Pat DiGiovanniCEO, Centro PartnershipInfill Development Workshop1
Today’s Presentation22
Commitment to Center CityCity of San Antonio acknowledges the critical importance of its urban core.Mayor Castrodeclared t...
Today there are four organizations:DowntownAllianceCentroPartnershipPublicImprovementDistrictCommunityDevelopmentCorporati...
Evolution of the Collaborative Model501 (c) 6Marketing and Membership501(c) 4Clean and Safe501 (c) 6Vision and Civic Innov...
Education & trainingInnovationSuccession planningAnalysisMembership &AdvocacyBest practicesBusiness recruitmentand retenti...
GreaterDowntown Area7Target Area Boundaries• 5.27 sq. miles• 18,398 residentsApproximately 64,700 peopleemployed with econ...
Comparison Cities: Gender 2012 (%)*Sources ESRI, Census ACS8
Comparison Cities: Median Age*Sources ESRI, Census ACS9
Comparison Cities:Median Household Income 2012 ($)*Sources ESRI, Census ACS10
Comparison Cities:Diversity Index 2012 (%)*Sources ESRI, Census ACS* Diversity index is calculated by if you randomly choo...
.3*Sources ESRI, Census ACSComparison Cities:Homeownership 2012 (%)12
Downtown San AntonioPublic Improvement DistrictClean & Safe Services Downtown:• Continue to provide full funding forMainte...
Define• SA2020 indicators and targets thatare aligned with downtowndevelopment.Leverage• Considerable influence, strength ...
SA2020 Indicators: Housing Units• Increase downtown housing units by5,000 including mixed income andstudent housingTarget•...
SA2020 Indicators: Employment• In 2000, 9.5% of all SanAntonio employees (55,100workers) worked downtownEmploymentdowntown...
WorkforceQuality ofLifeHousingParticipants included:• County EconomicDevelopment• SABER• Chambers• Employers (HEB)Particip...
Strategic Framework Plan:A Roadmap to Reach the VisionAs its first majoreffort, CentrocommissionedHR&A Advisorsto produce ...
Plan Highlights KeyRecommendations Creating thePublic Realm Action Plan Completed in December 2011 and adopted byCentro...
Key RecommendationsInvest in HousingTarget:7,500 housingunits by 2020Stretch goal:10,000 units by202020
Creating the Public RealmPublicRealmSidewalksare safe,clean andwelldesigned Completestreets forpedestrians,vehicles,transi...
Action Plan Prioritize near-termcapital investment needsto catalyze growth inprimary growth areas Improvements to key st...
Case Study:Northwest Quadrant• Centro contracted with theCountyContractual Obligations• Study public property as acatalyst...
NWQ Development Potential- Public land usedto spurdevelopment-Medical District-Potential Streetcar-Two major completestree...
NWQ Public Property Ownership- Public land usedto spurdevelopment-Medical District-Potential Streetcar-Two major completes...
Medical District-Public land used to spurdevelopment- Medical District-Potential Streetcar-Two major completestreet projec...
Streetcar Route Alternatives-Public land used to spurdevelopment-Medical District- Potential Streetcar-Two major complete ...
CCHIP and the Streetcar-Public land used to spurdevelopment-Medical District- Potential Streetcar-Two major complete stree...
City’s Bond Project:Complete Streets-Public land used to spurdevelopment-Medical District-Potential Streetcar- Two complet...
$175mil projecttransforms 1.5-mile concreteditch into linearpark restoringecosystem.County funding$125 million forupgrades...
Technology Initiatives-Public land used to spurdevelopment-Medical District-Potential Streetcar-Two complete streetproject...
 With the currentwidespreaddevelopment inSan Antonio, it isimperative tofocus ourefforts.32
Criteria for TransformativeProjects Bold and far reaching Contribute to the desiredlandscape Appeal to the diversity of...
