September 29- October 4, 2013 St. Petersburg...

An Advisory Services Panel

St. Petersburg Waterfront

September 29-October 4, 2013

STEVE

WESTPHAL 400 Beach

Parkshore Grill

The Hangar

The Pub

BETTY &

ROBERT

ALLEN

TRUST

DAN HARVEY

JR.

SPONSORS

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The Panel

Chair• Mike HigbeePanelists• Stephen Antupit• Tom Gardner• David Gazek• Michael Lander• Richard Reinhard• Kathleen Rose• Rob WolcheskiStaff• Tom Eitler• Carrie Dietrich• Natasha Hilton

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• The mission of the Urban Land Institute is to provide leadership in the responsible use of land and in creating and sustaining thriving communities worldwide.

• ULI is a membership organization with nearly 30,000 members, worldwide representing the spectrum of real estate development, land use planning and financial disciplines, working in private enterprise and public service.

• What the Urban Land Institute does:– Conducts Research – Provides a forum for sharing of best practices– Writes, edits and publishes books and magazines– Organizes and conducts meetings– Directs outreach programs– Conduct Advisory Services Panels

About the Urban Land Institute

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• Since 1947

• 15 - 20 panels a year on a variety of land use subjects

• Provides independent, objective candid advice on important land use and real estate issues

• Process

• Review background materials

• Receive a sponsor presentation & tour

• Conduct stakeholder interviews

• Consider data, frame issues and write recommendations

• Make presentation

• Produce a final report

The Advisory Services Program

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What Have We Learned – About the Downtown Waterfront

All Waterfront improvements must reflect the community’s desire to maintain the emphasis on public

use and activity. It is for this reason that the panel does not

recommend any private investment along the downtown waterfront that

results in non-inclusive activity

Key ULI Panel Conclusion

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• The Waterfront is a true treasure

• The Waterfront’s strength is its diversity in public uses

• Rich past with strong future driven by cultural and economic drivers

• The Waterfront’s impact is city and regional wide

• Change on the Waterfront must be consistent with evolving community values and priorities

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• A carefully reprogrammed Waterfront will play a significant role in St. Petersburg’s ability to compete in the regional economy

• Many types of open space needs have been expressed by community – future changes to open space should be carefully planned

• Significant contrast between north & south ends of the Waterfront. This contrast is healthy but will benefit from better connectivity

• The pier and surrounding area should contain high value public space. Future improvements must recognize this

• The south end of the Waterfront is a redevelopment opportunity. Existing land use footprints must be reconfigured (University, Hospital, Airport, Marine Sciences, Marine Services etc.) if this area is to continue to contribute to the community’s economic vitality

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Observations of the Downtown Waterfront

1. Big Picture2. Infrastructure3. Quality of Life4. Signature Feature5. Getting it Done

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Big Picture

• Public Access: The downtown waterfront is a crown jewel of St Pete and the pride of the town, particularly for its public access,

but 40% of the waterfront has limited or no public access.

• Park System: St Pete has pioneering downtown waterfront parks that have been its most cherished asset for 100 years,

but it’s been 25 years since they were master planned, during which time there’s been a dramatic shift in the demographics and needs of the community.

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Big Picture

• Economic Development: The future of the waterfront is tied to the ability of St. Pete to capture a greater percentage of growth in the region,

but the resources for doing so, including branding and marketing, recruitment of job generators, and training of local workers, are limited and not strategically deployed.

• Creative Arts: The creative arts community has the potential of becoming another economic driver,

but the City doesn’t have a coordinated marketing effort to attract them.

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Big Picture

• Vision: The city fathers established a visionary framework for the development and preservation of waterfront parks in the 20th century,

but the leadership of St. Pete going forward must mitigate the coastal risks associated with sea level rise and storm impacts in the 21st century.

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Infrastructure

• Parking: There are 30,000 spaces in downtown parking garages and surface streets adjacent to the waterfront that can accommodate most of the waterfront parking demand,

but there aren’t transit or inviting trolley and pedestrian connections between downtown and the waterfront to encourage movement back and forth.

• Water Activity: The Bay is becoming healthier, it’s increasingly used for swimming, and boating remains popular,

but the beaches need replenishment and the basins need maintenance and protection.

