This document summarizes a presentation on redevelopment agencies and their role in revitalizing downtowns. It discusses the evolution of urban renewal and agencies in different states, highlighting both positive and negative aspects. Key capabilities of agencies are outlined, including planning, property acquisition, funding, and development approvals. Innovative roles of agencies are presented through case studies. Legal considerations around establishing and operating agencies are also reviewed. The document concludes with a section on documenting blight to justify redevelopment plans.
This document summarizes infrastructure financing mechanisms in Massachusetts, including recent policies that enable public-private partnerships. It discusses examples from Somerville, Marshfield, and Westford that showcase different approaches, such as an infrastructure development assistance agreement and district improvement financing. The Marshfield case highlights lessons learned about needing a committed development partner to absorb risk. Local bylaws can also help coordinate infrastructure mitigation through methods like betterments or business improvement districts.
The document discusses various public-private development projects and the financing mechanisms used to fund them. It describes how some projects utilized tax increment financing (TIF) where a portion of new property taxes generated by the development were used to reimburse eligible project costs. Other projects utilized mechanisms like municipal mortgage debt (MMD), land swaps, tax rebates, and special assessment districts to fund infrastructure like parking garages. The document advocates for using public financing tools to their fullest extent to incentivize mixed-use, transit-oriented development projects.
Bernard M. Baruch Houses, the largest NYCHA development in Manhattan, has 17 buildings, some 7, 13, and 14-stories high. Baruch Houses was completed June 30, 1959 and is on 27.46-acres in Lower Manhattan. The complex has 2,193 apartments housing an estimated 5,367 residents.
Baruch Houses has a $251 million unmet need for capital improvements over the next 5 years. Baruch Addition has as $13 million unmet need for capital improvements over the next 5 years.
This document provides an overview of Adstream's print production workflow. The workflow involves agencies signing up for Adstream's print services, creating job tickets that are sent to creative agencies, and agencies uploading print-ready PDFs that are validated for compliance with destination requirements. Upon a successful upload and acceptance, a confirmation is sent back to the agency or media buyer.
The document outlines the workflow of an interactive agency and the role of an interactive art director within that process. The agency process involves four main phases - planning, design, development, and deployment. In the planning phase key site elements are outlined. The design phase brings those plans to life visually. Development integrates the design into the site build. Deployment moves the site to staging and production servers. Throughout, the art director facilitates strategy, design, and ensures quality across teams.
Design Workflow in Agency Environment for Rapid WordPress Development - By Ad...Adrian Restantia
Short presentation showing the internal design workflow that is used at Moove to ensure that we can work in so called ‘rapid development mode’ .
Styleguides links:
Preview: http://public.mooveagency.com/styleguides/Preview/
HTML Version: http://public.mooveagency.com/styleguides/sample/
This document discusses different agency models and how the Singapore Economic Development Board chose an integrated agency model with R3 Worldwide. It provides an overview of common agency models, what marketers are looking for, and the factors EDB considered in selecting their model. Their integrated model with R3 has helped deliver successful marketing campaigns and digital initiatives like a video that gained over 2 million impressions. The presentation emphasizes the importance of culture, collaboration, and having the right agency capabilities to meet business and digital needs.
This document summarizes infrastructure financing mechanisms in Massachusetts, including recent policies that enable public-private partnerships. It discusses examples from Somerville, Marshfield, and Westford that showcase different approaches, such as an infrastructure development assistance agreement and district improvement financing. The Marshfield case highlights lessons learned about needing a committed development partner to absorb risk. Local bylaws can also help coordinate infrastructure mitigation through methods like betterments or business improvement districts.
The document discusses various public-private development projects and the financing mechanisms used to fund them. It describes how some projects utilized tax increment financing (TIF) where a portion of new property taxes generated by the development were used to reimburse eligible project costs. Other projects utilized mechanisms like municipal mortgage debt (MMD), land swaps, tax rebates, and special assessment districts to fund infrastructure like parking garages. The document advocates for using public financing tools to their fullest extent to incentivize mixed-use, transit-oriented development projects.
Bernard M. Baruch Houses, the largest NYCHA development in Manhattan, has 17 buildings, some 7, 13, and 14-stories high. Baruch Houses was completed June 30, 1959 and is on 27.46-acres in Lower Manhattan. The complex has 2,193 apartments housing an estimated 5,367 residents.
Baruch Houses has a $251 million unmet need for capital improvements over the next 5 years. Baruch Addition has as $13 million unmet need for capital improvements over the next 5 years.
This document provides an overview of Adstream's print production workflow. The workflow involves agencies signing up for Adstream's print services, creating job tickets that are sent to creative agencies, and agencies uploading print-ready PDFs that are validated for compliance with destination requirements. Upon a successful upload and acceptance, a confirmation is sent back to the agency or media buyer.
The document outlines the workflow of an interactive agency and the role of an interactive art director within that process. The agency process involves four main phases - planning, design, development, and deployment. In the planning phase key site elements are outlined. The design phase brings those plans to life visually. Development integrates the design into the site build. Deployment moves the site to staging and production servers. Throughout, the art director facilitates strategy, design, and ensures quality across teams.
Design Workflow in Agency Environment for Rapid WordPress Development - By Ad...Adrian Restantia
Short presentation showing the internal design workflow that is used at Moove to ensure that we can work in so called ‘rapid development mode’ .
Styleguides links:
Preview: http://public.mooveagency.com/styleguides/Preview/
HTML Version: http://public.mooveagency.com/styleguides/sample/
This document discusses different agency models and how the Singapore Economic Development Board chose an integrated agency model with R3 Worldwide. It provides an overview of common agency models, what marketers are looking for, and the factors EDB considered in selecting their model. Their integrated model with R3 has helped deliver successful marketing campaigns and digital initiatives like a video that gained over 2 million impressions. The presentation emphasizes the importance of culture, collaboration, and having the right agency capabilities to meet business and digital needs.
Highlights, experience and learnings from an agile transformation in a previous company and how they can be applied to the agency model. Sharing great insights and tips for managers and leaders on how to approach an agile implementation in agencies.
Adopting an agency model can help you monetize Facebook by packaging social media into integrated campaigns and using contests to drive audience and revenue. Using all promotional assets at your disposal to sell a contest to your advertiser that allows them to increase their social audience and allows you to show off your powerful promotional chops. Watch the above recording to find hear how you can adopt an agency model to sell Facebook contests to your advertisers.
