Geography Presentation October 5, 2009 Quadrant: North of Market - - PowerPoint PPT Presentation

Geography Presentation

October 5, 2009

Quadrant: North of Market Presenters: Portland Business Alliance, Metropolitan Exposition Recreation Commission, Old Town/Chinatown Neighborhood Association

Contents

• Quadrant Overview

– Bob Alexander – Peter Englander

• Stakeholder Presentations

– Portland Business Alliance

• Sandra McDonough, President and CEO

– Metropolitan Exposition Recreation Commission

• Cheryl Twete, Interim General Manager

– Old Town/Chinatown Neighborhood Association

• Patrick Gortmaker, Land Use Committee Chair

North of Market Overview

• 321 acres
• Total Assessed Value:

$1.92 billion

• Adjusted Frozen

Base: $992.77 million

North of Market Overview

Tax Increment Node D

• 40 acres
• Revenue Generation

Potential – Base: $6.6 M – Low: $14.6 M – Medium: $18.2 M – High: $26.8 M Tax Increment Node E

• 34.1 acres
• Revenue Generation

Potential – Base: $10.1 M – Low: $23 M – Medium: $26 M – High: $32.8 M

North of Market Overview

East of I-405 Central City Study Area City Total Residents 16,600 24,000 14,600 535,000 Under 18 3% 4% 4% 21% 18-24 11% 11% 13% 8% 25-64 73% 73% 69% 59% 65 and Older 13% 12% 14% 12% POPULATION DATA

• S. Of Market
• N. Of Market

Goose Hollow Northwest Total Residents 4,500 5,400 3,800 3,100 Under 18 4% 3% 3% 7% 18-24 24% 7% 6% 7% 25-64 59% 72% 75% 74% 65 and Older 13% 19% 16% 12%

Statistics for the individual quadrant areas are not statistically precise due to a lack of test data All data was collected by a grouping of Census Tracts that best fit the shape of the geography.

North of Market Overview

East of I-405 Study Area Central City Total Households 10,500 9,700 15,900 Average Size 1.28 1.27 1.3 Renters 88% 95% 89% Non-Family 86% 89% 87%

Statistics for the individual quadrant areas are not statistically precise due to a lack of test data. All data was collected by a grouping of Census Tracts that best fit the shape of the geography.

HOUSEHOLD DATA

• S. Of Market
• N. Of Market

Goose Hollow Northwest Total Households 2,900 3,400 2,800 2,200 Average Size 1.4 1.19 1.24 1.37 Renters 86% 95% 94% 96% Non-Family 81% 90% 89% 87%

North of Market Overview

Annual Income East of I-405 Study Area Central City < $25,000 54% 58% 53% $25,000 to $100,000 36% 37% 38% > $100,000 10% 5% 9%

Statistics for the individual quadrant areas are not statistically precise due to a lack of test data. All data was collected by a grouping of Census Tracts that best fit the shape of the geography.

HOUSEHOLD INCOME DATA Annual Income

• S. Of Market
• N. Of Market

Goose Hollow Northwest < $25,000 42% 68% 52% 46% $25,000 to $100,000 45% 28% 43% 46% > $100,000 13% 4% 5% 8%

North of Market Overview

East of I-405 Study Area Central City Labor Force 10,200 8,500 15,300 Employed 8,300 7,500 13,000 Unemployment Rate 19% 11% 15%

Statistics for the individual quadrant areas are not statistically precise due to a lack of test data. All data was collected by a grouping of Census Tracts that best fit the shape of the geography.

EMPLOYMENT DATA (Residents)

• S. Of Market
• N. Of Market

Goose Hollow Northwest Labor Force 2,900 2,400 2,500 2,100 Employed 2,700 2,000 2,200 2,100 Unemployment Rate 8% 16% 11% 4%

North of Market Overview

Statistics for the individual quadrant areas are not statistically precise due to a lack of test data. All data was collected by a grouping of Census Tracts that best fit the shape of the geography.

