others would only pay the BID

behalf of tenants.

fees. The council are currently investigating alternative models for Town Centre Management 6

The Proposition The importance of getting it right - the BID proposition will ultimately be considered by business people therefore it is crucial to outline a solid business case with clearly outlined costs and benefits. The business case needs to demonstrate additionality to existing schemes or actions that will deliver value-for-money. Whilst many businesses agree with the concept in principle, without a sound business case they will not justify any added expenditure.

The Keswick BID initial research identified approximately 25 issues for consideration through the stakeholders. A questionnaire was circled to all BID companies to gain feedback ensuring that the priority actions of the BID proposition were targeted, commonly supported and beneficial. The list of issues was then narrowed down to 11 achievable priorities.

Developing the Proposition The problems must be specific to the area, have been identified by businesses themselves and not have been â&#x20AC;&#x2DC;assumedâ&#x20AC;&#x2122; by the partnership. Early stage research or consultation with businesses in addition to those engaged in the partnership is advisable.

Whilst the BID proposition must be based The unsuccessful first round vote for Altham was in

upon the feedback from business, there

part due to a loss of confidence from businesses

must be a cut off point where the

when the outputs and cost of the scheme were changed. In this case, the supplier for the security firm providing the solution misquoted, but this jeopardised the legitimacy of the business case.

proposition is agreed. Once the proposition is outlined, confidence of businesses will be lost if costs and details are changed after that time. At this stage

the BID proposition can be formally presented to the BID constituents.

A further indication of the individual nature of each BID area is the number of priority issues outlined in the proposition. Whilst some areas may have one pressing issue, others may have multiple problems that can be dealt with through a BID. Crime might be such an overriding problem that it precludes a shared focus on any other actions as part of a BID. Conversely, other areas may need to highlight three or four problems to be addressed at the same time thus increasing the number of businesses attracted to the scheme.

Although both industrial estate BIDs, Winsford identified four priority areas for the BID to attract a greater proportion of the businesses. Bolton on the other hand were aware from the outset that their overriding crime issue would need to be dealt with before any other issues could be considered. 7

The proposition must be realistically achievable with the resources available. To further differentiate BIDs from previous public sector The overriding problem facing the industrial estates

initiatives, one of the advantages of the BIDs

in Bolton was crime. However, the extent of the

concept is its transparency at the early stages.

problem necessitated a certain level of technology to

Business owners are likely to spot unrealistic

achieve real outcome from the financial outlay.

targets on spend, yet be attracted to a clearly

Bolton has the highest BID levy in the North West,

outlined and beneficial cost analysis that shows

and it was proposed on the belief that any cheaper

little wastage. In addition, the levy and costs for

solution would not deliver benefit to the area.

action are outlined from the very start therefore

misplaced optimism on actions will be evident.

Similarly, if the solutions required to

The agency contracted to assess BIDs on behalf of both Telecoms

the issues of a particular BID area

giant Orange and HSBC are naturally experts on UK BIDs. Whilst

cannot be funded through the levy

HSBC have a national policy to support BIDs to encourage their

amount that can be realistically collected, the BID may not be suitable. Do not be afraid to set a high levy if this is required to fully

community reputation, Orange assess each BID on its individual merit. Interestingly, the first indicator to the assessor of each BID is the legitimacy of the business case. Primarily the exclusion of telephone masts, cash machines, and advertising boards will demonstrate a well thought-through business case, which is more of

realise the benefits of the BID actions.

a persuasive factor than the detail of the actual cost benefit Orange

Businesses will lose confidence if the

will receive from the BID.

BID is perceived as a half-hearted attempt.

Streamlining the BID Criteria The BID concept allows the flexibility to mould the BID criteria to ensure the greatest chance of The Chester BID area is an interesting case study. As opposed to the Keswick retail BID, Chester famously accommodates a large number of national chains

a successful vote. Inappropriate businesses â&#x20AC;&#x201C; those who will not benefit from the levy â&#x20AC;&#x201C; may skew the vote. The proposition may excuse

amongst a high number of individual businesses. The

businesses with low rateable value from the

initial BID boundary was trimmed down, to identify a

vote (and of course the levy), should they not

smaller number of core issues that would attract

benefit or add to the BID offer. Anecdotally,

support from the businesses. Whilst the BID

some national chains consider attention to this

proposition has focused a few action areas, the

sort of detail as an indicator of a well thought-

national chains have been proved particularly difficult

through business case.

to contact and engage with. 8

In addition, the BID concept is based on issues inherent to geographical location; a BID area geography that is drawn having been led by the issues will be attractive to a greater majority. This is also crucial when taking into consideration the presence of national chains which are notoriously difficult to canvas when it comes to local issues.

The Process To show that BIDs is different to previous initiatives and demonstrate additionality it is imperative that businesses see BIDs as being driven by businesses. Whilst there is a fundamental requirement to include the local authority, the partnership/steering group should predominantly comprise private business members. Businesses are typically sceptical of public sector initiatives and are generally reluctant to support new initiatives when some perceive that the actions proposed should already be

Time constraints was the major issue facing BID managers. Very often, the more successful BIDs have been supported by local authority staff with flexibility from their superiors to spend more time on BIDs than initially accounted for. In addition, the financial support from local authorities is also imperative. Chester Council has

covered by their basic

allowed for a large amount of invaluable IT staff time to support the

business rates.

BID. Allerdale Council on the other hand, is charging the Keswick Area Partnership (managing the BID) for collecting the levy.

Local authority involvement is important in terms of having the capability to manage a scheme of this nature. Additionally, a successful BID process is largely determined by the amount of â&#x20AC;&#x2DC;in-kindâ&#x20AC;&#x2122; time offered by local authority staff. Further support can be offered through IT assistance or services to collect the levy.

Each BID Manager consulted commented on the underestimation of time required by a BID. Few undertake a risk analysis of the time requirements at any early stage. Such experiences can helpfully be shared across BID areas.

Similarly:

Leverage contact networks (pyramid sell through landlords or supportive business members not on the board).

Identify at the earliest stage possible, who actually has the vote – do not waste valuable time engaging with the wrong person to find at the vote that someone else is voting – very often the people voting, benefiting and paying are different (do not be afraid to ask businesses at an early stage).

Maintain an accurate database of targets and their likely vote (this is also helpful for auditing purposes).

Utilise the experience of other BID Managers to assess when extra staff may be needed, and which exercises are the most worthwhile.

Ensure that the vote is scheduled for the right time – be aware of how seasonal and unpredictable variations affect the local area and it’s business priorities.

Getting charismatic champions from within the business community is crucial. Not only is it an efficient time saver, but businesses need to see that peers are both supporting and driving the BID forward.

