The document summarizes the City of New Westminster's strategic approach to community building since the 1990s. It involved taking a three-pronged approach of enforcement against criminal elements, social planning to address root causes of issues like poverty, and civic leadership in economic development. This included initiatives like cracking down on problematic housing and businesses, addressing homelessness, and reducing liquor licenses. It resulted in significant declines in crime. The city has focused on growth around SkyTrain stations, developing amenities like Westminster Pier Park, and partnerships with major institutions. Population and development have increased substantially under this approach.
Making the Most of Build to Rent - LB Barking & Dagenham - Dubravka Polic futureoflondon
On 17 August, Future of London organised a field trip to LB Barking & Dagenham to explore three borough-led Build to Rent schemes. Dubravka Polic, Senior Regeneration Professional at LB Barking & Dagenham gave a presentation and led the visit.
Urban Land use from the Human Elective for the Irish Leaving Cert. Contains some past exam questions. Deals with the Harp Project and urban issues in Dublin and Paris
This document is a compilation of relevant excerpts from adopted City plans that will be considered in planning for the Countryside site.
Vision 2001-2020
Peters Creek North Neighborhood Plan
Strategic Housing Plan
Parks and Recreation Master Plan
Roanoke Valley Conceptual Greenways Plan
Lick Run Greenway Phase III Feasibility Study
Central Business District or CBD is the focal point of a city. It is the commercial, office, retail, and cultural center of the city and usually is the center point for transportation networks.
Check for more presentations at - www.archistudent.net
Year 10 KS4 lesson. At the end of the lesson students will be able to describe the changes of land use throughout a city, and identify the six different land use zones.
Making the Most of Build to Rent - LB Barking & Dagenham - Dubravka Polic futureoflondon
On 17 August, Future of London organised a field trip to LB Barking & Dagenham to explore three borough-led Build to Rent schemes. Dubravka Polic, Senior Regeneration Professional at LB Barking & Dagenham gave a presentation and led the visit.
Urban Land use from the Human Elective for the Irish Leaving Cert. Contains some past exam questions. Deals with the Harp Project and urban issues in Dublin and Paris
This document is a compilation of relevant excerpts from adopted City plans that will be considered in planning for the Countryside site.
Vision 2001-2020
Peters Creek North Neighborhood Plan
Strategic Housing Plan
Parks and Recreation Master Plan
Roanoke Valley Conceptual Greenways Plan
Lick Run Greenway Phase III Feasibility Study
Central Business District or CBD is the focal point of a city. It is the commercial, office, retail, and cultural center of the city and usually is the center point for transportation networks.
Check for more presentations at - www.archistudent.net
Year 10 KS4 lesson. At the end of the lesson students will be able to describe the changes of land use throughout a city, and identify the six different land use zones.
IOSR Journal of Applied Physics (IOSR-JAP) is an open access international journal that provides rapid publication (within a month) of articles in all areas of physics and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications in applied physics. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
Your connected customer is now in charge—she's your new CMO. She moves fast and thinks fast. See how ignoring best practices and becoming an agile marketer can help you keep up with your new Chief Marketing Operative.
Prescott Sixth Street Redevelopment
Project Description
The Ecosa students have been asked by a council member of the City of Prescott to create a vibrant new "urban" component in the downtown area of Prescott that will enhance the visitor experience and bring a new economic hub into the core of the city.
In broad terms, the client's vision is:
To create an area near downtown Prescott that will act as a hub for a variety of outdoor activities including biking and hiking, and help develop awareness of the outdoor opportunities available in Prescott. To enhance Granite creek that bisects the site and explore possibilities for an interface between commercial, housing, retail spaces, and nature. To create a walkable neigborhood with multi-modal transit throughout. To explore planning strategies to create a lively area that can complement the downtown and bring additional revenues into the city. To anchor the development with small retail stores and avoid any “big box” retail in the area.
The client hopes to create an identifiable neighborhood that potentially includes a main street/corridor for mixed uses, including small retail with residential and/or commercial above. The City of Prescott is repositioning its marketing program to emphasize the natural resources in the area, such as walking and biking trails and the natural beauty surrounding the area. This redevelopment project should tie into this aspect of Prescott and make the Granite Creek area the hub for biking and walking to other areas in the trail system.