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Infrastructure

• Private Investment: There are ample opportunities to locate new, exciting waterfront facilities and improvements through the City’s leasing vehicle,

but the investment capital required cannot be attracted to the waterfront under the short-term nature of the leasing structure.

• Operating Expenses: The City has historically funded a majority of the costs associated with the operation and maintenance of the waterfront,

but revenues from additional waterfront improvements could offset the level of support needed from the General Fund.

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Infrastructure

• Signage and Way Finding: The waterfront offers an abundance of open space and facilities for recreation, entertainment, culture, tourism, health and education,

but these amenities are like pearls without a necklace because there’s little in the way of signage and way finding to help visitors understand their location and diversity.

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Quality of Life

• Food and Beverage: The activities and events at the waterfront appeal to a wide cross section of the community,

but the upscale food and beverage offerings along Beach Drive aren’t complemented by more family oriented options with a lower price point.

• High Attendance Events: There’s an abundance of programmed activities and events throughout the year,

but many larger events occur closer to nearby residents and further from downtown.

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Quality of Life

• Downtown Connections: The experience of the water and the downtown waterfront is what makes St. Pete unique,

but that experience doesn’t extend beyond downtown and the connections between downtown and the waterfront are minimal and fragmented.

• Community Living Room: The waterfront parks are the community living room for the city,

but the use of the open space resources are diminished by single purpose roadways and surface parking areas.

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Quality of Life

• Expectations: You can buy an affordable home in St. Pete and have a great life style,

but there are so many opportunities for that life style to exceed expectations, and they remain untapped.

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Signature Features

• Parks: The downtown waterfront park system forms a 4.5 mile green belt that draws residents and visitors for the views, trails, and wide range of activities,

but the condition of the grounds and restroom facilities is a concern for many.

• Marinas: The waterfront has one of the largest marinas in the state,but the marinas are underutilized and there’s a need to expand visitor serving slips.

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Signature Features

• Art: There are many art venues at the waterfront, but art’s not a visibly defining element of the waterfront because the museum collections are internalized, the outdoor art collection is limited, and the public space is underutilized for art related activities.

• Basins: Multiple basins along the waterfront help define its diversity,but the scale and separateness of each basin makes it hard to visit more than one

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Signature Features

• Al Lang Field: Al Lang Field is the birth place of spring training and its success with soccer and international baseball is a notable example of city, county and private sector collaboration,

but its current configuration limits flexibility and creates a barrier between downtown and the waterfront.

• Airport: Extension of the airport runway would accommodate larger planes,

but it’s location and configuration limits the connectivity between the hospital, university and central waterfront.

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Getting it Done

• Collaboration: There’s unanimous support for protecting the waterfront and there’s an abundance of passion and ideas for improving it,

but efforts to collaborate within and across most public and private entities are strained and contentious, often resulting in drawn out planning processes and referendums

• Accountability to the Community: The broad based coalition of organizations funding the ULI Panel represents the kinds of partnerships that can come from St. Pete,

but the community is clear about its willingness to challenge public leadership absent a feeling of partnership with them, when their voices aren’t heard.

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Getting it Done

• Involvement: There’s enormous interest from all corners of the City in the future of the waterfront and the quality of life of St. Pete,

but the dialogue seems more focused on what the City should do, instead of other stakeholders asking what they can do to get involved.

• Mass Transit: A regional mass transit network with well-located routes and transit stops will foster much needed economic growth for the waterfront, Downtown, and all of St. Pete,

but it’s unclear whether or not the multi-level city and county agencies are equipped to provide the necessary levels of cooperation.

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Getting it Done

• Inclusiveness and Transparency: The recent history of the Pier has created the opportunity for a new beginning,

but the complexity of the issues affecting the entire waterfront going forward will require a more formal organizational structure and a more inclusive, transparent and effective process for planning, community involvement and governance.