Delivering the BID Proposition It is very unlikely that the same sales pitch can be used for all businesses in the area. Most BID areas are likely to have a mix of national chain stores and independent retailers. Chain stores are notoriously difficult to engage with, and will vary in attitude towards BIDs despite generally containing a large proportion of the BID area rateable value. Some will take a national stance, whilst others will allow the store manager to decide. Research at an early stage should inform The Winsford Industrial Estate BID is an interesting example

on any policies towards BIDs allowing

of where the BID proposition was sold as the only way to

more time to engage with the correct

continue the good work already begun through the Green

person.

Business Park initiative and a voluntary scheme run by private sector representatives. As opposed to using the

A business audience will expect to

business case to demonstrate what improvements could be

hear the BID propose costs, timescale

made, the Winsford BID had the advantage of being sold as

and outcomes as a minimum. A further

an enhancement on the back of existing improvements that could be lost without that revenue stream.

advantage could be the identification of whether business motivation is ‘greed’

or ‘threat’. Does the BID offer a much novel solution or will it replace/ enhance an existing initiative?

Some BIDs have secured Single Regeneration Budget funding for piloting actions as a demonstration of the benefits of a BID prior to a vote. This is particularly useful in places where there have been no existing initiatives to

The Liverpool BID in some ways suffered from an over-successful pilot. In contrast to the example of Winsford where businesses were threatened

demonstrate how collective action can work.

with losing the good work already in place

Businesses must understand the terms on which

through previous initiatives, some Liverpool

the pilot actions are provided – i.e. that the

businesses did not comprehend the loss of the

arrangement is not permanent and that they will

pilot funding; perceiving that there was no

be expected to pay for these services once the

requirement for the BID levy as the pilot had

pilot funding has been spent.

visually already provided the solutions required.

It is understandable that members of potential BIDs will wish to see evidence that additional money invested in the scheme will be spent wisely. Thus our final recommendation relates to the production of ‘glossy’ marketing material. BID Managers and businesses often commented that such publications detract from the real value of the BID. Despite this, the marketing material must remain professional. Some BID Managers also noted the benefit of branding BID material through colour or design.

Following the Vote The BID scheme does not end after a vote, successful or not.

‘Yes’ Vote If the vote is a successful ‘yes’, visual benefits may take a while to be realised so it is essential Despite having voted against the BID, one Keswick business owner commented that he would support the BID following the successful ballot. He noted that this was a common

to maintain engagement with businesses whilst showing action as soon as possible.

feeling among some businesses who accepted that as they are obliged to pay the levy they should make the most of the scheme and support it fully to get the most benefit.

An email or postal bulletin helps to maintain engagement with businesses at the basic level – this will also keep businesses abreast of timescales, developments or hold-ups.

It is key to highlight successes of the BID to sustain momentum and ‘customer satisfaction’.

After the vote, there may be an opportunity to lever support from businesses who were initially sceptical of the BID concept. Some businesses may choose to support the BID once

Liverpool was successful on its second

the levy becomes obligatory.

round of voting, and Altham is currently awaiting the results of its second attempt.

‘No’ Vote

Both BIDs moulded a different BID

A number of areas have gone on to a successful second

proposition following feedback from the

vote building on the experiences of the first round.

first round, highlighting the importance of

However, if it is deemed that a BID will not get the

focusing the proposition.

required approval at the current time, the process has not been worthless. A large proportion of the intangible benefits of a BID will be realised through the stages up to the vote.

It is likely that there has been a significant increase in engagement between businesses and public sector.

Greater networking and increased local trading is often witnessed following the collective meetings arranged to support the BID process.

The research carried out on behalf of the BID is also useful in identifying the issues unique to the area which should not be wasted.

The BID experience will also offer greater insight into what interventions work and which do not in the area, for the benefit of future schemes.

In Anticipation of an Audit Because it is difficult to measure the outputs of a BID process other than through the eventual Only Bolton in the North West has so far been subjected to an audit. However, it is

vote, it is difficult to anticipate what would be required in the event of an audit.

important to note that due to the political sensitivity of the BID concept, it is likely that there will be a strong anti-BID contingent in each area, which could demand transparency of the process.

Two simple steps can help:

Document everything and keep clear records.

Ensure that there has been no intentional bias towards promoting a â&#x20AC;&#x2DC;yesâ&#x20AC;&#x2122; vote. Try to engage with all businesses, regardless of their BID stance. Marketing material should reflect that the BID decision is determined by businesses on consideration of the business case. A solid BID scheme may not have produced the most suitable business case in the first instance.

Meet, Greet & Clean Washington DC Downtown Bid Covering a 138-block 825-property neighbourhood around the U.S. Capitol and the White House, the DC Downtown Bid aims to make Washingtonâ&#x20AC;&#x2122;s urban core cleaner, safer and more vibrant. The BID levy is used to purchase services and capital improvements that supplement those provided by the city.

The Downtown BID dates back to November 1997 when the Downtown Safety and Maintenance (SAM) teams commenced delivery of the "Clean, Safe and Friendly" program. Since that time the Downtown BID has developed to enhance the area by providing services such as hospitality, safety, maintenance, public space programming, streetscape, homeless services, transportation improvements, economic development and marketing and communications. The BID promotes Downtown DC as a world-class commercial, cultural and residential destination. The result is claimed to be a vibrant and inviting experience for residents, visitors, traders, property owners and investors.

Downtown SAM teams, uniformed in red, white and blue, are specially trained safety, hospitality and maintenance staff providing a friendly, welcoming and reassuring presence throughout the Downtown area. They offer a roving concierge service, assisting visitors, residents and workers with maps, directions and information on shopping, dining, local attractions and current events. SAMs offer whatever assistance is needed to enhance the Downtown experience, from walking people to their cars to connecting people in need with outreach and emergency services. Each Downtown SAM has radio access to a central control office that is equipped with Compcierge DC, an electronic city guide that provides information about everything from restaurants to retail, tours to taxis or museums to money machines. SAM maintenance teams keep the curbs and pavements clean by picking up litter and removing graffiti. They also patrol the neighbourhood as a supplement to city cleaning services. SAMs also contribute to public spaces by painting light and utility boxes, planting flowers, supporting landscaping efforts and hanging banners. At night, Downtown SAMs escort visitors to their cars, bus or underground station.

How Context Affects BIDs

Although, as detailed below, some branch business’ decision to be involved is constrained by a pronouncement at the national level, in the main, the vote is taken at the discretion of local managers. Hitherto, BID ballots have emphasised local opinion. The local context remains very important.

The context may vary for a number of reasons:

Council Reputation This is vital since local government will be the main conduit through which BIDs are operated. Underperformance on any strand of Local Authority activity (even unrelated public services) will have a negative impact since Council’s tend to be judged as one organisation. Thus the BID team risks being ‘tarred with same brush’ as other departments.