Site Assessment
Located in the heart of Prescott, Arizona, this project is approximately 140 acres in extent. It is bounded by North Montezuma Street on the West, the Yavapai tribal lands on the East and East Merritt Street on the North. The southern boundary is the property line of businesses that are accessed from EZ Street or from North Mount Vernon Street. The Albertsons shopping center and the Springhill suites define the South East corner.
Currently most of this area is industrial and many of these buildings are vacant and the land in the area is not well utilized. The existing infrastucture of roads was to be maintained, however, simple modifications can be made such as median strips, sidewalks and bike lanes.
Granite creek bisects this area and is a highly under utilized resource. There is a great opportunity to enhance this whole redevelopment by expanding and acknowledging the creek as a superb resource for any redevelopment.
Culture, Environment, Economy
Students researched into both the social, economic and natural systems of the area. Students developed an understanding of the whole area, not only its history and the current human impact, but also the climate flows; air, water, vegetation, fauna, people, and traffic in all parts of this area.
To learn more about this project, click here: http://www.ecosainstitute.org/projects/prescott-sixth-street-redevelopment.html
Presentation by Beckie Joyce, head of Strategic development, Lancashire County Council at We Are Lancashire event on the Invest Central Lancashire development proposition
Lac du Bonnet Event Park Concept PresentationCyndie Mitchell
The Lac du Bonnet Community Development Corporation is working with local businesses and organizations to examine the development of an Event Park. The park would act as a community hub to create a shared space for outdoor event organizers, increase tourism to Lac du Bonnet, provide opportunities for business development, and support the growth and development of the events and recreational opportunities operating in Lac du Bonnet.
This powerpoint explains what counter urbanisation is within Human geography. It uses Headcorn as a case study and puts counter urbanisation into perspective. There are also key facts about Headcorn as a village and goes into details of the causes and effects of counter urbanisation.
Plenary session on strategies for town centre regeneration, from Future of London's 23 June conference.
Speaking in this sessions were:
* Daniel Moylan, Chair, Mayor’s Design Advisory Group, Greater London Authority
* Sue Foster OBE, Strategic Director for Delivery, LB Lambeth
* Jerome Frost OBE, Global Planning Director and Leader of Consulting (UKMEA), Arup
* Victoria Hills, Chief Executive Officer, Old Oak & Park Royal Development Corporation
* Gerry Hughes, Senior Director and National Head of Planning, Development & Regeneration, Bilfinger GVA
www.futureoflondon.org.uk
Culture Means Business: Culture, Regeneration & Big SocietyDavid Barrie
Presentation made at an event hosted by Plymouth Culture Board, and supported by the University of Plymouth, Plymouth City Council and the Plymouth Chamber of Commerce, Thursday October 7, 2010. The theme of the presentation: what society and the economy wants and needs from culture and urban development is changing. In the context of the Government policy programme in the U.K. called 'Big Society', different values and emphases are now coming in to play. Three examples are given of urban renewal projects at different urban scales that express some of these new values and some of their economic impacts outlined.
In this presentation, Hemet City Manager gives an update to the Victory Outreach church. The update includes information regarding the City's Strategic Plan, Budget, and local economy.
Guests included Police Department, Community Development, and Mayor Malcolm Lilienthal and Council member Joe Males.
Historic West End Initiative - February 2018 Community MeetingAlysia Osborne, AICP
Presentation from the February 2018 Historic West End Initiative community meeting. HWEI seeks to leverage investments and community partnerships to expand economic opportunities in Charlotte, North Carolina's Historic West End neighborhoods.
The NEW New West: Strategic Approach to Community Building Lisa Spitale
1. The NEW New West:
Strategic Approach to
Community Building
Lisa Spitale
Director of Development Services
City of New Westminster
2. The NEW New West: Strategic
Approach to Community Building
1. Rationale for the City’s Strategic Approach
2. Civic Leadership in Economic Development
3. Our Tangible Results
4. Next Phase of Growth and Economic
Development
3. A Small City and the Geographic Centre of Metro
Vancouver
Current City
Population:
65,975 (2011)
Land Area:
15 square kilometers
4. Investing in New
Westminster is about
joining a well
established, historic City,
steeped in tradition,
community spirit and a
small town charm.
12. Home to some of British Columbia’s first
institutions …
13. And we are a high density, compact urban city …
14.
15.