Watch the webinar recording or check out our top takeaways from presentation:
http://secondstreetlab.com/2012/05/top-takeaways-the-agency-model/
The document discusses how agencies need to adapt their strategic planning models to changing market conditions. It outlines three new principles that agencies should organize around: intelligence, experience, and evolvability. For intelligence, agencies must leverage big data and a wide range of analytical skills to develop deep consumer insights. For experience, agencies need to design immersive brand experiences and measure success through new metrics like return on experience. For evolvability, agencies should adopt rapid testing cycles and continuous innovation to drive ongoing growth. The document argues agencies now require new skills, processes, and collaboration models to effectively apply these principles.
A Custom Agency Model for Kimberly-ClarkOgilvyAction
1) Kimberly-Clark recognized the growing importance of shopper marketing to help their brands stay relevant in the face of increasing competition. They needed to deliver breakthrough ideas that changed shopper behavior and created partnerships between brands and retailers.
2) Kimberly-Clark's leadership decided marketing and sales would work together towards building brands and driving retail. They needed an agency that could develop strategic ideas grounded in shopper insights and excite brands, consumers, and retailers.
3) WPP created a custom agency by combining the strengths of 5 of its agencies focused on shopper insights, brand building, retail strategy, and execution to meet Kimberly-Clark's needs in an unprecedented way.
This document outlines the advertising workflow process at a company. It provides definitions, guidelines, forms and templates to help clarify roles and responsibilities in advertising development. The process involves strategic development using tools like a brand wheel, brand value ladder and copy platform to define the brand strategy. It then involves operational execution using forms like an annual scope of work, advertising work orders, production estimates and schedules to implement the advertising campaigns. The goal is to provide a standardized process to help brand managers and agencies effectively develop and execute advertising campaigns.
The document discusses different types of agencies in the marketing industry and how their roles have evolved. Traditional agencies segmented by medium are now irrelevant as technology has made expertise in any given medium a commodity. Instead, the most important focus is the way an agency approaches marketing opportunities. The document then describes three types of modern agencies - storytelling agencies that create engaging narratives over time, planning agencies that build awareness through spectacles and technologies, and content agencies that develop brand-focused entertainment vehicles.
Albion's New Model Agency presentationGlyn Britton
The document discusses new agency models and how digital should be at the heart of agencies. It provides examples of new model agencies like Poke and Kessels Kramer. The document also discusses how Skype grew from 0 to 200 million users through innate qualities like being free and easy to use, and how the company helped people discover, share, and understand the product. It emphasizes the importance of putting digital at the heart of brand communications and strategies.
Oystercatchers Club Takeaway: Shaping the new brand/agency model Oystercatchers
Kimberly-Clark reshapes marketing to fit a digital world. Diageo scraps its marketing innovation unit and hands control of testing new media and digital strategies to brand teams. P&G abolishes marketing directors, changing the title to brand director as it ups its focus on brand building… Just three global giants tackling the challenge of transforming marketing models in a time of unprecedented pace of change – and one where customer experience is king.
We believe that understanding and harnessing new marketing models will deliver unprecedented opportunities for brands, agencies and customers alike.
So, for insights and inspiration, we have gathered together highly-respected leadership for our next Club event. Joining me on stage are four outstanding individuals from the client and agency world who are driving model change:
• Philip Gladman: Marketing and Innovation Director Africa, Diageo, innovator behind Diageo’s much-admired global new partnership model
• Ian Armstrong: Global Marketing Communications Director, Jaguar, successfully tapping into and developing a parent-owned agency to create marketing efficiency while enhancing creative output for the brand
• Abi Comber: Head of Marketing, British Airways, who has led the flag-carrier’s brand back into public favour with a new model placing the customer at its heart
• Ben Fennell: CEO, BBH, considered one of the most innovative and accomplished global business leaders today
This document provides an overview of advertising management and concepts. It begins with defining advertising and describing its key features and functions. It then discusses the different types of advertising based on geographical area, target audience, demand influence level, purpose, timing, appeal, and media. The document also covers what makes an ad effective, the importance and benefits of advertising, as well as potential harms. It discusses the role of advertising in a company's marketing mix and analyzes advertising through economic, social, legal, and ethical lenses.
Babelfish: Ad Agency Model Disruption 15 3 09 JBrian Crotty
1) The document discusses planning for integrated marketing communications (IMC) and driving efficiencies.
2) As IMC evolves, it includes more complex disciplines that overlap, making strategic planning more integrated and complex.
3) Traditional advertising agencies only focus on parts of the strategic communications planning role, like mass communications, rather than integrated strategic planning.
A presentation I gave on March 17th to the Minneapolis College of Art and Design and the Minnesota Interactive Marketing Association about the future of advertising in the digital age.
The document discusses the key aspects of advertising management including the promotion mix, defining advertising, the advertising planning framework, and evaluating advertising effectiveness. It outlines the 5 steps in advertising planning as setting objectives, determining budget, creating messages, media planning, and evaluation. It also discusses advertising appeals, types of advertising agencies, leading advertisers and agencies in India, and concludes with keys to effective advertising.
The Role of IMC in the Marketing ProcessIndrajit Bage
The document discusses the role of integrated marketing communications (IMC) in the marketing process. It covers the key stages of target marketing including market segmentation, selecting target markets, and market positioning. It also outlines the marketing planning process, covering decisions around products, prices, distribution channels, and promotional strategies. The overall role of IMC is to develop an integrated approach across these marketing mix elements to effectively reach target audiences.
This is a powerpoint presentation prepared by me... explaining about IMC plans of Coca cola Inc. This is very useful for presentations in colleges, MBA institutes etc. Send your suggestions and likes on my email id- a380onkar@yahoo.co.in
Discussing the End of Advertising and Transformation of Agencies:
+ The Future of Advertising (already here!)
+ New Generation Marketing and Advertising
+ The Evolution of Media, Consumer, Advertising & Agencies
+ Featuring New Agency Model
...
This presentation is an introduction to the role of IMC in marketing.