Shopping Centres/Landlords Shopping centres and property management companies effectively compete with BIDs and typically perform a similar role: fees are paid in their return for additional services (e.g. shops at the Trafford Centre pay a premium for clean, modern surroundings). Where shopping centres exist, it is particularly important to demonstrate additionality – simply because businesses are already paying fees to landlords as well normal business rates to council.

History of Business Community Cooperation On the one hand, business associations with a history of working together provide an invaluable head-start to the BID managers who are able to leverage these networks. Lessons accruing from previous activities must be noted: What worked and what didn’t? Are there any emotive issues? What sore points should be avoided? What is the business community proud of? What presses their buttons?

On the other hand, business associations can also destroy the chances of success if the BID does not have the support of the network. BID managers will most likely find competing with existing business associations very difficult. If it can be avoided, BID development resources should not be wasted on counter-lobbying.

Furthermore any existing business associations should be approached with care as they may feel threatened by the BID. It is important that they understand how the BID will be complementary the business association’s aims and objectives. Will the business association: supply operational services to the BID, be a gateway to special interest groups, receive funding from the BID, or be replaced by the BID?

Carrot or Stick? As we discussed above, self-interest and threat are powerful motivators. The local context will provide the opportunities needed for a ‘call to action’. Perhaps asking businesses to unite against an out of town shopping centre, lobby the urban regeneration company with a single voice, or promote the local area under a common brand could represent a compelling call to action. It is vital that proposals build upon the local context because most of the hard work – getting businesses to pay attention – will already have been done.

Marketing Baltimore Downtown Partnership’s programs aim to make Downtown a better place for property owners, businesses, employees, visitors, students, and residents. The Partnership facilitates business growth through: •

Business retention and outreach

•

Governmental and institutional relations

•

Public policy and strategic planning

•

Key development efforts:

•

Redevelopment of City Center, Westside, and the Waterfront

•

Downtown housing development

•

Retail retention and expansion

•

Parking/transportation improvements

•

Small and minority business outreach

•

Arts initiatives

The Partnership actively promotes Downtown as the region’s top business, residential, cultural, and entertainment destination. Marketing efforts include: •

Business marketing – business events, publications, and retention programs

•

Consumer marketing – campaigns, promotions, and events

•

Residential marketing – marketing to developers and residents

•

Market research

•

Promotion of Clean & Safe services

•

GoDowntownBaltimore.com website 15

Value for Money Assessment

This value for money assessment refers to the NWDA funding provided through the pilot. We have also sought to comment on Additionality in terms that will help managers develop their business case for new BIDs.

This section draws upon the growing body of value for money literature including: HM Treasury’s Green Book, The DTI’s Evaluating the Impact of England’s RDAs, English Partnership’s Additionality Guide and resources at Renewal.net. Demonstrating the additional impact from public intervention is key to success in each of these approaches.

An impact arising from an intervention is additional if it would not have occurred in the absence of the intervention. All projects, whether publicly or privately financed, are judged by their net impact. Additional impacts may relate to:

Increased scale.

Earlier timing.

Benefits to target beneficiaries.

Improved quality.

In order to identify the part of the gross impact attributable to the intervention we must refer to a reference case (i.e. what would have happened otherwise). In quantifying impacts we shall refer to the Additionality Login Chain for evaluative study:

The Reference Case – the level of outputs and outcomes that would have been secured if the project had not gone ahead.

Deadweight – where benefits would have been secured anyway.

Gross Attributable Benefits – that which would not otherwise have been secured.

Leakage – where benefits accrue to those outside of the project’s target group or area.

Displacement – where increased benefits delivered under the project are mirrored by a reduction in benefits provided elsewhere.

Substitution – where the intervention induces a shift to the services provided under the intervention rather than via the existing provision.

Multipliers – where the intervention results in indirect (or “2nd round”) benefits.

Unintended effects – benefits or costs that were not anticipated.

Leverage – where the intervention induces public stakeholders to contribute additional expenditure or reduce that expenditure.

Sustainable Development – where the intervention has consequences for social or environmental outcomes.

The pilot was intended to encourage Local Authorities in the region to look into establishing Business Improvement Districts. Therefore we would expect an assessment of Strategic Added Value (i.e. the ability of the pilot to influence the strategies of others) to build our understanding of the success, or otherwise, of the pilot where too few measures exist to quantify the Additionality Logic Chain. This assessment may be found at the end of the chapter.

The overall outcome is that seven BIDs have been established in the region:

Five BIDs were established through the pilot.

Two BIDs were established without being explicitly involved in the pilot.

Three further locations will hold a ballot in the coming months. The section below on Strategic Added Value describes how the pilot influenced the BIDs that were not involved in the pilot.

The Reference Case It is difficult to assess what would have happened without the pilot. Indeed one of the most important findings from the pilot is that BIDs are not suitable in all locations; thus failure to establish a BID (where it is unsuitable) may be considered a successful outcome – i.e. the pilot enabled an informed the decision not to establish a BID to the ultimate benefit of the region. We can use a geographical comparison to develop a reference case. We must account for the differences between areas – i.e. London has many businesses therefore we would expect there to be more opportunity for establishing BIDs. The chart below compares the level of attempted BIDs against the level of businesses so that we may take account of the difference between locations. The two columns are presented as a share of the total number of attempted BIDs and total number of businesses respectively. The North West is matched only by London in terms of the number of ballots held: 11. Since London has approximately 60% more businesses than the North West, in proportionate terms, the North West has held more ballots. It is clear that the North West BIDs pilot has put the region far ahead of other regions in attempting to establish BIDs. In this sense the reference case would have been a level of

attempted BIDs consistent with the levels found in regions without a BID pilot â&#x20AC;&#x201C; i.e. four attempted BID schemes. Number of Businesses vs. Number of BIDs

Share Business & BID attempts shares

30%

25%

20%

15%

10%

0% North East

North West

Yorkshire East West and The Midlands Midlands Humber

East

London

South East

South West

Wales

Scotland

Region Share of Businesses

Share of BID attempts

Deadweight There were two instances of BIDs being established without pilot financial support. These BIDs will have built upon the learning generated within the pilot.

In many cases alternative schemes were in operation: Shopping Centres, Green Business Parks, Cluster Development programmes, and Single Regeneration Budget programmes. These schemes varied in sustainability and quality. In some cases the pilot was used to replace these schemes as they reached the end of their resource allocation.

The two BIDs that were established without being explicitly involved in the pilot should be considered deadweight.

Gross Attributable Benefits The gross attributable benefits include:

8 areas investigated BIDs.