OPEN SPACE

• S. Of Market
• N. Of Market

Goose Hollow Northwest Acres of Open Space 27 25 12 2 % of Open Space 6.3% 7.6% 7.8% 1.7% Square Foot/Resident 264 200 139 33 East of I-405 Study Area Central City Acres of Open Space 70.7 47.8 83.1 % of Open Space 6.5% 6.0% 5.8% Square Foot/Resident 186 143 151

North of Market Overview

• Existing Adopted Plan

– Downtown Plan – River Renaissance Plan – Cultural District Plan – Old Town/Chinatown Visions Plan – South Park Blocks URA Plan – Downtown Waterfront URA Plan – Burnside Transportation and Urban Design Plan/ Couplet and West Burnside/Couch Alternatives Analysis

Existing Adopted Plans

• All quadrants:

– Central City Plan – City Economic Development Strategy – Comprehensive Plan – Portland Plan Update – Streetcar Master Plan – Tri-Met Light Rail Plan – 10-Year Plan to End Homelessness – Metro’s 2040 Growth Concept/Regional Framework Plan

Greater Portland’s Chamber of Commerce

Downtown Retail Core

Urban Renewal Presentation: North of Market

October 5, 2009

Sandra McDonough President & CEO Portland Business Alliance

Why Urban Renewal?

• Important Tool for

Downtown Revitalization

• Iconic Projects that

Transform Downtown

• Economic Development
• Parks
• Low Income Housing

The Future of Downtown Urban Renewal

• Continue Urban Renewal in Downtown
• Recognize Limitations of TIF
• Maximize Leverage in All Projects
• Implement Additional Financing Tools

Why is Downtown Important?

• Cornerstone of a Healthy Regional Economy
• Economic Generator for the City and County
• Employment Hub
• Multi Modal Transit Nexus
• Cultural & Civic Center

Planning Efforts Depend on a Healthy Downtown

• Metro 2040 Plan
• City - County

Climate Action Plan

• City Economic

Development Strategy

The Challenges to Downtown

• Significant Job Loss
• High Cost of

Construction/Business

• Competition from

Suburbs

• Lack of Workforce

Housing

Challenges: Employment Loss

Downtown Employment Growth

78,000 80,000 82,000 84,000 86,000 88,000 2008 2007 2006 2005 2004 2003 2002 2001 Source: Downtown Business Census Employees

Challenges: Suburban Competition - Office

Challenges: Suburban Competition - Retail

500,000 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000 3,500,000 4,000,000 4,500,000

2000 2006 2008

Downtown Shopping Centers

Challenges: Lack of Workforce Housing

• 30 Percent Set Aside, Tax Credits for Low

Income Housing

• Market Takes Care of High End
• No Development Tools for Workforce Housing,

Rents Do Not Justify Construction Cost

Why is Downtown Retail Important?

Barriers to Retail Development

• Obsolete Buildings Do Not Accommodate

Modern Retail Needs

• Fragmented Ownership

Disrupts Continuity

• Small Block Size Limits

Large Floor Plates

• Strenuous Codes Make

Reconfiguration Costly

What is Needed? A Three Part Approach

• 1. Facilitate Adaptive Reuse of Existing Buildings for

Modern Business Needs

• 2. Coordinate & Invest in Catalytic Development

Opportunities for Workforce Housing, Office Space

• 3. Strengthen Retail Continuity With Small, Medium

and Large Scale Retail Development

What is Needed? A Public Private Partnership

Portland Development Services Inc (BID) Portland Business Alliance Portland Mall Management Inc Pioneer Courthouse Square

Mayor’s Downtown Retail Vision

“To define a street or streets where initial efforts are focused to create a destination location that will draw customers downtown… to recognize that a healthy downtown acts as a cornerstone for a strong regional economy… and through improving downtown, we will support job growth, an increased tax base, and an attractive destination…”

The Role of Urban Renewal

Component of Financing for:

• Workforce Housing
• Mixed Use

Development

• Signature Retail Projects

Leverages:

• Density of Land Use and

Property Values

• Private Sector

Investment

• Transportation

Investment

Leverage of a Vibrant Retail Core: JOB CREATION

• Downtown Businesses Say

Retail an Important Factor in Office Location Decisions

• Retail Attracts Tourism
• Retail Development Creates

Construction, Sales and Management Jobs

Leverage of a Vibrant Retail Core: HOUSING OPPORTUNITIES

• Retail Supports Adjacent

Residential Population

• Downtown Vibrancy Drives

Market Rate Housing Demand

• Mayor’s Downtown Vision:

Transformative Projects Include Workforce Housing

Leverage of a Vibrant Retail Core: LIVABILITY

• Strengthens

Downtown as Heart

• f Region
• Facilitates Multi-

Purpose Downtown Trips

• Capitalizes on

Transit, Cultural, and Civic Investments

Leverage of a Vibrant Retail Core: SUSTAINABILITY

• Upgrade Existing Buildings to

Modern Standards

• Compact Retail District

Promotes Walking and Short Trips

• Access to Transit Reduces

Auto Trips

Greater Portland’s Chamber of Commerce

Areas Where Urban Renewal is Needed:

Questions?

Portland Center for the Performing Arts

Arlene Schnitzer Concert Hall Keller Auditorium Antoinette Hatfield Hall

Seven resident company tenants: Oregon Symphony Oregon Ballet Theater Portland Opera Oregon Children’s Theater Tears of Joy Puppet Theater Portland Youth Philharmonic Portland Arts and Lectures More than 65 local non-profit users

Portland’s Cultural District

Residential Religious Cultural

The Cultural District

Portland Cultural District Feasibility Study 2002

• Invest in and strengthen the region’s cultural

infrastructure

• Expand quality and range of facilities and

performance venues for all residents

• Create an iconic gateway into the Cultural District
• Strengthen linkages to the retail core and PSU

District

• Provide identity for the cultural institutions in

the district

Portland Cultural District Feasibility Study 2002 “Main Street Gateway should be the first phase of public and private investment.”

Cultural Tourism and Economic Development

Tourism

• Tourism is responsible for 10% of regional

employment.

• Visitor spending in 2008

– $3.75 billion

• Tax revenues in 2008

– $151 million

• Jobs in travel industry in 2008

– 30,500

Cultural Tourism and Economic Development

PCPA’s Economic Impact (FY08)

• Approximately $55.8 million in total spending
• 630 jobs
• More than $1.4 million in tax revenues generated

– State of Oregon (57%)

• Personal Income Tax
• Corporate Excise & Income Tax
• Transient Lodging Tax

– Multnomah County (43%)

• Transient Lodging Tax
• Business Income Tax

Arlene Schnitzer Concert Hall Main Street Project

Challenges and Opportunities

Challenges

• Limited Pedestrian Traffic
• South Park Blocks Limitations
• Schnitzer Concert Hall’s last major

renovation was 25 years ago

– Lacks public amenities to keep it relevant to a modern audience – Upgrades needed to support artistic needs of its users – South façade is blank wall that does not activate the streetscape

• There is no gateway or architectural element that identifies that a cultural

District exists. * Dependence on operating revenues to support the facilities and it’s non- profit users.

Opportunities

• Expand role as anchor to the Cultural District.
• Create an iconic gateway into the Cultural District.
• Create a stronger connection the retail core as well as a linkage to PSU.
• Protects the City’s asset and ensures vitality of the Schnitz well into the future.
• Provide revenue enhancing opportunities for PCPA and allow them to continue

mission of supporting local non-profit usage of its spaces.

• Iconic architectural and interactive

elements make it a destination and activate cityscape.

• New structure could spur catalytic

development and add vibrancy to the Park Blocks.

Arlene Schnitzer Concert Hall

Project Proposal

• Renovation of Schnitzer Concert Hall
• Renovations to preserve historic aspects

and protect community asset

• Update facilities and amenities to better

support customers and maintain vitality of building and the arts into the next 20 years

• Creation of new iconic space on Main

Street that enhances the community arts experience and acts as a catalyst for business and economic development.

Main Street

• Create iconic gathering space/destination
• Create interactive opportunities to

enhance public’s exposure and interest in arts & culture.