Want more FREE resources? Checkout the B2B Whiteboard youtube channel:
www.youtube.com/b2bwhiteboard
Or join us on Facebook today: www.facebook.com/b2bwhiteboard
This document presents Villa Rica's 2012 Urban Redevelopment Plan. The plan aims to revitalize declining areas of the city and encourage investment through redevelopment. It establishes an urban redevelopment area that encompasses the central business district and adjacent residential and industrial neighborhoods experiencing issues like blight, low property values, and deteriorating infrastructure. The plan will make the area eligible for acquiring and assembling vacant properties to establish new businesses and rehabilitate homes. It acknowledges both the physical decline from deindustrialization but also the city's historic and cultural resources that can support revitalization through strategies outlined in the plan.
This document provides draft design guidelines for the West Loop neighborhood in Chicago. It aims to help the neighborhood build on its identity as an employment, transportation, cultural and residential center while preserving urban character and scale. The guidelines cover general development strategies, tall building design, site-specific areas, the public realm, and parking/services. They are based on community input regarding concerns over loss of character, building density/height, solar access, lack of open space, and design monotony. The guidelines do not recommend zoning changes but provide principles to balance context, land use, open space, and building design.
the nc policy wonks very useful & informal guide to land use & planningSharon Commins
This document provides a summary of land use and planning basics for neighborhood councils in Los Angeles. It begins with an overview of the hierarchy of planning organizations, from the federal level down to the city and neighborhood levels. It then discusses the general plan framework and community plans that guide land use at the city level. The document also reviews the zoning code and decisions process, as well as the role and best practices of neighborhood council PLUM committees in researching and evaluating development projects. The summary emphasizes the importance of citizen engagement in planning and maintaining local control over land use.
Monona CDA Presentation To Council 04 19 10Gary Becker
The Community Development Authority presented its activities to the City Council, including creating tax increment districts and redevelopment areas to facilitate partnerships and redevelopment. Recent projects included removing blighted apartments and developing senior housing. The CDA is pursuing redevelopment along North Monona Drive and Broadway to boost investment. It seeks a long-term funding source like fees from tax increment financing districts to continue plans for housing, jobs, and tax base growth with limited city expenditures. The proposed East Broadway TID would provide $4 million over 27 years to support the CDA's work facilitating the city's goals.
Highlights, experience and learnings from an agile transformation in a previous company and how they can be applied to the agency model. Sharing great insights and tips for managers and leaders on how to approach an agile implementation in agencies.
Adopting an agency model can help you monetize Facebook by packaging social media into integrated campaigns and using contests to drive audience and revenue. Using all promotional assets at your disposal to sell a contest to your advertiser that allows them to increase their social audience and allows you to show off your powerful promotional chops. Watch the above recording to find hear how you can adopt an agency model to sell Facebook contests to your advertisers.
Watch the webinar recording or check out our top takeaways from presentation:
http://secondstreetlab.com/2012/05/top-takeaways-the-agency-model/
The document discusses how agencies need to adapt their strategic planning models to changing market conditions. It outlines three new principles that agencies should organize around: intelligence, experience, and evolvability. For intelligence, agencies must leverage big data and a wide range of analytical skills to develop deep consumer insights. For experience, agencies need to design immersive brand experiences and measure success through new metrics like return on experience. For evolvability, agencies should adopt rapid testing cycles and continuous innovation to drive ongoing growth. The document argues agencies now require new skills, processes, and collaboration models to effectively apply these principles.
A Custom Agency Model for Kimberly-ClarkOgilvyAction
1) Kimberly-Clark recognized the growing importance of shopper marketing to help their brands stay relevant in the face of increasing competition. They needed to deliver breakthrough ideas that changed shopper behavior and created partnerships between brands and retailers.
2) Kimberly-Clark's leadership decided marketing and sales would work together towards building brands and driving retail. They needed an agency that could develop strategic ideas grounded in shopper insights and excite brands, consumers, and retailers.
3) WPP created a custom agency by combining the strengths of 5 of its agencies focused on shopper insights, brand building, retail strategy, and execution to meet Kimberly-Clark's needs in an unprecedented way.
This document outlines the advertising workflow process at a company. It provides definitions, guidelines, forms and templates to help clarify roles and responsibilities in advertising development. The process involves strategic development using tools like a brand wheel, brand value ladder and copy platform to define the brand strategy. It then involves operational execution using forms like an annual scope of work, advertising work orders, production estimates and schedules to implement the advertising campaigns. The goal is to provide a standardized process to help brand managers and agencies effectively develop and execute advertising campaigns.
The document discusses different types of agencies in the marketing industry and how their roles have evolved. Traditional agencies segmented by medium are now irrelevant as technology has made expertise in any given medium a commodity. Instead, the most important focus is the way an agency approaches marketing opportunities. The document then describes three types of modern agencies - storytelling agencies that create engaging narratives over time, planning agencies that build awareness through spectacles and technologies, and content agencies that develop brand-focused entertainment vehicles.
Albion's New Model Agency presentationGlyn Britton
The document discusses new agency models and how digital should be at the heart of agencies. It provides examples of new model agencies like Poke and Kessels Kramer. The document also discusses how Skype grew from 0 to 200 million users through innate qualities like being free and easy to use, and how the company helped people discover, share, and understand the product. It emphasizes the importance of putting digital at the heart of brand communications and strategies.
Oystercatchers Club Takeaway: Shaping the new brand/agency model Oystercatchers
Kimberly-Clark reshapes marketing to fit a digital world. Diageo scraps its marketing innovation unit and hands control of testing new media and digital strategies to brand teams. P&G abolishes marketing directors, changing the title to brand director as it ups its focus on brand building… Just three global giants tackling the challenge of transforming marketing models in a time of unprecedented pace of change – and one where customer experience is king.
We believe that understanding and harnessing new marketing models will deliver unprecedented opportunities for brands, agencies and customers alike.
So, for insights and inspiration, we have gathered together highly-respected leadership for our next Club event. Joining me on stage are four outstanding individuals from the client and agency world who are driving model change:
• Philip Gladman: Marketing and Innovation Director Africa, Diageo, innovator behind Diageo’s much-admired global new partnership model
• Ian Armstrong: Global Marketing Communications Director, Jaguar, successfully tapping into and developing a parent-owned agency to create marketing efficiency while enhancing creative output for the brand
• Abi Comber: Head of Marketing, British Airways, who has led the flag-carrier’s brand back into public favour with a new model placing the customer at its heart
• Ben Fennell: CEO, BBH, considered one of the most innovative and accomplished global business leaders today
This document provides an overview of advertising management and concepts. It begins with defining advertising and describing its key features and functions. It then discusses the different types of advertising based on geographical area, target audience, demand influence level, purpose, timing, appeal, and media. The document also covers what makes an ad effective, the importance and benefits of advertising, as well as potential harms. It discusses the role of advertising in a company's marketing mix and analyzes advertising through economic, social, legal, and ethical lenses.