5 areas established BIDs.

A BID Forum was established to share knowledge.

Some business community projects enjoyed continued strategic commitment and/or funding.

Leakage Teams within Councils typically hold the knowledge generated through the pilot (e.g. Economic Development or Town Centre Management). There is a cooperative approach among these individuals to sharing their knowledge within the NWDA BIDs Forum. Managers of successfully established BIDs are particularly likely to be asked to share their knowledge outside of the forum. There is a degree of leakage where this knowledge accrues to individuals outside of the region.

While the North West remains a leader in the field currently there is likely to be a net outflow of knowledge in the future as other locations seek to learn from regional experience. Given the interdependence of BIDs â&#x20AC;&#x201C; connected by the approach of national companies, Local Authority best practice sharing and perceptions of the press (and to a lesser extent the public) â&#x20AC;&#x201C; this net outflow should not dissuade Regional Development Agencies from funding BID piloting. Future pilots should develop formal mechanisms to share knowledge thus reducing the obligation on individual BID managers to communicate their understanding. The BID Forum could perform this function.

Displacement The pilot could have displaced private sector BID development support since the consultancy provided through the pilot was not explicitly open to competition. In other words, the NWDA encouraged the use of one business support service which effectively created a barrier to entry displacing services from other support providers.

When the pilot began, BIDs were at an early stage and few business support companies had BID consultancy in mind. In other words very few private companies would suffer displacement. The market share of the ATCM, who coordinated the national pilot, could have been displaced by the NWDA funded support. Consultations suggest that the impact of pilot on the ATCM has in fact been positive. At this current stage a number of BID support consultancies exist and the impact on these providers is unclear.

The pilot has demonstrated that BIDs need additional support that is non-BID-specific (e.g. generic marketing support). Although the pilot funded consultancy support from a single source at the outset, this condition was non-restrictive in practice and other sources of support were accessed.

Future funded consultancy support should be based upon a call-off contract basis with a panel of consultancies thereby reducing displacement by reducing barriers to entry for private provision of piloting-services.

Substitution The funding and consultancy support provided by the agency encouraged involvement in the pilot whether a location had considered a BID or not. Since the pilot set out to understand the feasibility of BIDs, mistakes may be considered as valuable as successes. The pilot did not, however, suggest alternative mechanisms for business community collaboration. Thus the pilot may have encouraged the substitution towards BIDs and away from other (potentially more appropriate) mechanisms (Shopping Centres, Green Business Parks, Cluster Development programmes, Single Regeneration Budget programmes). Better value for money would have been achieved if potential entrants to the scheme had been offered equivalent support for attempting any business community collaboration mechanism. In summary, the pilot may have persuaded locations to use the BID model even though it was unsuitable.

Multipliers Indirect benefits from the scheme include:

Improved relationships (or at the very least a recognition that relationships must be improved) between business and councils.

Improved relationships between councils in the region.

Better understanding of town-centre management models (feeding into the Department for Communities and Local Government review).

Unintended Effects Where BIDs were unsuitable – either due to local market conditions or the strategic context – pursuit of the scheme may have unintentionally caused damage to the partnership. Unsuccessful BID’s may have caused damage to the relationship between businesses and the council. For example, one business said “We’ve had no communication since [the first

meeting]. We feel that we would suffer from [the measures proposed for the BID]. We feel alienated.”. Other business “the council need to be more proactive and speak to more retailers. Currently they tend to use bully boy tactics - 'you will do this' – they should be more approachable”.

Although these comments reflect specific circumstances, and will not apply everywhere, they serve as a useful warning: BID managers commonly approach businesses as a representative of the council and should bear in mind the consequences that their approach has on wider public-private sector relations.

Conversely in Stockport, even though discussions have not led to a BID, the businesses feel that the relationship with the council has improved over the course of the pilot; indeed a Town Centre Network has been established.

Crowding In/Out In this and the next section it is apparent that in-kind contributions yield more value than financial ones because the political support improves the BID’s chances of success at the ballot. Where the BID manager has been successful in engaging and enlisting business champions, the scheme has crowded-in considerable private sector resources. There appear to be no examples where the pilot led private businesses to stop contributing to developing BIDs (i.e. no crowding out).

Private sector workers seconded to the board provide valuable expertise and insight into business motives (the MBNA made a secondment to the Chester BID).

Where shopping centres (or other areas where fees are required) exist it is fair to say that an established BID could involve some substitution where the landlord was required to contribute some fee receipts to the BID. The efficient outcome in this regard would be a contracting arrangement between shopping centre and BID to unite fees and service provision.

Leverage As above, in-kind contributions yield more value than financial ones. In most cases, the council provided support in terms of administration (particularly of mail campaigns), and ballot collection/ vote counting. Furthermore, councils have contributed their own resources – most

notably Single Regeneration Budget – to fund demonstrate BID actions. Similarly Green Business Park schemes have also been leveraged.

Sustainable Development BIDs make an important contribution to social and environmental outcomes both in terms of the pre-vote discussions, which bring these issues onto the business/council community agenda, and in the actions that occur once successful BIDs have been established.

Strategic Added Value The NWDA’s BID pilot has been the first scheme of it’s kind. The Northwest is now leading the UK in terms of investigating BIDs. The East Midlands Development Agency is now seeking to establish a BID Academy which will play a similar role to the NWDA’s BID Forum. The BID Forum is an excellent means of sharing good- and bad-practice because of the interaction between those with experience and those who need to learn.

The pilot has helped to establish five BIDs and has informed attempted BIDs in and out of the scheme. Indeed understanding when a BID is inappropriate is as useful as understanding when it is. The Forum plays a vital role to influence strategic partners via more informed BID managers – i.e. the information shared through the forum influences councils strategy. Well planned BIDs and BID-piloting activity contributes to other business collaboration and area-based improvement projects.

Through extensive business engagement, the pilot has built foundations for improved relationships between the private and public sectors.

The pilot has contributed to the national understanding of town-centre management models (feeding into the Department for Communities and Local Government review).

Strategic Approach Tampa In 2005, the Tampa Downtown Partnership oversaw the completion of the “Tampa’s Downtown Vision and Action Plan.” This plan, prepared for the Tampa Downtown Partnership and City of Tampa by external consultants set forth a number of action items to reinforce and expand downtown Tampa’s role as the primary business, government, cultural, entertainment, and activity centre of the Tampa Bay Metropolitan Area: •

Comprehensive implementation of culture and arts into the community.

•

Involvement in the development of downtown’s Riverwalk.

•

Downtown ‘smart’ planning.

•

Development of downtown residential.