A CITY ON THE RISE34
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Centro Partnership

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Centro Partnership

  1. 1. Pat DiGiovanniCEO, Centro PartnershipInfill Development Workshop1
  2. 2. Today’s Presentation22
  3. 3. Commitment to Center CityCity of San Antonio acknowledges the critical importance of its urban core.Mayor Castrodeclared theDecade ofDowntown,launchingcollaborativecitywideSA2020process in2010.VISION: In2020,Downtown isthe heart ofSan Antonioand iseveryone’sneighborhood.CentroPartnershipwas created in2011 tochampionSA2020 vision.“Foster a vibrantand prosperousdowntown thatbenefits the entireSan Antoniocommunity.”33
  4. 4. Today there are four organizations:DowntownAllianceCentroPartnershipPublicImprovementDistrictCommunityDevelopmentCorporation44
  5. 5. Evolution of the Collaborative Model501 (c) 6Marketing and Membership501(c) 4Clean and Safe501 (c) 6Vision and Civic Innovation501(c)3Management Corporation55
  6. 6. Education & trainingInnovationSuccession planningAnalysisMembership &AdvocacyBest practicesBusiness recruitmentand retentionMarketing / brandingClean and safeStrategic PlanningReal estate servicesDOWNTOWNLEADERSHIPDOWNTOWNPOLICYDOWNTOWNPROGRAMSPillars of Excellence66
  7. 7. GreaterDowntown Area7Target Area Boundaries• 5.27 sq. miles• 18,398 residentsApproximately 64,700 peopleemployed with economic impactof $11 billionRoughly 18,000 residents with7,154 housing units30 cultural institutions, withfuture 1,750-seat Tobin Center forthe Performing ArtsMultimodal transportation with networkof over 40 miles of bike lanes7
  8. 8. Comparison Cities: Gender 2012 (%)*Sources ESRI, Census ACS8
  9. 9. Comparison Cities: Median Age*Sources ESRI, Census ACS9
  10. 10. Comparison Cities:Median Household Income 2012 ($)*Sources ESRI, Census ACS10
  11. 11. Comparison Cities:Diversity Index 2012 (%)*Sources ESRI, Census ACS* Diversity index is calculated by if you randomly choose two people, what are the chances they are of a different race11
  12. 12. .3*Sources ESRI, Census ACSComparison Cities:Homeownership 2012 (%)12
  13. 13. Downtown San AntonioPublic Improvement DistrictClean & Safe Services Downtown:• Continue to provide full funding forMaintenance, Ambassador & StreetscapeAmigos• Funding for beautification improvementsFuture Programs:• Business Retention & Recruitment• Image & Marketing• Leadership & PolicyCentro submitted petitions to City Clerk:• Percentage of the value: 67.76%• Owners of record: 56.14%13
  14. 14. Define• SA2020 indicators and targets thatare aligned with downtowndevelopment.Leverage• Considerable influence, strength ofrelationships, and reach community tocatalyze greater investment.Focus • Local investments to directly affectSA2020 indicators and measures.Centro is the Lead Partner forDowntown Development14
  15. 15. SA2020 Indicators: Housing Units• Increase downtown housing units by5,000 including mixed income andstudent housingTarget• 2011: 3,304 multifamily housing units• 2012: 6 new housing projects thatrepresent 881 multi-family housing unitsCCDO housinginventory fieldverification• 2011: 2,985 single family housing units• 2012: 2,968 single family housing unitsSingle familyhouses inFramework Plan15
  16. 16. SA2020 Indicators: Employment• In 2000, 9.5% of all SanAntonio employees (55,100workers) worked downtownEmploymentdowntown(public, privatenon-retail, andretail)• Increase the number ofdowntown employees by25% (13,775 Additionalemployees)Target16
  17. 17. WorkforceQuality ofLifeHousingParticipants included:• County EconomicDevelopment• SABER• Chambers• Employers (HEB)Participants included:• B-cycle• Department for Culturaland CreativeDevelopment• HPARCParticipants included:• Housing Trust• Downtown Resident’sAssociation• LOOPSA2020 DowntownDevelopment WorkgroupsIf you would like toparticipate in one ofthe workgroups,please contact:Eddie Romero ateromero@downtownsa.org17