Babelfish: Ad Agency Model Disruption 15 3 09 JBrian Crotty
1) The document discusses planning for integrated marketing communications (IMC) and driving efficiencies.
2) As IMC evolves, it includes more complex disciplines that overlap, making strategic planning more integrated and complex.
3) Traditional advertising agencies only focus on parts of the strategic communications planning role, like mass communications, rather than integrated strategic planning.
A presentation I gave on March 17th to the Minneapolis College of Art and Design and the Minnesota Interactive Marketing Association about the future of advertising in the digital age.
The document discusses the key aspects of advertising management including the promotion mix, defining advertising, the advertising planning framework, and evaluating advertising effectiveness. It outlines the 5 steps in advertising planning as setting objectives, determining budget, creating messages, media planning, and evaluation. It also discusses advertising appeals, types of advertising agencies, leading advertisers and agencies in India, and concludes with keys to effective advertising.
The Role of IMC in the Marketing ProcessIndrajit Bage
The document discusses the role of integrated marketing communications (IMC) in the marketing process. It covers the key stages of target marketing including market segmentation, selecting target markets, and market positioning. It also outlines the marketing planning process, covering decisions around products, prices, distribution channels, and promotional strategies. The overall role of IMC is to develop an integrated approach across these marketing mix elements to effectively reach target audiences.
This is a powerpoint presentation prepared by me... explaining about IMC plans of Coca cola Inc. This is very useful for presentations in colleges, MBA institutes etc. Send your suggestions and likes on my email id- a380onkar@yahoo.co.in
Discussing the End of Advertising and Transformation of Agencies:
+ The Future of Advertising (already here!)
+ New Generation Marketing and Advertising
+ The Evolution of Media, Consumer, Advertising & Agencies
+ Featuring New Agency Model
...
This presentation is an introduction to the role of IMC in marketing.
Want more FREE resources? Checkout the B2B Whiteboard youtube channel:
www.youtube.com/b2bwhiteboard
Or join us on Facebook today: www.facebook.com/b2bwhiteboard
This document presents Villa Rica's 2012 Urban Redevelopment Plan. The plan aims to revitalize declining areas of the city and encourage investment through redevelopment. It establishes an urban redevelopment area that encompasses the central business district and adjacent residential and industrial neighborhoods experiencing issues like blight, low property values, and deteriorating infrastructure. The plan will make the area eligible for acquiring and assembling vacant properties to establish new businesses and rehabilitate homes. It acknowledges both the physical decline from deindustrialization but also the city's historic and cultural resources that can support revitalization through strategies outlined in the plan.
This document provides draft design guidelines for the West Loop neighborhood in Chicago. It aims to help the neighborhood build on its identity as an employment, transportation, cultural and residential center while preserving urban character and scale. The guidelines cover general development strategies, tall building design, site-specific areas, the public realm, and parking/services. They are based on community input regarding concerns over loss of character, building density/height, solar access, lack of open space, and design monotony. The guidelines do not recommend zoning changes but provide principles to balance context, land use, open space, and building design.
the nc policy wonks very useful & informal guide to land use & planningSharon Commins
This document provides a summary of land use and planning basics for neighborhood councils in Los Angeles. It begins with an overview of the hierarchy of planning organizations, from the federal level down to the city and neighborhood levels. It then discusses the general plan framework and community plans that guide land use at the city level. The document also reviews the zoning code and decisions process, as well as the role and best practices of neighborhood council PLUM committees in researching and evaluating development projects. The summary emphasizes the importance of citizen engagement in planning and maintaining local control over land use.
Monona CDA Presentation To Council 04 19 10Gary Becker
The Community Development Authority presented its activities to the City Council, including creating tax increment districts and redevelopment areas to facilitate partnerships and redevelopment. Recent projects included removing blighted apartments and developing senior housing. The CDA is pursuing redevelopment along North Monona Drive and Broadway to boost investment. It seeks a long-term funding source like fees from tax increment financing districts to continue plans for housing, jobs, and tax base growth with limited city expenditures. The proposed East Broadway TID would provide $4 million over 27 years to support the CDA's work facilitating the city's goals.
Washington Houses Land Lease Presentation (6-12-13) (English)NYCHA Nyc-Housing
President George Washington Houses consists of 14 buildings, 12 and 14-stories tall with 1,510 apartments housing some 3,479 residents.
Washington Houses has a $52 million unmet need for capital improvements over the next 5 years.
The Oakland City Council tentatively chose one redistricting plan, Map #26, to reshape the city's voting districts, pending further public hearings and a final vote. Map #26 was a compromise that kept intact several neighborhoods and incorporated elements of other proposed maps. It combined the Maxwell Park neighborhood into one district and switched the Cleveland Heights neighborhood into the same district as its adjacent areas. The chief changes were aimed at keeping distinct neighborhoods unified rather than divided between multiple districts. Two more public hearings will be held on the proposed new district boundaries before a final council vote is expected in December.
This chapter outlines the physical development plan for Salina. It includes a future land use map that designates areas for conservation, residential, commercial, employment, parks and other uses. The plan encourages mixed-use development and infill to make efficient use of infrastructure. Key areas of change include Broadway corridor redevelopment, growth areas, and riverfront redevelopment. The plan also addresses infrastructure needs, annexation policies, and goals to guide development in a sustainable, fiscally responsible manner.
The document discusses the City of Dallas' 2024 Capital Bond Program. It explains that the bond program provides additional funding for large capital projects through voter-approved debt that is paid back over 20 years through city taxes. Projects must cost over $2 million and have a lifespan of at least 20 years. The bond program funds projects like streets, parks, libraries, and flood control. The Community Bond Task Force, made up of city council-appointed members, will review project proposals and make a recommendation to the city council for the 2024 program to be approved by voters in an election.
