STRATEGIC PLAN KEY FINDINGS AND RECOMMENDATIONS NOVEMBER 14, 2019 - - PowerPoint PPT Presentation

STRATEGIC PLAN

KEY FINDINGS AND RECOMMENDATIONS NOVEMBER 14, 2019 Brad Segal, P.U.M.A.

STRATEGIC PLAN PURPOSE

1. Assess the overall mix of services and programs 2. Evaluate new methods of revenue generation, in light of expiring RDA funds

PROCESS

• July: Kick-off with P.U.M.A.,

City of Long Beach, and BKBIA

• September: Site visit: district
• rientation, stakeholder

meetings, focus group forums

• October: External conditions

research including market

• verview; internal

(organizational) assessment

• November: Draft of Strategic

Plan complete

MARKET HIGHLIGHTS

• Demographics: diverse, educated, relatively high

median incomes

• Housing affordability: average rents and home sales,

prices have risen significantly

• Retail vacancy has remained low. Advantages:

Walkable neighborhood-serving, unique offerings.

• Uptick in new businesses, particularly dining and

drinking establishments.

• Office lease rates were stagnant but since 2015 have

increased.

FOCUS GROUP HIGHLIGHTS

• Meetings held

September 11-12, 2019

• 70+ participants
• Diverse interests and

perspectives represented:

• Retail and Restaurants
• Service Businesses
• Nonprofits
• Residents
• Property Owners
• Board of Directors

FOCUS GROUP HIGHLIGHTS

BKBIA STRENGTHS

• Positive cache: Bixby Knolls is on the map.
• Beautification: Clean and well maintained.
• Accessible: convenient, central location, ample free

parking (comparatively).

• Business Mix, Community: Eclectic, serves neighborhood

interests (mostly), local support.

• Leadership: engaging, supportive, adaptive
• Solid Events Overall: well-attended; variety.

FOCUS GROUP HIGHLIGHTS

BKBIA CHALLENGES

• Traffic speeds, pedestrian safety
• More retail and restaurants would be beneficial
• Evening hours and night life
• Support and education for landlords, businesses,, and

tenants.

• Some concern with safety, crime, particularly at night.
• Marketing, esp. to attract visitors

FOCUS GROUP HIGHLIGHTS

TOP 3 IMPROVEMENTS

• 1. Recruiting and

supporting retail (and

• ther types of unique

attractions)

• 2. Improving the

pedestrian environment and calming traffic (esp. Atlantic Ave.)

• 3. Continuing to refine and

curate events

1. Stakeholders are overwhelmingly satisfied. 2. There has been positive momentum and Bixby Knolls is well positioned for future market opportunities. 3. There is general agreement on top priorities. 4. Additional funding & staffing resources are needed.

• Recommended annual funding: $600,000 minimum
• The organization will need to secure an additional $350,000 annually

(this includes the $200K to replace RDA funds)

5. Future partnerships with the City are essential.

KEY CONCLUSIONS

STRATEGIC PLAN FRAMEWORK RECOMMENDATIONS

Prioritize traffic calming & pedestrian safety improvements (especially Atlantic Avenue)

• Install traffic lights and crosswalks including mid-block crossings (ideally

every intersection between Bixby Road and San Antonio Drive).

• Consider other innovative traffic calming and mobility improvements

including bicycle infrastructure.

• Continue to assess and address pedestrian safety issues on Long Beach

Boulevard and the streets that connect it to Atlantic Avenue.

GOAL AREA 1: PEDESTR TRIA IAN ENVI VIRONMENT

Tend to the “basics:” maintain clean, unobstructed sidewalks

GOAL AREA 1: PEDESTR TRIA IAN ENVI VIRONMENT

Continue to use public art, lighting, and other place enhancements to create more vibrancy

• String lights and festoon lighting
• Public art: continue to work with artists and community partners to add

more murals and public art dispersed through the district.

Urban design and public gathering places

• Collaborate (w/ City and property owners) on opportunities for improved

public and private spaces along Atlantic and Long Beach Blvd. Start with “pop-up” sites to gauge community interest. Provide movable seating, shade structures, and variety of programming elements.