• Increased revenue generation to support

PCPA

• Serves as a catalyst for further

development in and around the cultural district

• Provides opportunities for retail, workplace housing, educational facilities and

components that would generate tax revenue

• Leverage/strengthen public/private partnerships to promote/fund project

Keller Auditorium

Challenges

• Keller is oldest major performance venue in the region-built in 1911
• Last major renovation was in 1968
• Performance needs of user groups tax Keller’s abilities
• Long range planning will identify unfunded needs necessary in keeping

Keller a vibrant, active venue

Opportunities

• Most utilized performance venue at PCPA
• Nationally recognized as one of the top ticket grossing venues in North America
• Recognized in the area as a major contributor to local business success

The Lion King run was dubbed ”Lion Ka-Ching” by nearby restaurants

• Naming funds have provided much needed maintenance to the Keller;

Opportunity is ripe for long range plans to keep the venue vital

Central City URA Evaluation Criteria

Job Creation Sustainability Livability Financial Impact Community Perception

Request of Central City URA Evaluation Committee

• 1. Include the two block area containing Arlene Schnitzer Concert Hall and

Hatfield Hall, plus the connecting Main Street in the proposed new Westside URA. (Note: these two blocks are adjacent to Area D)

• 2. Provide opportunity for funding Arlene Schnitzer Concert Hall/Main Street

projects as part of a broad-based funding strategy that would include public and private partners.

• 3. Include the Keller Auditorium/Keller Fountain blocks and the segment of

3rd Avenue connecting the two facilities in the proposed Westside URA. (Note: these two blocks are adjacent to Area F)

• 4. Provide opportunity for funding potential major renovations to the Keller

Auditorium and Keller Fountain and Plaza as part of a public-private partnership.

Old Town Chinatown

North of Market Review

Patrick Gortmaker Land Use Co-Chair

History

• 1974 Downtown Waterfront URA
• 1997 Visions Plan
• 1999 Development Plan
• 2009 River District Annexation
• Success in private and public partnerships

Leadership & Community Participation Strong Regulatory Oversight Contiguous Built Fabric Enhanced District Identity Vibrant Mix of Uses Multi-Modal Access Strategic & Well-timed Investment

– – – + +

Scorecard for Old Town/Chinatown

+ Ingredients to a Healthy Historic District

Challenges

• Skidmore Old Town National Landmark
• New Chinatown/Japantown
• 75+ contributing structures
• Small parcels, fractured ownership
• Lower height and density allowance
• Large concentration of non-profits

TIF Successes

2001 – 2009

PDC Loans - $4.3M Leverage - $49.4M 669 Jobs PDC Storefronts – $1.0M Leverage - $5.3M

Housing Inventory

55.05% 92.90% 7.08% 16.50% 0% 20% 40% 60% 80% 100% 50% MFI and Below 60% MFI and Below 61-120% MFI Owner-Occupied

• Ankeny Burnside Development

Framework Implementation

• Opportunity sites for new

development

• Block 8 and 13
• Surface parking lots
• Preservation and renovation

Goals of Continued Public Investment:

Job Creation

• Redevelopment and

adaptive reuse

• New mixed-use

development

• Existing space for small and

flex businesses

Range of Housing

• Improved housing balance

– More Workforce Housing (60-120% MFI) – More Home Ownership – Family Housing

Livability

• Unique Identity
• Strong Diversity
• Safe Streets
• Basic Services
• Attractive to Young &

Restless

University of Oregon Mercy Corps Waterfront Park Ping

Sustainability

• Preservation and adaptive reuse is GREEN!
• Family wage jobs
• Educational resources
• Enhance the built environment with new

development

RV Kuhns Investment Advisors Bio-swale in Waterfront Park 7th Planet Green General Store

Leverage

• District Assets
• Momentum
• Active and engaged owners

– Development experience – Committed to preservation and development of the district

Impact on Adjacent Areas

• OTCT identity, health and impact to Central City
• Connections to other parts of the city:

– Downtown – Morrison Bridge – Pearl District

Community Perception

• Importance of identity and image
• Destination
• Live, Work and Play