Tampa downtown has experienced an influx of investment and development. Working with both the public and private sectors, the Partnership has taken a lead role in encouraging this development. However, the Partnership recognises that it now has the responsibility of pursuing support services and amenities to accommodate new residents, businesses and visitors. It sees itself as “the keeper of the flame” for downtown Tampa. The Partnership has a memory of downtown’s past and a vision for its future, and actively identifies the steps needed to accomplish this vision by bringing together stakeholders including residents, visitors, cultural institutions, businesses, employees, government, property owners, and other varied downtown constituent groups. The Partnership coordinates communication and collaboration amongst these varied stakeholders.

Analysis of the Evaluation Methodology

A complete description of our methodology may be found in the proposal submitted to the NWDA and the BIDs forum. This section provides an assessment of the approach in order to make recommendations for future evaluations of any BID support provided by the NWDA.

Task

Output

Inception Meeting

Clarified objectives, scope, milestones, consultees

Baseline Review

Good Practice Review

Map international good practice, identify NW best practice

Assessment of RES-BID alignment

Understanding of how BIDs/RES contribute to one another

Stakeholder Interviews

Interpretation of evidence, partnership effectiveness, description of process

Interim discussion at Regional Pilot BIDs forum

Mapped baseline evidence, visions, objectives, actions, achievements, changes

Convey findings, confirm definition of problem and solution

Toolkit Development

Step-by-step checklist for activities, success factors, risks, sustainability and value for money

Final Report & Presentation

Deliver baseline, action, targets, value for money, lessons, recommendations

The Baseline Review had far less data than anticipated to base an analysis upon. Most socioeconomic baselines had been developed on a bespoke basis and were thus non-comparable. Furthermore, none of the established BIDs had been operating for long enough to gauge and measure trends in outputs/outcomes.

The Good Practice Review drew on national and international experience. Future reviews will not need to duplicate this research and should instead focus on identifying good practice among BIDs established since this evaluation.

The Assessment of RES-BID alignment has been a considerable undertaking. We envisage that the outputs from this evaluation will underpin future research to allow evolution reflecting changes in the RES and the partners responsible for delivery. The output of this work is presented as Annex 1 hereto.

The stakeholder interviews were by far the most valuable exercise. The BID managers were able to provide a detailed perspective on the logistics of setting-up and developing BID. The private businesses provided a vital insight into their motivations for voting yes/no or otherwise being involved; this information could not have been gathered from consultations with BID managers. The street survey served to demonstrate that public awareness of BIDs in low and, as a consequence, these surveys were unable to yield much more insight. This situation may change as the reputation of BIDs develops over time. Indeed all three components should probably be included in future evaluations.

The group discussion at the BIDs forum was vital in gathering additional information and ensuring that our outputs would be presented in an appropriate and useful format.

Through the toolkit development and final report, we have provided guides for the private and public sector respectively. The need to produce a guide for businesses was not recognised in the initial proposal and has since proven to be a practical output from the evaluation.

BME Engagement Richmond Richmond Renaissance has established an African American Economic Participation Committee (AAEPC) to make the case for increased utilisation of BMEs by Richmond-area corporations. The AAEPC has developed a strategic plan to guide Renaissance’s efforts in the coming years. The plan is based on a number of key principles: •

There is a compelling business case for increased African American participation.

•

Renaissance is uniquely positioned to carry this message to business leaders.

•

Existing programs must be supplemented not duplicated.

•

Fostering stronger business relationships between white and African American business owners is important.

•

The plan must be concrete, practical and results-oriented.

Accordingly, the AAEPC has established Strategic Plan Goals for itself: •

Estimate the total African American buying power in Richmond, then develop and promote the business case for greater use of minority businesses.

•

Coordinate Renaissance activities promoting African American enterprise with similar programs locally while promoting their efforts among large company CEOs.

•

Identify companies with successful diversity programs and identify their ‘best practices’.

•

Meet with large company CEOs and other business leaders to encourage the adoption of ‘best practices’ that will result in meaningful increases in the level of their business activity with minority firms.

•

Identify new business opportunities for minorities and facilitate access to capital and other support.

•

Ensure African American participation in emerging downtown development opportunities.

•

Sponsor events and other activities that will build personal and business relationships between African Americans and other business executives at the highest levels.

Renaissance has produced a ‘Best Practices’ guide for companies interested in establishing or enhancing a supplier diversity program.

Approach Taken by Business

In principle, most businesses support the BID concept. Ultimately, however, it is the robustness of the business case presented, the content of the proposals, and the process, that will determine the success or otherwise of a vote.

Different businesses will face different incentives for being involved in BIDs. One of the main advantages of BIDs is the freedom to define the boundary strategically. In this manner the BID manager may ensure that the area is made-up of businesses that stand to gain the most (thus are the most likely to vote ‘yes’).

A business is less likely to enjoy a net gain from a BID if any the following are true:

The business is part of a National chain and the group offers collective resources.

The business is part of a National chain which has taken a ‘no’ stance (e.g. Arcadia, Thorntons).

The business is part of a shopping centre or other existing property development where fees are already paid in return for services.

The business already has a poor relationship with the public sector (which may arise from personal experiences with smaller business owners).

The business is in an area that is well connected to areas outside of the BID.

The business perceives that it may enjoy the proposed interventions through other means (e.g. new masterplanning, URC).

The areas covered in the BID are subject to different and discrete problems (in which case go for two BIDs instead!).

A business is more likely to perceive a net gain from a BID if any of the following are true:

The partnership between businesses and the council is strong and long-established.

There is little other cooperative action taking place in the BID area.

The Businesses are subject to problems which develop outside of their control (i.e. masterplanning, CPOs, non-local infrastructure development).

The BID area is remote from other areas (i.e. the businesses are isolated).

Other local business owners, who are charismatic or respected, are actively supporting the BID as Ambassadors.

Favoured local business owners sit on the board or have had the opportunity to contribute.

The proposals are clear and easy to measure.

The BID manager/board members are located near to the businesses in the BID area.

It is important, when dealing with franchises and businesses with multiple stores, to understand both the national perspective and who, at the local level, will be responsible for exercising the vote in the ballot. Some large chains (e.g. Debenhams) delegate responsibility to local managers. By contrast, national managers of Sales or Property might be responsible.

Funding Through Bonds Centre City Philadelphia The Center City District (CCD) is a business improvement district governed by a privateâ&#x20AC;&#x201C;sector board and funded by business rate income levied on local business property occupiers. The district encompasses 120 blocks and more than 2,100 properties. The CCD was founded in 1990 when over 2,000 property owners, commercial tenants and employers in Center City Philadelphia, along with the City of Philadelphia, agreed to establish a privateâ&#x20AC;&#x201C;sector business improvement district committed to keeping the downtown city clean, safe and attractive. Under the Commonwealth of Pennsylvania's Municipality Authorities Act, the CCD was authorised for five years to provide security, cleaning and promotion services that supplement but do not replace, both basic services provided by the City of Philadelphia and the responsibilities of property owners. In 1994, the CCD was reauthorised by property owners and the City of Philadelphia for 20 years, until 2015, and was authorised to finance and implement a comprehensive program of streetscape improvements.