• Promotional materials and business support to encourage more outdoor

dining spaces.

• Consider laying the ground work to help transform properties to be more

street-oriented, such as the Bixby Center.

GOAL AREA 1: PEDESTR TRIA IAN ENVI VIRONMENT

Refine & enhance business recruitment role

• More proactive landlord education about market opportunities (will need to

strengthen data collection capabilities)

• Seek community input to identify what’s missing
• Fortify partnerships with City Economic Development to assist with attracting

desired businesses

Refine & enhance business support role

• Continue to build cohesion among businesses. Survey businesses to see

which members-only programming is most effective.

• Encourage more after-work and evening activities, businesses with later
• pen hours

GOAL AREA 2: BUSIN INES ESS S SUPPORT & T & RECRUITM ITMENT

Create an events “scorecard”

• Objective criteria for evaluating existing and proposed events

GOAL AREA 3: EVENT NTS & S & MARK RKETING NG

Sample Scorecard Questions:

• Is there alignment b/w event and at least one of BKBIA’s core objectives

(business cultivation, branding, community building, etc.)?

• Does the event activate public spaces?
• Does it support brick-and-mortar establishments?
• Adequate staffing, volunteer, and sponsorship funds?

Continue engagement with non-retail stakeholders

• As BKBIA chooses new special projects (like public space activation), seek

funding from residents through neighborhood crowdsourcing efforts

• Increase outreach efforts to office-based businesses and their employees
• Increase outreach to institutions in/around district to develop cache among

tourists (for example, Rancho Los Cerritos).

Appeal for more City investment in capital improvements.

• Seek funding and prioritization of traffic calming projects.

Encourage expedited city permitting processes

• Continue to work with COBA to give feedback to the City.

Advocate for district safety Consider advocating on social issues.

GOAL AREA 4: ADV ADVOC OCACY AN AND D PARTN TNER ERSHIP IPS

ORGANIZATIONAL IMPLICATIONS AND BUDGET

Retain and Refine Existing Positions Expand Staffing

• Research & Outreach position (Full Time)
• EXPO Building Manager position (Part Time)

ORGANIZATIONAL IMPLICATIONS:

STAFFING

ORGANIZATIONAL IMPLICATIONS:

BOARDS & COMMITTEES

Align Committees with Framework Goals

• Business Support & Recruitment
• Events & Programming
• Pedestrian Realm
• Advocacy (Board of Directors)

ORGANIZATIONAL IMPLICATIONS:

BUDGET

ORGANIZATIONAL IMPLICATIONS:

FUNDING MECHANISMS

Maximize Use of the 501c3

• Establish an annual funding goal, e.g. 10% of budget
• Seek out major companies for corporate sponsorships
• Consider putting the EXPO Center into the 501c3

Solicit City Contributions in Lieu of RDA Funds Explore Feasibility of Increasing Business License-Based Fees, e.g.:

• Increase business fee, and make rates flexible according to

business size and number of employees

• Consider adding an industrial space license.

ORGANIZATIONAL IMPLICATIONS:

FUNDING MECHANISMS (PBID)

Consider a Property-Based BID

Benefits

• Consistent revenue source
• Fairness – equitable formula based on property characteristics
• Collection
• Governance structure & long term vision

Potential Drawbacks

• Value proposition for property and business owners
• Relation between PBID and BIA
• Can be difficult to form – requires petition and vote

ORGANIZATIONAL IMPLICATIONS:

FUNDING MECHANISMS (PBID)

Consider a Property-Based BID

• Geographic Considerations and Service Zones
• Scenario 1: PBID for Atlantic Avenue Pedestrian Area only. The existing

BIA would remain in place.

• Scenario 2: Two Service Zones
• Premium Zone: Atlantic Pedestrian Area
• Standard Zone: Long Beach Blvd. and Atlantic from Bixby to 33rd

ORGANIZATIONAL IMPLICATIONS:

FUNDING MECHANISMS (PBID)

ORGANIZATIONAL IMPLICATIONS:

FUNDING MECHANISMS (PBID)

Step 1: District Feasibility Step 2: Petition & Ballot Campaigns

QUESTIONS & DISCUSSION