This document outlines a participatory budgeting assembly that educated participants about scaling up participatory budgeting in New York City. It provided information on the city budget process and participatory budgeting. Participants brainstormed project ideas and discussed how participatory budgeting could expand to more city council districts and agencies. The assembly aimed to empower community members to decide how to allocate millions from the city budget through a democratic process.
La Guardia Land Lease Presentation (6-14-13) (English)NYCHA Nyc-Housing
This document provides an overview and timeline for a pending land lease request for proposal regarding LaGuardia Houses public housing development. It discusses key changes implemented due to resident feedback, including extending the RFP release date, investing revenue in capital needs, and requiring affordable housing units. It also outlines the design, zoning, Section 18 approval process, project timeline, and topics for comments and questions.
George Washington Carver Houses in Manhattan consists of 13 buildings, 6 and 15-stories tall. It has 1,246 apartments housing some 2,723 persons.
Carver Houses has a $41 million unmet need for capital improvements over the next 5 years.
Chicago2016 Green Building Presentationguest281b92a
The document discusses Chicago's plans to make its bid for the 2016 Summer Olympics the "greenest" bid by focusing on sustainable building practices. It outlines Chicago's vision of a "Blue-Green" Olympics along Lake Michigan and partnerships with environmental groups. However, the initial plans for the Olympic Village lacked ambition and did not meet the highest standards of green building certification like LEED Platinum. The document argues City Council should pass a resolution requiring the Village achieve Platinum certification to leave a strong environmental legacy.
This document provides information about scaling up participatory budgeting in New York City. It discusses participatory budgeting allowing community members to directly decide how to allocate part of a public budget. The document outlines the goals and agenda of an assembly on this topic, including introducing participatory budgeting and the city budget, brainstorming project ideas, and discussing how participatory budgeting could be expanded in NYC. Examples of participatory budgeting processes and outcomes in NYC are also summarized.
2013 Annual Report - City Planning TorontoIInsideCondos
The document provides information about City Planning in Toronto, including:
- It lists the directors of the various City Planning departments that oversee the work of City Planning.
- The Chief Planner, Jennifer Keesmaat, introduces the first annual report from the City Planning Division which outlines their accomplishments in 2013 and priorities for 2014.
- Statistics are provided on the volume of development applications and community consultations handled by City Planning in 2013, demonstrating the unprecedented amount of growth and development in Toronto.
Item # 7 - TxDOT TA Project Applicationahcitycouncil
The City of Alamo Heights is requesting sponsorship from the Texas Department of Transportation (TxDOT) for its application to TxDOT's 2023 Transportation Alternatives Set-Aside Call for Projects. If awarded, the funding would support road and stormwater improvements on Lower Broadway between Austin Highway and Burr Road. TxDOT would oversee the project and serve as the designated project sponsor. The resolution affirms the City and TxDOT's joint application and support for developing, implementing, and completing the project if funding is received.
CPD Presentation given by Jonathan Braddick Chartered Architects Devon as part of the Royal Institute of British Architects ( RIBA ) South West City Club CPD curriculum 2013.
The presentation explores the impact the National Planning Policy Framework has had on the planning process (if any) since its introduction.
Jonathan Braddick is a RIBA Chartered Architect based near Exeter in Devon, specialising in one off bespoke residential design and construction.Jonathan is the immediate past Chairman of the Plymouth Branch of the Royal Institute of British Architects (RIBA) and the current Chairman elect of the South West Region of the Royal Institute of British Architects ( RIBA ).
Jonathan is a member of the Royal Borough of Windsor and Maidenhead Design Review Panel and the founder and chair of the Devon and Somerset Design Review Panels.
For more information on the author please visit th following links:
http://www.jonathanbraddick.co.uk
&
http://www.designreviewpanel.co.uk
disclaimer: the information contained within the presentation is Copyright Jonathan Braddick 2013, for discussion purposes only and should not be relied upon or used for any other purpose whatsoever.
The document summarizes interviews conducted with 8 stakeholders in Delta, Colorado as part of the city's comprehensive plan update. Key findings included that while the city has experienced some changes like highway widening, it has remained relatively static over the past 20-30 years. Stakeholders identified housing affordability, economic shifts, a need for jobs, and leveraging assets like agriculture and tourism as priorities. Community assets mentioned included weather, location, arts, and small town feel while needs included developing a shared vision, housing options, and economic opportunities.
- Cities and wards in India are governed through a structure established by the constitution and acts like the BPMC Act. Ahmedabad is divided into 6 zones and 64 wards for governance purposes.
- Governance involves both an elected wing like the Municipal Council and an administrative wing led by the Municipal Commissioner for implementation. Wards each have 3 councilors and administrative staff.
- Planning plays an important role in city governance according to the 74th Constitutional Amendment, but implementation has been inconsistent due to issues of power and control over resources.
- Public participation is seen as important for rational and participatory planning, though current power structures are not fully convinced of its benefits.
- Projects in wards are financed
This document discusses using local banking ordinances to increase community investment. It notes that many NYC banks have consolidated in recent years and decreased lending, especially in low-income neighborhoods. The NYC Responsible Banking Act aims to increase transparency of local lending data and accountability of banks through ratings and evaluations. Key considerations include addressing federal preemption of local laws and building support from allies while neutralizing opposition from banks and politicians. The campaign for the act must establish credibility, craft an effective message, maintain momentum through community events, and measure outcomes.
Similar to SNEAPA 2013 Friday h2 3_15_redevelopment agency finalr (20)
This document summarizes housing market trends and affordable housing programs in a city from 2000-2014. It shows rising housing costs, with median rent up 23% and home prices up 31% since 2009. Only 19% of housing is affordable. The Inclusionary Development Program (IDP) requires on-site affordable units or cash payments. Over 1,400 affordable units and $28 million have been generated through IDP cash-out funds. Key issues for discussion include updating the IDP formulas, cash-out administration, impact on middle-income housing feasibility, and improving IDP fund administration.
Almost 50% of Groton's affordable housing units were produced through inclusionary zoning rather than comprehensive permits. The document discusses how Groton has encouraged the creation of affordable housing through zoning provisions like flexible development and a town center overlay district. It notes the challenge of coordinating with developers to ensure affordable units are completed smoothly and counted on the state's Subsidized Housing Inventory (SHI). The town aims to provide clear permit conditions, establish phasing schedules, and offer administrative support through the Housing Coordinator to facilitate affordable units.