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Economic & Real Estate Analysis – Why it Matters

Analytical Framework

Community Goals

Economic Conditions/Trends

Development Potential

Site Opportunities

Implementation Strategies

Near Term Projects

Long Term Potential

Housing

Tourism/Recreation

Retail/F&B

Workplaces

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Macro to Micro Scan State-Region-County-City

Tampa- St. Pete- Clearwater MSA Pinellas County

City of St Petersburg

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Regional Population

• Overall population stagnation - Expected to continue in Pinellas County & St. Petersburg (not the region)

• Age Cohorts predict loss of young households, growth of elderly

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Income

• Snapshot: Moderate Income – Middle Class• City lags in HH Income

$0

$10,000

$20,000

$30,000

$40,000

$50,000

$60,000

Median HH Income 2012 Median HH Income 2017

MSACountySt. Pete

Comparison Income

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Employment – Tampa MSA

-

2.0

4.0

6.0

8.0

10.0

12.0

1,000

1,050

1,100

1,150

1,200

1,250

1,300

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Une

mpl

oym

ent R

ate

Empl

oym

ent (

000'

s)

Total Employment (000's) Unemployment Rate

Tampa-St. Pete MSA Employment

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Employment Sectors – Pinellas County

(250) 250 750 1,250 1,750 2,250

Information

Manufacturing

Transportation and Warehousing

Other Services

Government

Financial Activities

Retail Trade

Construction

Leisure and Hospitality

Education and Health Services

Professional and Business Services

Projected Job Growth, 2012 to 2020

Pinellas County Employment Industries

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Education = Innovation

• USF – St. Petersburg • 6,000 Students• 23 majors, 26 minors, 17 masters• Medical & Life Sciences• Marine & Environmental Sciences• Education• Arts, Culture & Tourism

Education = Innovation

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13 Economic Impact of Visitors

owners

• $1,505,427,000 (+7.4%)(MSA Expenditures – Winter 2012)• Your future residents & business

St. Pete capture is driven by the waterfront

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Market-Driven Planning Framework

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• Establish economic linkages between waterfront and adjacent neighborhoods

• Four subareas with distinct land use patterns and market drivers:

1. Northeast Neighborhoods

2. Core Downtown

3. Innovation District

4. Southeast Neighborhoods

• Four key market components:

1. Demographics & Housing

2. Employment Centers

3. Retail Nodes/Corridors

4. Hospitality & Tourism

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14,900 residents in 8,300 households

Source: ESRI Business Analyst

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Smaller households = fewer families, more singles and couples


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Residents reflect all life stages and cluster in specific areas


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Household incomes reflect life stage…. and can be deceiving


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Housing dynamics as diverse as the resident population

Downtown Waterfront Sub-Areas

Housing Characteristics 1/North

NeighborhoodsCore

DowntownInnovation

DistrictSouth

NeighborhoodsCity of St.

PetersburgTotal Housing Units 4,059 2,461 2,628 1,293 129,888

% Single Family 43.3% 6.7% N/A 83.8% 61.1%% Multifamily 56.7% 93.3% N/A 16.2% 38.9%

% Homeowners 46.6% 30.5% 29.9% 57.1% 59.2%% Renters 53.4% 69.5% 70.1% 42.9% 40.8%

Est. Median Home Value $272,603 $430,506 $205,708 $154,920 $151,403

Recent Home Sales 2/ $1MM+ on waterfront/

$300k - $800k inland

$1MM+ on waterfront/ $250k -

$500k inland

$500k - $1MM in towers close to

DT / $55k - $125k

south of hospital

$500k - $800k on waterfront/ $70k -

$120k inland

N/A


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Two downtown employment centers


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Complementary Profiles – Regionally Competitive


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Estimated annual retail & restaurant sales = $115 million


Groceries & Convenience(e.g., Publix)

F&B / Retail(e.g., Beach Drive,

Central, etc.)

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Regional and local retail magnets


Regional MagnetRestaurants &

RetailLocal MagnetGroceries & Convenience

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Downtown retail corridors and nodes

Central Ave - EmergingCentral Ave - Emerging

2nd Ave NE - Potential2nd Ave NE - Potential

Shops at St. Petersburg(Under Construction)

Shops at St. Petersburg(Under Construction)

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Only 1,076 hotel rooms in a region that attracts 10 million visitors

• 7 existing hotels w/ 1,076 rooms

• Healthy occupancy rates – up to 80% at some properties

• 476 rooms in pipeline

• Need for a modern business class hotel

• Existing Hotel

• Planned Hotel

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ULI Panel Tasks

• Identify St. Pete’s competitive advantage• Integration of Municipal Pier. • Review of water basin functions. • Improved multi-modal connectivity to

downtown interior. • Future use of Al Lang field. • General urban design considerations.