  18. 18. Strategic Framework Plan:A Roadmap to Reach the VisionAs its first majoreffort, CentrocommissionedHR&A Advisorsto produce aStrategicFrameworkPlanfor the CenterCity.The plan establishes goals, targets andstrategies to achieve the SA2020 vision:“Center City should becharacterized by attractive housingalternatives, welcoming parks,walkable streets, mass transit,enticing retail, enhanced culturalinstitutions, and accessible parking.”18
  19. 19. Plan Highlights KeyRecommendations Creating thePublic Realm Action Plan Completed in December 2011 and adopted byCentro Partnership Board in February 2012.19
  20. 20. Key RecommendationsInvest in HousingTarget:7,500 housingunits by 2020Stretch goal:10,000 units by202020
  21. 21. Creating the Public RealmPublicRealmSidewalksare safe,clean andwelldesigned Completestreets forpedestrians,vehicles,transit andbicyclesClear streethierarchythat isattractive andaccessibleSupportsdevelopmentOpen spacesare activatedandprogrammedHighstandard ofmaintenance21
  22. 22. Action Plan Prioritize near-termcapital investment needsto catalyze growth inprimary growth areas Improvements to key streetcorridors Improvements tointersections and keygateways River to street “gateway”connections22
  23. 23. Case Study:Northwest Quadrant• Centro contracted with theCountyContractual Obligations• Study public property as acatalyst for development inquadrant of the centralbusiness districtPurpose of the Study23
  24. 24. NWQ Development Potential- Public land usedto spurdevelopment-Medical District-Potential Streetcar-Two major completestreet projects by theCity (Soledad and Main)-San Pedro Creek Project-Building off Geekdomand Cloud University24
  25. 25. NWQ Public Property Ownership- Public land usedto spurdevelopment-Medical District-Potential Streetcar-Two major completestreet projects by theCity (Soledad and Main)-San Pedro Creek Project-Building off Geekdomand Cloud University25
  26. 26. Medical District-Public land used to spurdevelopment- Medical District-Potential Streetcar-Two major completestreet projects by theCity (Soledad and Main)-San Pedro CreekProject-Building off Geekdomand Cloud University26
  27. 27. Streetcar Route Alternatives-Public land used to spurdevelopment-Medical District- Potential Streetcar-Two major complete streetprojects by the City(Soledad and Main)-San Pedro Creek Project-Building off Geekdom andCloud University27
  28. 28. CCHIP and the Streetcar-Public land used to spurdevelopment-Medical District- Potential Streetcar-Two major complete streetprojects by the City(Soledad and Main)-San Pedro Creek Project-Building off Geekdom andCloud University28
  29. 29. City’s Bond Project:Complete Streets-Public land used to spurdevelopment-Medical District-Potential Streetcar- Two complete streetprojects by the City(Soledad and Main)-San Pedro Creek Project-Building off Geekdom andCloud University29
  30. 30. $175mil projecttransforms 1.5-mile concreteditch into linearpark restoringecosystem.County funding$125 million forupgradesincluding nextphase ofdesign.Balance offunding fromotherpublic/private &donations ofrights-of-way.San Pedro Creek Improvements-Public land used to spurdevelopment-Medical District-Potential Streetcar-Two complete streetprojects by the City(Soledad and Main)- San Pedro CreekProject-Building off Geekdom andCloud University30
  31. 31. Technology Initiatives-Public land used to spurdevelopment-Medical District-Potential Streetcar-Two complete streetprojects by the City(Soledad and Main)-San Pedro Creek Project- Building offGeekdom andCloud University31
  32. 32.  With the currentwidespreaddevelopment inSan Antonio, it isimperative tofocus ourefforts.32
  33. 33. Criteria for TransformativeProjects Bold and far reaching Contribute to the desiredlandscape Appeal to the diversity of thecommunity Game changing and impactful Sustainable and viable Sufficient support, politically andfinancially33
  34. 34. A CITY ON THE RISE34

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