The document outlines the five stages of the life cycle for affordable housing units to count on the Subsidized Housing Inventory (SHI): 1) Permitting units, 2) Creating units, 3) Occupying units, 4) Counting units, and 5) Monitoring units. It describes the key actions needed at each stage, including establishing an regulatory framework, finalizing plans, inspecting and monitoring construction, marketing and leasing units, updating inventories, and ongoing compliance monitoring. The entire process aims to get affordable housing units counted initially and kept on the SHI over time.
This document outlines guidelines for developing an Affirmative Fair Housing Marketing and Resident Selection Plan (AFHMP). It discusses fair housing laws and protected classes, as well as the obligation to affirmatively further fair housing. The guidelines provide direction on conducting outreach and marketing that is inclusive and does not discriminate. It also addresses establishing fair resident selection procedures, including application processes, waitlists, preferences, and unit accessibility considerations. The document aims to help ensure housing opportunities are provided in a nondiscriminatory manner.
Avalon at Assembly Row and AVA Somerville are offering 56 affordable apartments in Somerville, MA with amenities such as an outdoor heated pool, fitness center, and shuttle to the train station. The apartments range from studios to 3-bedrooms and have low to moderate income guidelines. An information session will be held on July 18th and applications are being accepted between July 8th and August 8th, with a lottery to be held on August 16th. Monthly rents range from $664 for a studio to $1190 for a 3-bedroom depending on income level.
1. These procedures outline the steps for conducting an affordable housing lottery either through an automated process using random numbers or a manual process in a public venue.
2. Key steps include collecting applications, determining eligibility, generating random numbers for each applicant, sorting by random number to determine ranking order, and entering the ranking number.
3. For a public manual lottery, numbers are drawn from a container and the selection order becomes the ranking order.
This document is a letter informing applicants about open enrollment for affordable housing at Avalon Andover. It explains that households must submit a questionnaire and application providing income information, and income must fall within guidelines. If accepted, applicants will be placed in a lottery pool and notified of selection or waitlist status. Those selected must pay a deposit to secure an apartment as they become available over several months. Residents of Andover receive priority in the lottery. All applications must be received by March 15th to be included in the lottery.
A new apartment community called Avalon Andover located in Andover, MA is offering affordable housing options with 50% of units reserved for low-income applicants and 80% for moderate-income applicants. The community will have a pool, playground, fitness club, and on-site management. One, two, and three bedroom units will be available starting in April 2012. The document provides application details, income limits, and rental rates for the low-income and moderate-income programs.
This document outlines the marketing plan for affordable housing units at Avalon Natick in Natick, Massachusetts. It discusses the following key points:
1) There are 54 one-bedroom and 48 two-bedroom affordable apartments set aside for moderate-income households.
2) The plan details outreach strategies like contacting local housing authorities and community organizations, newspaper advertisements, internet listings, and information sessions.
3) Household size requirements mandate at least one person per bedroom, with exceptions granted through reasonable accommodation requests.
4) The affordable rent schedule is calculated at 30% of 80% AMI adjusted for family size and utility allowance. Preferences for the waitlist are given according to household size requirements.
AvalonBay Communities has a large existing portfolio of over 8,000 apartments across 25 communities in the Boston area, with over 1,600 additional units currently under construction or in the development pipeline. One such project is the 187-unit Avalon Exeter development in Boston's Back Bay, which is utilizing an expanded inclusionary zoning agreement to provide 46 affordable units, almost twice the number required. Overall, over 80% of AvalonBay's Boston area developments have been subject to inclusionary zoning requirements.
This document lists several multi-unit residential properties owned by Oaktree including apartments located at 7 Cameron in Cambridge, MA, Brookside Square with 74 units in West Concord, MA, and 30 Haven with 53 units in Reading, MA. Each property is listed multiple times.
The document discusses how zoning in Acton, MA has generated funds for affordable housing. It lists 10 housing development projects in Acton that have contributed funds through zoning requirements, including Harris Village, Bellows Farm, scattered off-site units, Nylander Way, Monument Place, Old High School Commons, Faulkner Mill, The Inn at Robbins Brook, The Meadows at Acton, and Somerset Hills. It concludes by stating that generating funds for affordable housing through zoning sometimes just requires asking developers.
This document summarizes a panel discussion on effective inclusionary zoning practices in four Massachusetts municipalities - Arlington, Cambridge, Groton, and Shrewsbury. It provides details on the mandatory or voluntary nature of each program, minimum project sizes that trigger affordability requirements, percentage of projects that must be affordable, affordability periods, maximum income levels, buyout policies, available incentives, total affordable units created to date, and contact information. Key recommendations included requiring comparable affordable housing rather than buyouts and ensuring requirements are flexible enough to work for each community.
The document discusses Shrewsbury, Massachusetts' inclusionary zoning bylaw. It provides an overview of the town and notes that the bylaw requires a minimum percentage of affordable units for residential developments over 5 units, ranging from 10-25% depending on the district. It also notes some developments that have included affordable units under the bylaw and ways that developers have attempted to work around the requirements, but that the bylaw has not significantly increased 40B comprehensive permit applications.
Groton, Massachusetts has implemented several inclusionary zoning policies since 1982 to increase its stock of affordable housing units. As of 2008, Groton had 208 affordable units, or 5.2% of its total housing. Groton's zoning bylaw requires developers to provide affordable units for projects over a certain size threshold. For example, flexible developments over 10 units must provide 15% affordable units. The Town Center Overlay District also requires 15% affordable units for projects over 6 units. Groton faces ongoing challenges like increasing accessible and rental units, and addressing temporary housing needs on a regional level.
The document summarizes housing affordability and inclusionary zoning policies in Cambridge, Massachusetts. It states that median market rents for one to three bedroom units range from $1,224 to $3,200, while median market home sales prices are $510,000 for condominiums and $858,300 for single family homes. Cambridge's inclusionary zoning ordinance requires 15% of units in new developments be made affordable, offers a density bonus, and targets affordability to households earning 65% or less of the area median income. The document provides details on several recently completed inclusionary housing developments that include affordable rental and ownership units.