16. The Mid – 1990’s
• 1996 – “the
Honduran Drug
Crisis”
• Brazen street level
drug dealing took
hold of the
Downtown
17. Challenges in the Downtown
• New Westminster is at
the cross roads of the
region
• 20,000 vehicles travel
through the Downtown
each day, on Columbia
Street
• People’s perception of
New Westminster started
to change due to
challenges faced in the
Downtown
18. City’s Strategic Approach
The drug problem gave the City and Police the impetus to get
creative.
City’s plan has been a three prong approach between,
enforcement, social planning and economic development:
• Hard position on criminal element, problematic housing,
problematic businesses
• Compassionate position on the root causes of poverty
• Civic leadership on economic development
19. Policing
• Police conducted special
undercover/drug operations
• Implemented bike and other
special patrols
• Worked with SkyTrain Police
20. Liquor Licensing
• Downtown’s history as a port – high concentration of liquor
seats
• Contributed to high police calls and unsavory image of the
Downtown
21. Problematic Housing and Businesses
• Criminals were living in the
problematic housing
• Police and staff developed new
bylaws and streamlined
enforcement processes to deal
with drug houses, derelict
buildings, unsafe buildings and
properties generating nuisance
activities
• Implemented Crime Free Multi Housing
Program - first implemented in Canada by
New Westminster
22. Homelessness
• Between 2002 and 2008, the
unsheltered homeless population
increased over two times in New
Westminster - 33 to 72
• City and community created New
Westminster Homelessness
Coalition
• The Homelessness Action Strategy
contains 32 actions in support of
the development of a continuum of
housing, income and support
25. Problematic Housing and Businesses
• Dealt with more than 400 properties
• Eliminate conditions that negatively impacted various
neighbourhoods
• Reduced calls for Police Service to problem properties
• Numerous derelict houses demolished
• Numerous unsafe houses repaired
• Management of many rental housing units improved
• 150 problematic rental units closed (includes grow ops)
between 2000 and 2011
26. Liquor Licensing
• Changed zoning bylaw
requiring a rezoning for
expansions and new
applications
• Closure of 3 nightclubs, 1
strip club and 2 beer parlours
between 1999 and 2008
• Reduction of 2800 liquor
seats in the Downtown
between 1999 and 2008
27. Addressing Homelessness
• City formed a strategic alliance with BC Housing and
worked closely with them in the provision of emergency
shelter beds, transitional housing and supportive housing
28. Addressing Homelessness
• For our size, New Westminster is considered one of the
best resourced municipalities for dealing with
homelessness in the Province
• Between 2008 and 2011, the unsheltered homeless
population decreased by 46% in New Westminster
(72 to 39)
The City now has 50 extreme
weather mats, 53 shelter beds and
134 longer-term transitional and
supported housing units.
30. Growth and Employment
Five key areas:
1. Downtown as a high
density mixed use district
with amenities along the
Fraser River
2. Mixed use development
around Skytrain Stations
3. Built out of master planned
communities – Victoria Hill
and Port Royal
31. Growth and Employment
Five key areas:
4. Maximize partnerships
with key employers and
institutions
5. Intensification of industrial
land
32. Civic Leadership in Economic Development
Two key components:
1. Development and
business friendly mandate
at City Hall
2. Strategic City investments
aimed at promoting
economic development
33. Projected City Growth
The City’s population is projected to
increase by approximately 42%
between 2008 and 2031, with an
addition of 26,000 new residents.
New Westminster
120,000
100,000
98,000
80,000 88,000
76,000
60,000
61,800
40,000
20,000
-
2006 2021 2031 2041
34. Projected Employment Growth … 2041
• Overall: ~47,500 jobs (16,000 new jobs, 33% growth)
• Downtown SkyTrain Precincts – 80% to 160% growth
• Sapperton Station Area – 40% growth
• Braid Station Area – potential for 1000% growth
• Industrial Areas – up to 180% more employment
37. Why Did We Need a Plan?
• Downtown is the City’s premier growth concentration
area – concern that amenities and services were lacking
• Misunderstanding about the ground rules - could you
build in the Historic District?
• Tower heights were controversial –
how high is too high?
• Severance issues between the
Downtown and the Waterfront –
what was the City’s vision for the
waterfront?