More recently, in 2004, the CCD was reauthorised until 2025. The extension enabled the CCD to take advantage of historically low interest rates and refinance its 1995 Streetscape Improvement Bonds at a lower interest rate. By refinancing, and spreading out the repayment period for the new bonds over a longer term, the CCD significantly reduced the amount of assessment revenue required to pay annual debtâ&#x20AC;&#x201C;service payments.

Review of International Good Practice

We reviewed five identified exemplars of good practice:

Washington, DC

Baltimore, MD

Tampa, FL

Richmond, VA

Philadelphia, PA

All five exhibit the usual selection of interventions that might characterise a NW BID:

Crime and Safety

Litter

Graffiti

Lighting, Landscaping, Signage

Marketing

Coordination - late night shopping

Advocacy

Welcome hostâ&#x20AC;&#x2122;-type programmes to welcome and help shoppers with parking, directions

The five split into two groups:

Those which are stand-alone BIDs

BIDs incorporated into wider economic development partnerships covering physical regeneration and property development

Philadelphia, Baltimore and Washington appear to be focussed BIDs concerning themselves purely with shopping and commercial activity promotion.

By contrast, Tampa and Richmond seem to have moved away from the pack and are embarking much more integrated programmes of intervention delegated by their respective City Halls.

This appears to be the logical progression for successful BIDs in the NW....by proving themselves, they are delegated core funding alongside their BID precept to deliver on the part of Local Authorities the downtown agenda in much the same way that Local Strategic Partnerships carry the torch of the broader Local Area Agreement agenda. By contrast, failing BIDs can only wind themselves up and cannot be displaced by the council if it feels that it can perform better. In this context, resources could be identified to support the more extensive delegation of town centre powers to BID-type organisations as well as helping out with an evaluative techniques package for measuring performance.

Washington DC Downtown Bid Covering a 138-block 825-property neighbourhood around the U.S. Capitol and the White House, the DC Downtown Bid aims to make Washingtonâ&#x20AC;&#x2122;s urban core cleaner, safer and more vibrant. The BID levy is used to purchase services and capital improvements that supplement those provided by the city.

The Downtown BID has created the Downtown Events Corporation (DEC) dedicated to attracting and coordinating major events, to assume responsibility for coordinating and programming events at the former Washington Convention Center site. The new corporation will market and promote the site and will advise both the Washington Convention Center Authority and the District government about programming opportunities.

Each Downtown SAM has radio access to a central control office that is equipped with Compcierge DC, an electronic city guide that provides information about everything from restaurants to retail, tours to taxis or museums to money machines. SAM maintenance teams keep the curbs and pavements clean by picking up litter and removing graffiti. They also patrol the neighbourhood as a supplement to city cleaning services. SAMs also contribute to public spaces by painting light and utility boxes, planting flowers, supporting landscaping efforts and hanging banners. At night, Downtown SAMs escort visitors to their cars, bus or underground station.

Safety is another key initiative with the Downtown DC Safety Alliance. Members of the safety community, including the police, private security providers and other safety professionals, meet each month to discuss present and future strategies for addressing crime and crime prevention in the Downtown area. Issues such as theft from cars and offices, personal safety, dealing with nuisance crime and developing a communication safety network.

Similarly, the Property Manager Council was designed to provide an area-specific forum to discuss the issues and problems facing the BID's property managers, tenants, and customers such as crime, homelessness, street-vending, public services, upcoming events, and BID activities.

Defendants convicted of so-called â&#x20AC;&#x2DC;quality of life crimes in the BID area are sentenced to work with the maintenance SAMs to complete their community service. These workers wear red vests with "Community Court/Community Service" printed on the front and back.

On homelessness, the Downtown BID is committed to working with and for people who are without homes living in the Downtown BID area measuring their success against two key goals:

Reducing the numbers of people living on the streets and in the parks.

Coordinate homelessness service provision in the BID.

The BID employs two outreach workers that engage homeless persons directly on the street and offers laundry and shower facilities, facility management for a soup kitchen, and oversight for case managers provided by other agencies. This innovative model has broken new ground in the way services are provided and the results have been remarkable.

The Downtown BID has coordinated the effort to develop a citywide sign system to help visitors find their way to popular destinations. Neighbourhood maps are available near every Metro entrance. The maps have been designed to be read while oriented in the direction that the user is facing.

In a bid to encourage visitors share the history of the city, three walking loops with 22 signs describe Downtown DC's development from a sleepy back water town into a world capital.

The Park Revitalisation Program has been essential in restoring Downtown's sense of place in its parks. Solving problems within Downtown parks will involve organising combined federal and local, public and private efforts to rethink and re-energise Downtown's parks. Such efforts require capital investments, and commitment to long-term maintenance and upkeep by adopting the agreed design principles and guidelines.

Downtown street banners are an extremely cost-effective way to convey information about special events and activities. The Downtown BID manages a comprehensive Banner Program for street banners. The BID banner program:

Identifies the Downtown BID service area.

Adds colour and vitality to the Downtown streetscape.

Publicises a diverse array of events, activities and attractions that draw people into Downtown DC.

Under the BID banner program, the primary message of a banner may not promote or advertise a specific business, product, or service.

Economic Development programs support economic growth and diversification in the Downtown by:

Collecting and disseminating commercially available research on various markets.

Conducting in-depth research on selected Downtown trends and markets.

Supporting projects through sharing information and convening meetings of various industry groups in the BID, facilitating discussion for a framework for action with the DC government and other stakeholders.

Periodic reviews of the original and supplemental Downtown Action Agendas.

Downtown BID marketing programs involve developing strategic communications plans that support the full spectrum of BID initiatives to promote economic development in the Downtown. This includes creating a strong graphic identity and consistent communications messaging for the BID, planning public outreach activities, coordinating and managing special events, disseminating a wide range of publications and information products, maintaining cooperative relationships with partner organisations and providing communications support to other departments within the BID.

Baltimore Baltimore Downtown Partnership is a non-profit corporation working with the public and private sectors to improve Downtown Baltimore as a place for businesses, employees, residents, and visitors. The Partnershipâ&#x20AC;&#x2122;s policies and programs claim to have created a cleaner and safer Downtown, an increase in housing and retail opportunities, the retention of key employers, the development of solutions to transportation challenges, and increased public and private investments in the area.