This document summarizes a conference on inclusionary zoning held by the APA-MA. It outlines the key initiatives of the Massachusetts Department of Housing and Community Development (DHCD) including expanding housing opportunities and ending homelessness. It then discusses the Local Initiative Program (LIP), which allows locally initiated affordable housing developments to count toward state housing targets. It notes the requirements for LIP units to count, including long-term deed restrictions, fair housing marketing, and affordability for low-income residents. Finally, it emphasizes the importance of political will, planning, capacity building, and relationships to support affordable housing development.
This document provides an overview of ethics topics for planners, including a discussion of local and state ethics codes and commissions, the AICP Code of Ethics, and hypothetical ethics scenarios. It begins with definitions of ethics and advice on seeking formal ethics advice. It then covers what local and state ethics codes may include. Key aspects of the AICP Code of Ethics like aspirational principles and rules of conduct are summarized. The bulk of the document presents hypothetical ethics scenarios in planning practice and asks what the ethical issues and responses may be. It concludes with a list of ethics resources for planners.
The document provides an overview of preparing for and taking the AICP exam. Key points include:
- The exam tests both planning knowledge (40%) and skills (60%) across history, law, plan making and implementation, functional areas of practice, and spatial areas.
- Eligibility requires a combination of education and professional planning experience. Registration is through APA and exams are administered by Prometric on computer.
- Exam preparation involves studying a wide range of planning topics as well as taking practice tests. Test-taking strategies emphasize completing the exam multiple times while guessing on unknown questions.
- Sample exam questions cover topics like industry classification systems, takings case law, ethics principles, census data,
More from American Planning Association - Massachusetts Chapter (20)
The SVN® organization shares a portion of their new weekly listings via their SVN Live® Weekly Property Broadcast. Visit https://svn.com/svn-live/ if you would like to attend our weekly call, which we open up to the brokerage community.
The SVN® organization shares a portion of their new weekly listings via their SVN Live® Weekly Property Broadcast. Visit https://svn.com/svn-live/ if you would like to attend our weekly call, which we open up to the brokerage community.
AVRUPA KONUTLARI ESENTEPE - ENGLISH - Listing TurkeyListing Turkey
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With a wide range of apartment types available, from 1+1 to 4+1, we have something to suit every need and budget. Each apartment is designed with attention to detail and features spacious and bright living areas, making them the perfect place to relax and unwind after a long day.
One of the things that sets Avrupa Konutlari Esentepe apart from other developments is our focus on creating a community that is both comfortable and convenient. Our homes are surrounded by lush green spaces, perfect for enjoying a peaceful stroll or having a picnic with friends and family. Additionally, our complex includes a variety of social and recreational amenities, such as swimming pools, sports fields, and playgrounds, making it easy for residents to stay active and socialize with their neighbors.
https://listingturkey.com/property/avrupa-konutlari-esentepe/
Dholera Smart City Latest Development Status 2024.pdfShivgan Infratech
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Living in an UBER World - June '24 Sales MeetingTom Blefko
June 2024 Lancaster County Sales Meeting for Berkshire Hathaway HomeServices Homesale Realty covering the following topics: 1. VA Suspends Buyer Agent Payment Plan (article), 2. Frequently Used Terms in title, 3. Zillow Showcase Overview, 4. QuickBuy commission promotion, 5. Documenting Cooperative Compensation, 6. NAR's Code of Ethics - Mass Media Solicitations, 7. Is it really cheaper to rent? 8. Do's and Don't's when Terminating the Agreement of Sale, 9. Living in an UBER World
2. Presenters
Frederick J. Presley AICP
Town of West Warwick, RI
Steven G. Cecil AIA ASLA
The Cecil Group, Inc.
Timothy C. Twardowski
Robinson & Cole LLP
Emily Keys Innes, LEED Green Associate
The Cecil Group
H2: Redevelopment Agency: A Model for Revitalizing Downtowns
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3. Arctic Village
Fred Presley
Town Manager
West Warwick, Rhode Island
H2: Redevelopment Agency: A Model for Revitalizing Downtowns
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4. The Cecil Group, Inc.
H2: Redevelopment Agency: A Model for Revitalizing Downtowns
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5. The Cecil Group, Inc.
H2: Redevelopment Agency: A Model for Revitalizing Downtowns
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6. The Cecil Group, Inc.
H2: Redevelopment Agency: A Model for Revitalizing Downtowns
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7. The Cecil Group, Inc.
H2: Redevelopment Agency: A Model for Revitalizing Downtowns
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8. The Cecil Group, Inc.
H2: Redevelopment Agency: A Model for Revitalizing Downtowns
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9. The Cecil Group, Inc.
H2: Redevelopment Agency: A Model for Revitalizing Downtowns
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10. The Cecil Group, Inc.
H2: Redevelopment Agency: A Model for Revitalizing Downtowns
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11. The Cecil Group, Inc.
H2: Redevelopment Agency: A Model for Revitalizing Downtowns
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12. The Cecil Group, Inc.
H2: Redevelopment Agency: A Model for Revitalizing Downtowns
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13. The Cecil Group, Inc.
H2: Redevelopment Agency: A Model for Revitalizing Downtowns
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14. The Cecil Group, Inc.
H2: Redevelopment Agency: A Model for Revitalizing Downtowns
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15. Revitalization and Urban Renewal:
A Tale of Three States
Steven G. Cecil AIA ASLA
President
The Cecil Group, Inc.