40. City’s Transit Oriented Development Policy
Each TOD must:
• be within 200 meters of a SkyTrain Station and must have
ease of access to a SkyTrain station for pedestrians
• provide a mix of land uses
• de-emphasize the use of the
automobile (e.g. through traffic
calming)
• be place oriented and pedestrian
friendly
• be bicycle friendly
41. The City’s TOD Policy
• Increased mobility choices for the users of the
development
• The development is making a contribution to the goal of
achieving complete communities
• Improved access to community
facilities
• Contributing to a diversity of
housing types and / or affordable
housing options in the area
• A well designed TOD should aim
to reduce the necessary parking
required by at least 20%
42. New Westminster Station
Plaza 88
Uses: 900 residential units
180,000ft2 commercial
Features: 10 theatres, retail
next to Skytrain
51. Westminster Pier Park
McBride Boulevard
Queens Avenue
Royal Avenue Royal Avenue
Tenth Street
Eighth Street
Elliot Street
Sixth Street
Fourth Street
Columbia Street
Front Street
52. Westminster Pier Park
• 2008 City purchased 9 acre parcel
• City awarded $16.6M Build Canada Fund infrastructure
grant funding for the development of the park
• 1/3 cost sharing between Federal, Provincial and
Municipal governments
53. Westminster Pier Park
• Waterfront development
needed for economic
development
• Help promote office
development – office
employees need lunch time
amenities
• Park helping changing image
and perception of the
Downtown
• Helping to create a family
friendly neighbourhood
54. 1. Promote Employment by Creating a
Waterfront Amenity
• Esplanade extension
• Recreational opportunities
for employees
• Activities that are free
55.
56. 2. Promote a Family Oriented Downtown by
Creating Intergenerational Places
• Children’s adventure playground
• Youth sports courts, beach volleyball
• Active lawn area
• Walkway/bikeway
• Strolling looping trail
• Picnic areas
57.
58.
59. 3. Promote Tourism by Creating a Unique
Experience
• Space for festivals
• Creating east-west connections
with Fraser River Discover
Centre and River Market
• Space planned for future
restaurant
66. Multi Use Civic Facility and Office Tower
The MUCF will include the following:
• Conference and Meeting Facilities with room for a 500-
seat reception
• City’s Museum, Archives and Gift Shop
• Flexible 350-seat Non-Proscenium Theatre
• Canadian Lacrosse Hall of Fame
• Art Gallery
• Multi-Purpose Meeting Rooms
• Multi-Purpose Art Studios
• Tourism New Westminster’s Visitor Information Centre
67.
68.
69.
70.
71.
72. Office Tower
• City is building and then
selling LEED Gold
Class A office tower
over the Civic Centre
• Projected approximately
400 employees
• Office employment
integral to meeting the
City’s goals for
economic development
in the Downtown
76. Population Growth
• Between 2006 and 2011
New Westminster
population grow by 13% -
one of the highest rates of
growth in Metro Vancouver
77. Number of Building Permits are Up
• Since 2003, the number of building permits issued has
risen steadily
• 581 permits were issued in 2011, a 97% increase since
1996
79. Residential Growth
• Vast majority of the City’s
growth has been in the
residential sector
• Since 2002, the City has
added 6.5 million square
feet of residential
development
• In 2011, $125 million of
residential development was
added in the City
80. Commercial Growth
• For first time in a decade, in
2011,commercial development
has started to keep pace with
residential
• Between 2010 and 2011, both
commercial and residential
development grew by 500,000
square feet
• In 2011, $116 million of
commercial development was
added in the City
83. Mixed Use Growth Concentrated Along the
SkyTrain Corridor
• Between 2006 – 2011, $320
million of investment was
built within 200 m of a
SkyTrain Station
• Equates to 50% of commercial
and multi-family investment
during a six year period ($320
million/$643 million)
• 2012 - $182 million of
in-stream developments
84. Business License Growth
• Since 2004 business licenses have risen steadily
• 3,944 licenses were issued in 2011, a 220% increase since
2004
96. Partnerships with Our Major Institutions and
Major Employers –
Royal Columbian Hospital
• Trauma, heart and
neurosciences centre for
the Region and Province
• UBC teaching hospital
• Plans to expand
97. The Justice Institute of BC
• Canada’s leading post secondary
institution for justice and public safety
• Police, fire, ambulance service training