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Competitive Advantage

• Location drives value• New urban lifestyle – fastest growing market• Compact mixed use, connected, walkable

pattern• Public waterfront – value can penetrate• Employers attract talent

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Study Area

• Divided into Three Section– North– Central– South

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Study Area

• Preserve and Maintain – Bike Paths/Brick Streets

• Reclaim parking lots with pervious treatments

• Add Food Trucks and pop-up offers to serve existing patrons

• Rehab or replace Bathrooms• Create additional event venues

in the central section to relieve pressure on north section

North Section

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Study Area

• 5th Avenue on the North to 4th

Avenue on the South• Heart of the Waterfront• Major Themes

– Maintain and enhance public use

– Recognize synergy and improve integrations with downtown

– Improve multi-modal connectivity

– Plan for a more diverse population and a diverse environment

Central SectionProposed Transit Lines

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Redesign Bayshore Drive

• Redesign Bayshore Drive to convertible street (limited auto use)

• Improve bike and walk• Additional events and

markets

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Add Transit – Fixed Guideway

• New paradigm• New activity zone• Variety of system options and

equipment • $7-20 Million a mile• Alignment on 2nd Avenue and

4th Street South• Link Downtown and Waterfront• Link University, Hospital and

Southeast neighborhoods• Drives real estate values

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Additional Connections

Central Section

• Pedestrian Swing Bridge – Art Bridge

• Increase and improve bike lanes, bike parking and bike share

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Urban Design Recommendations

• Create beautiful frontage on all block face to enhance pedestrian experiences

• Convert all streets to “complete streets”

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Rename 1st Street to University Way

• Increase awareness of University• Improve link from campus to

downtown and waterfront

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Add Transient Boat Space

• Improve visitor access by water• Add transient space in all three

basins

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13 Park Improvements - New Public Purpose Spaces

• Rebuild Pier in modest/multi-use fashion (for now).

• 6+ acres new multi-purpose space on Bayshore Drive.

• 10+ (confirm) acres - redevelopment Al Lang stadium/parking.

• Improve/integrate Williams Park. • Incorporate ‘best practices’ in

stormwater management. • Expand public art of all types -

sculpture, street artists, events

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New Medium Size Venue

• 20+ acres for new multi-purpose area at end of pier land.

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Redevelop Al Lang Stadium – New Connections

• Redevelop Al Lang Field as multi-purpose venue

• Extend Beach Drive 1 block south as convertible street.

• Extend 2nd St 1 block east as convertible street

• Extend 4th Ave. east to Bayshore as typical street

• Realign Dali at 1st Street• Additional Museum sites

Dali Blvd

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Increase Downtown Population and Economic Vitality

• Add all types of housing• Add hotel rooms• Concentrate restaurants and specialty retail

on Beach Drive, Central and 2nd• Add jobs/office• Expand offering for Kids and Families

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Innovation District

Two Strategies for the Innovation District• University Gateway

– gateway Block– infill housing

• Health, Education, and Research (HER) Strategy– expanded footprint– 18-hour neighborhood– connections

Two Strategies

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Innovation District: a new University gateway:

• Hospital, science, education is 6,700 jobs

• More than downtown employment

• USF/USFMC is currently 6000 students

• 23 Majors• 26 Minors• 17 Masters

Hidden in plain sight?

University Gateway

View of Gateway Block looking South on 1st at Dali

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Innovation District: a new University gateway

• Srong visual presence with real city address + urban frontage on 1st South at Dali Blvd.