Downtown Partnershipâ&#x20AC;&#x2122;s programs aim to make Downtown a better place for property owners, businesses, employees, visitors, students, and residents.

The Partnership facilitates business growth through:

Business retention and outreach

Governmental and institutional relations

Public policy and strategic planning

Key development efforts:

Redevelopment of City Center, Westside, and the Waterfront

Downtown housing development

Retail retention and expansion

Parking/transportation improvements

Small and minority business outreach

Arts initiatives

The Partnership actively promotes Downtown as the region’s top business, residential, cultural, and entertainment destination. Marketing efforts include:

Business marketing – business events, publications, and retention programs

Consumer marketing – campaigns, promotions, and events

Residential marketing – marketing to developers and residents

Market research

Promotion of Clean & Safe services

GoDowntownBaltimore.com website

The partnership manages Clean & Safe services for the Downtown Management District which is a business improvement district encompassing 106 blocks in the core of Downtown Baltimore.

The Partnership strives to create a comfortable, inviting, and safe pedestrian environment for downtown employees, visitors, and residents. Public Safety initiatives include:

Public Safety Guides

On-call safety escort service

Video patrol network

Public Safety Coalition

Personal safety training

Property security evaluations

Street Smart awareness campaign

Panhandling deterrence

Homeless outreach

A clean, attractive, and well-maintained Downtown is paramount to a healthy and prosperous community. The Partnership’s maintenance and beautification efforts include:

Clean Sweep Ambassadors

Streetscape improvement program

Litter and graffiti removal

Façade Improvement Program

Maintenance training

Landscaping, greening, and maintenance

Employment and training for the homeless

Pedestrian wayfinding/signage system

Community service deployment

Open space improvements

Tampa The Tampa Downtown Partnership grew out of a collaboration between property owners, developers and businessmen, who felt that Tampa's central business district needed a creative, proactive, private sector organisation to represent the downtown community. Public and private sector cooperation is claimed to yield a greater understanding of each others needs and problems, thereby helping both reach solutions which ensures the core of the city continues to prosper as the economic, cultural and recreational centre of the community.

The Association drafted a Statement of Mission and Goals which formed the basis by which the Association began its work.

Organisationally, the Association was structured in a way that assures a broad representation of the business community in Downtown. Research revealed that all successful private sector groups feature diversity in membership with the principal officer or partner of the member firm serving as the representative to the Association. This provides a forum for dialogue among the leaders of the Downtown Community, where each individual feels comfortable in expressing their views in a closed door environment.

Tampa Downtown Partnershipâ&#x20AC;&#x2122;s vision is to take the lead in fostering â&#x20AC;&#x153;a vibrant, diverse 24hour downtown neighbourhood in which to learn, live, work and play.â&#x20AC;?

Its mission is to be the steward of Downtown Tampa, while cultivating effective public/private partnerships to facilitate catalytic physical and economic development.

Tactically the partnership aims to:

Improve the collective downtown community.

Be an active conduit of information, resources and intellectual capital between the public and private sectors.

Foster effective partnerships among members, local government and the downtown community.

Create and implement plans for downtown that support the partnership’s stated vision.

Promote the vision for downtown and tdp’s membership in the community.

In 2005, the Tampa Downtown Partnership oversaw the completion of ‘Tampa’s Downtown Vision and Action Plan’. This plan, prepared for the Tampa Downtown Partnership and City of Tampa by external consultants set forth a number of action items to reinforce and expand downtown Tampa’s role as the primary business, government, cultural, entertainment, and activity centre of the Tampa Bay Metropolitan Area:

Comprehensive implementation of culture and arts into the community.

Involvement in the development of downtown’s Riverwalk.

Downtown ‘smart’ planning.

Development of downtown residential.

The Partnership has played a major role in securing the residential development across its focus area. Now, the Partnership is working to secure amenity retail including convenience stores, pharmacies, as well as cafes, restaurants and culturally oriented uses for downtown. The Partnership maintains a good working relationships with existing downtown businesses and directly assists these businesses.

The Partnership contends that a successful downtown depends on access, including inviting entrances, affordable and convenient parking, pedestrian and public transport options. In conjunction with partners in the transportation field, the Partnership assists in the implementation of programs that will improve access, mobility and parking options for Downtown constituents.

The Tampa’s Downtown Clean Team provides additional maintenance for downtown. The Clean Team picks-up 2 tons of litter and debris from downtown streets a day. The Clean Team is also responsible for maintaining the gutters and sidewalks and pressure washing downtown streets and pavements.

Tampa’s Downtown Guides serve as on-street concierge service. The Guides assist with flat tyres and dead batteries and give directions and restaurant suggestions. The Guides patrol the heart of downtown, providing a sense of security for workers, clients, shoppers and tourists.

The Partnership works to make downtown a beautiful and vibrant place to live, work and visit. ‘Urban Atmospheres’, the Partnership’s art initiative program, has injected art onto the streets of downtown. Additionally, the Partnership maintains planters on downtown’s streets.

The Partnership keeps the community informed about what is happening downtown including community events, transportation updates and alerts, and development news through three electronic publications. It also promotes downtown services and amenities through printed matter including the Downtown Directory, Downtown Guide Book, and Downtown Freedom Savings Card. The Partnership promotes downtown as a destination in local, regional and national publications.

In 2005, the Partnership, in conjunction with the City of Tampa, developed a comprehensive economic development action plan to help guide and identify the future needs for the downtown community.

Richmond The mission of Richmond Renaissance is to be a leader in building greater vitality in the Richmond community, particularly Downtown, through economic development. The partnership places an emphasis on the engagement of the African American community in building consensus in a diverse context.

The partnership has taken action to address decaying storefronts, and the vacant department stores, by facilitating a new civic and cultural centre that is hoped will give local people a renewed pride in these parts of the city. Key development projects include:

A Convention Centre

A Performing Arts Complex

A federal Courts Building

New Hotels

A Community Development Authority

Like other BID areas in North America, the downtown partnership has introduced a Clean & Safe team sporting yellow shirts. The team members meet and greet visitors, residents and workers to make sure they feel secure while downtown; help people find parking, restaurants, attractions or services; and act as escorts and emergency assistants. In addition, the Richmond Renaissance Clean and Safe program is responsible for pavement cleaning services. The ongoing activity also includes vacuuming and steam cleaning hundreds of city blocks.

The Richmond region has experienced a dramatic period of growth and development over the last five years. While the regionâ&#x20AC;&#x2122;s growth has benefited a majority of local residents, minorities have not shared proportionately in this increased prosperity. In order for the city to maximize its potential, minorities must be engaged to become an influential force in the mainstream economy.