H2: Redevelopment Agency: A Model for Revitalizing Downtowns
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16. Evolution of Urban Renewal and Urban
Renewal Authorities
The Bad Old Days
The Better Old Days
Future Days
City Hall area construction, circa 1964-1968, Government Center
Urban Renewal Project, Boston Redevelopment Authority
photographs, (Collection #4010.001) City of Boston Archives
H2: Redevelopment Agency: A Model for Revitalizing Downtowns
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17. Evolution of Urban Renewal and Urban
Renewal Authorities
The Bad Old Days
The Better Old Days
Future Days
H2: Redevelopment Agency: A Model for Revitalizing Downtowns
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18. Evolution of Urban Renewal and Urban
Renewal Authorities
The Bad Old Days
The Better Old Days
Future Days
Creative Commons
H2: Redevelopment Agency: A Model for Revitalizing Downtowns
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19. Urban Renewal Plans: Basis for Action
Updated/Extended Plans
Amended Plans
New Plans
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20. Urban Renewal Plans:
Observations on State Differences
Limited State Role
Compatibility with other Municipal Regulations
Direct State Role and Approval Responsibilities
Compatibility with other Municipal Regulations
Limited State Role
Expansion of Plans through Amendments
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21. Key Capabilities (“Powers”)
Project Approvals: Guidelines, Standards, Reviews
Acquiring, Owning and Disposing Property
Funding and Financing
Planning
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22. Key Capabilities (“Powers”)
Eminent Domain:
Political and Rhetorical
Issues
Current Example: Approach to
right-of-way acquisition through
negotiation rather than eminent
domain, Norwalk
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23. Innovative Roles and Applications
Norwalk: Revitalization Facilitator
South Norwalk Neighborhood/Transit Oriented Development
Planning
Grantsmanship and Grant Management
Design Standards and Reviews
Municipal Coordination: Administration, Council,
Housing Authority, Planning and Zoning
Development Negotiation
Property Acquisition, Disposition
H2: Redevelopment Agency: A Model for Revitalizing Downtowns
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24. Innovative Roles and Applications
Norwalk: Revitalization Facilitator
South Norwalk Neighborhood/Transit Oriented Development
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25. Innovative Roles and Applications
Norwalk: Revitalization Facilitator
South Norwalk Neighborhood/Transit Oriented Development
H2: Redevelopment Agency: A Model for Revitalizing Downtowns
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26. Innovative Roles and Applications
Burrillville: Planning and Reinvestment
Village Center Transformation
Planning
Coordination of Public and Private Investment
Advocacy and Engagement
H2: Redevelopment Agency: A Model for Revitalizing Downtowns
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27. Innovative Roles and Applications
Burrillville: Planning and Reinvestment
Village Center Transformation
H2: Redevelopment Agency: A Model for Revitalizing Downtowns
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28. Innovative Roles and Applications
Salem: Historic Preservation, Development
Urban Renewal Plan Update
Improved Guidelines and Coordinated Review Process
Stakeholder Inclusion: Historic Preservation
Advocates and Property Owners
Future Planning and Potential Amendments
H2: Redevelopment Agency: A Model for Revitalizing Downtowns
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29. Innovative Roles and Applications
Salem: Historic Preservation, Development
Urban Renewal Plan Update
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31. Overview
Redevelopment Agency Statutes
Establishment of Redevelopment Agency/Authority
Appointment of Agency Members
Composition of Redevelopment Agency
Operation of Redevelopment Agency
General Powers and Duties
Redevelopment Plans
Redevelopment Project Area
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32. Redevelopment Agency Statutes
Rhode Island
Redevelopment Act of 1956, RI General Laws Ch. 31-33
Massachusetts
Mass. General Laws, Ch. 121B
Connecticut
Conn. General Statutes §§ 8-124 et seq.
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33. Establishment of Redevelopment
Agency/Authority
Determination of Need for a Redevelopment
Agency/Authority
• RI: Resolution of need adopted by legislative body
• MA: Determination of need by city council (cities) or by the voters at
an annual or special town meeting (towns)
Designation by legislative body (CT)
• Options: (1) municipal housing authority; (2) Connecticut Housing
Authority; or (3) create new redevelopment agency
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34. Appointment of Agency Members
RI:
Appointed by president of town council with approval of
the legislative body
MA:
4 members are appointed by city/town, 1 member
appointed by Department of Housing and Community
Development
Cities: By mayor, subject to approval of city council
Towns: Elected at ATM, or initial appointments (1-year
terms) by selectmen, followed by elections at ATM
CT:
Appointed by chief executive (city) or board of selectmen
(town)
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35. Composition of Redevelopment Agency
5 Members (option to create 7-member board in RI)
Ex-Officio members
Resident electors
Initial staggered terms, followed by 5-year terms
Cannot be an elected officer or employee (RI)
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36. Operation of Redevelopment Agency
Bylaws, rules and regulations
Election of Officers – chair, vice-chair, secretary
Conduct of meetings
Quorum, voting rules
Procedure for amending bylaws
Additional personnel (executive director, consultants,
counsel)
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37. General Powers and Duties
Sue and be sued
Acquire property by purchase, lease, gift, or otherwise
Acquire real property by eminent domain
Approval of legislative body required (CT)
Issue bonds
Redevelopment plans
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38. Redevelopment Plans
Review by planning commission/board
Conformity with master plan
Public hearings (agency and legislative body)
Subject to approval by legislative body
Required content:
•
•
•
•
Description of redevelopment area;
Description of blighted and substandard conditions;
Description of redevelopment plan;
Estimated cost of carrying out the redevelopment plan and the
method of financing proposed for the project
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39. Redevelopment Project Area
Prerequisites (RI)
• Planning Commission
• Master/General Community Plan
Designation by legislative body (RI)
• Ordinance or resolution
• Notice & Public Hearing
• “Redevelopment Area means any area of a community which
… is a blighted and substandard area whose redevelopment
is necessary to effectuate the purposes of [the Act]”
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40. Documenting Blight
Emily Keys Innes
Assistant Planner
The Cecil Group, Inc.
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42. 1. Municipal Sources
Assessors’ data
Previous studies and reports
GIS
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43. 2. State Data
Rhode Island Geographic Information System
Data Distribution System
• http://www.edc.uri.edu/rigis
Office of Geographic Information (MassGIS)
• http://maps.massgis.state.ma.us/map_ol/oliver.php
Connecticut Geospatial Information Systems
Council
• http://www.ct.gov/GIS
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44. 3. 2010 Census Data
Census.gov
Factfinder2
State’s sites may also have government data
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45. 4. Field Work
Visual survey
Photographic evidence
Update assessor’s data – especially for
vacancies or building/site conditions
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46. Working in the Field
Top 5 Tips
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47. 1. Wear comfortable shoes
Creative Commons
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48. 2. Look friendly
Creative Commons
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49. 3. Take careful notes
The Cecil Group, Inc.
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50. 4. Choose a sunny day for pictures
Creative Commons
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51. 5. Work in pairs
Creative Commons
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52. Working in the Field
Traps
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53. The Cecil Group, Inc.
List of addresses won’t work
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54. The Cecil Group, Inc.
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55. Print out large scale map instead
The Cecil Group, Inc.
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