Richmond Renaissance has established an African American Economic Participation Committee (AAEPC) to make the case for increased utilisation of BMEs by Richmond-area corporations. The AAEPC has developed a strategic plan to guide Renaissance’s efforts in the coming years.

The plan is based on a number of key principles:

There is a compelling business case for increased African American participation.

Renaissance is uniquely positioned to carry this message to business leaders.

Existing programs must be supplemented not duplicated.

Fostering stronger business relationships between white and African American business owners is important.

The plan must be concrete, practical and results-oriented.

Accordingly, the AAEPC has established Strategic Plan Goals for itself:

Estimate the total African American buying power in Richmond, then develop and promote the business case for greater use of minority businesses.

Coordinate Renaissance activities promoting African American enterprise with similar programs locally while promoting their efforts among large company CEOs.

Identify companies with successful diversity programs and identify their ‘best practices’.

Identify new business opportunities for minorities and facilitate access to capital and other support.

Ensure African American participation in emerging downtown development opportunities.

Sponsor events and other activities that will build personal and business relationships between African Americans and other business executives at the highest levels.

Renaissance has produced a ‘Best Practices’ guide for companies interested in establishing or enhancing a supplier diversity program.

Renaissance has a broader role than that typically pursued in the UK. In particular it has embraced a holistic view of the factors impacting on the downtown scene including for example the recruitment of teachers to inner city schools.

In total, Renaissance has helped recruit over 900 teachers in the last four years. The Marriott Hotel supported the initiative by donating 250 room nights for recruitment visits. Meanwhile major corporates have donated corporate jets. Richmond claims to have “gone after school teachers like colleges have recruited student athletes”.

Finally, the partnership has promoted what it calls ‘Seeing is Believing’ tours to demonstrate the success of its interventions. These tours are also available on video via its own website.

Center City Philadelphia The Center City District (CCD) is a business improvement district governed by a privateâ&#x20AC;&#x201C;sector board and funded by business rate income levied on local business property occupiers. The district encompasses 120 blocks and more than 2,100 properties. The CCD was founded in 1990 when over 2,000 property owners, commercial tenants and employers in Center City Philadelphia, along with the City of Philadelphia, agreed to establish a privateâ&#x20AC;&#x201C;sector business improvement district committed to keeping the downtown city clean, safe and attractive. Under the Commonwealth of Pennsylvania's Municipality Authorities Act, the CCD was authorised for five years to provide security, cleaning and promotion services that supplement but do not replace, both basic services provided by the City of Philadelphia and the responsibilities of property owners. In 1994, the CCD was reauthorised by property owners and the City of Philadelphia for 20 years, until 2015, and was authorised to finance and implement a comprehensive program of streetscape improvements.

Over the past half-decade, Central Philadelphia Development Corporation (founded some 50 years ago) has helped transform Center City by playing a lead role in key projects. The Center City business improvement was spawned by CPDC and now forms just one of its portfolio of activities. To help give context to the CCD we outline below the broader scope of the CPDC portfolio:

CPDC conducts action–oriented research to drive policy recommendations, often in partnership with civic officials and other organisations. Current initiatives include:

Partnering with the City’s Commerce Department and Philadelphia Industrial Development Corporation (PIDC) to retain downtown office tenants and help them expand.

Continuing to play a leadership role in the regional marketing and attraction initiative, Select Greater Philadelphia.

Partnering with the Philadelphia School District to promote enhanced public school opportunities for Center City residents, and expand outreach to parents.

Promoting public transport, improved transportation management and advocating a new vision for regional transport to enhance mobility, competitiveness and economic growth through the Central Philadelphia Transportation Management Association (CPTMA).

Managing the ‘Phlash’ tourist loop, linking visitor attractions from Penn’s Landing to the Philadelphia Museum of Art.

Continuing a close link with the Center City District to insure that the downtown is clean, safe and attractive.

Preparing plans for the development of Center City over the next 10 years.

With a shared mission to enhance the vitality and economic competitiveness of Center City Philadelphia, the Center City District and Central Philadelphia Development Corporation provide a range of services that covers many aspects of downtown life. CCD ensures that Center City Philadelphia is clean and graffiti–free with its seven–day–a–week pavement cleaning services. Uniformed personnel operate specialised machinery and manually sweep downtown pavements to ensure that Center City opens clean and ready for business every day and remains that way throughout the day.

Through its uniformed, on–street personnel, its crime prevention services and its unique partnership with the Philadelphia Police Department, the Center City District works to help keep Center City Philadelphia safe for residents, visitors and workers.

On the street, CCD's uniformed community service representatives patrol Center City streets, acting as additional eyes and ears for the police and serving as goodwill ambassadors to the public.

In the workplace, the CCD offers an extensive array of crime prevention services to downtown businesses. CCD works in a cooperative effort with the Philadelphia Police Department to provide enhanced police coverage in Center City. Foot and bicycle patrol officers are deployed from the Philadelphia Police Department's Center City District police substation, in conjunction with CCD's community service representatives. Working in conjunction with the Philadelphia Police Department, the CCD utilises computer–generated crime mapping techniques to identify crime trends or patterns and to make strategic deployment decisions. To make the Center City streets more attractive, the CCD installs and maintains lighting, landscaping and signage.

The CCD also promotes Center City Philadelphia with marketing initiatives, special events and publications.

The Central Philadelphia Development Corporation (CPDC) undertakes research, planning and advocacy initiatives to strengthen the competitiveness of Center City as a premier location for business and entrepreneurship.

Using hand-held computers, specially trained community service representatives (CSRs) survey the Center City District for violations and problems in the public environment, such as clogged sewers, blatant code violations, broken fire hydrants or bent bicycle racks. All such problems are reported promptly to the responsible public agency and CCD follows up to ensure prompt attention and service.

A specially trained team of community service representatives (CSRs), the CCD’s Homeless Action Team (HAT) provides daytime outreach services to help get the homeless into appropriate facilities. The CCD also works with social agencies to provide job opportunities for formerly homeless individuals and other disadvantaged workers.

The Philadelphia Community Court is an innovative, problem–solving court that combines criminal justice and social service agencies under one roof for a comprehensive response to ‘quality–of–life’ crimes. Community Court sentences emphasize restitution to the community by requiring that offenders perform community service in the neighbourhoods where the crimes were committed. Offenders have worked with sidewalk cleaning, landscape maintenance and graffiti removal crews of the Center City District.

The Center City District has installed and maintains improved lighting, landscaping and other physical enhancements that ensure that the downtown not only looks welcoming, but also is brighter, safer and more accessible. The CCD also installs and maintains bicycle racks, bollards, benches and other street furniture.

To establish a more pedestrian-friendly streetscape and help to cool Center City in the summer, the CCD has planted and maintains almost 800 street trees throughout downtown.