• Supports and builds on rational development pattern of USF campus form

• Creates dynamic and forward-focused options for adaptive re-use and/or infill around existing restaurant/retail at terminal

University Gateway Block

4th Ave South

6th Ave South

Dali Blvd

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Innovation District: a new University gateway

• Currently 600 on-campus resident students

• Supports USF’s goal of campus housing with 25% resident student population

• Create an 18-hour neighborhood

University Infill Housing

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Innovation District: Health, Education + Research

Partners:• All Children’s Hospital, • Bayfront Hospital and • Johns Hopkins Hospital, • University of South Florida (USF)• Stanford Research Institute (SRI),• Fish and Wildlife Research Institute (FWRI)• Center for Ocean Technology (COT)• Florida Institute of Oceanography (FIO)• International Ocean Institute (IOI)• USF College of Marine Science (CMS)• United States Geological Survey (USGS)• Tampa Bay Estuary Program (TBEP) and• National Oceanic and Atmospheric

Administration ( NOAA)

Density of Advanced Degrees• At FWRI alone, 70% of the 400

staff have PhDs

By the Numbers –Health, Education & Research Strategy

Health/ Education/ Research

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Three part strategy• expanded footprint• Ingredients for a livable

neighborhood• Connections

Prioritize research and marine science uses on this portion of working waterfront

Parcels, partnerships + connections

Health/ Education/ Research

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Phase 1• Decommission and demolish the southeast water

reclamation plant In the short term, use this site to provide short-term relocation sites for some airport hangars in order to free up an equivalent site area on the north side of 8th Ave S.

• Convey or lease vacated an equivalent site area on the north side of 8th Ave S to one or more of the HER District partners for expansion and/or new HER uses.

Phase 2• Prepare to Relocate and Consolidate Coast Guard

Facilities: relocate USCG from the north side of Bayboro Harbor and consolidate with USCG’s site on south side of Bayboro.

Phase 3• Long-term Future on former water reclamation site for

expanded HER uses. This creates a contiguous parcel for expansion of the waterfront portion of HER district.

Expanded Footprint

3

2

1

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• Infill housing for globally mobile knowledge workers

• Live work lab• Parks and waterfront

amenities

Livability: an 18 hour Neigborhood

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• Walkable proximity to proposed regional Light Rail, supported by streetscape and pedestrian safety improvements

• “Last mile connections” for non-SOV access via bike share, a new fixed-route N/S streetcar loop + intermodal center (to the north)

• Establish a comprehensive wayfinding program of signage and on-line resources that improve access to Poynter Park and Lassing Park

• Establish a strong program to develop, attract and retain local talent from the nearby/greater South St Pete community.

Connections

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Organizational Tools

Old Model• City carries load• Informal arrangements• Opportunistic work plans• Project-by-project funding• 20th-century organizational

structures

New Model• City shares load• Formal partnerships• Formal partnerships• Strategic work plans• Reliable funding• 21st-century organizational structures

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• Plans: Division of Urban Planning and Historic Preservation

• Developments: Downtown Development Corporation (from Community Redevelopment Area)

• Jobs: Chamber of Commerce• Management/marketing: Downtown Business

Improvement District (from Downtown Partnership)• Parks: Waterfront Parks Conservancy (from

Waterfront Parks Foundation)

Others

Five key project/program delivery organizations

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• Role: Plans• Work plan:

– Waterfront Master Plan– Connections between Waterfront and

Downtown– Innovation District

Division of Urban Planning and Historic Preservation

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• Modify: Community Redevelopment Areas• Look at: Downtown Development

Corporations in Fort Lauderdale, Jacksonville, Miami, Orlando

• Focus: Developments• Work plan:

– Pier– Al Lang Stadium site– Bayshore Drive reconfiguration– Streetcar– University Gateway project

Downtown Development Corporation

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• Focus: Jobs• Work plan:

– Economics-based study of Innovation Dsitrict

– Economics-based collaborative studies with hospitals and universities

– Attraction/retention of major employers

Chamber of Commerce

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• Modify: Downtown Partnership• Look at: BIDs in Birmingham, Charlotte,

Chattanooga, Nashville, Norfolk, New Orleans, Raleigh, Richmond

• Focus: Management/marketing• Work plan:

– Brand development– Wayfinding signage– Improving Williams Park

Downtown Business Improvement District


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• Modify: Waterfront Parks Foundation• Look at: Parks conservancies in

Charleston, Cleveland (waterfront), Jersey City (waterfront), Louisville

• Work plan: – Increasing annual plantings– Restoring beaches– Improving access to water– Restoring watercraft rentals– Installing public art

Waterfront Parks Conservancy


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Master Plan

• Current processes for city-sponsored development are problematic, if not broken.

• Community planning efforts are messy and difficult—especially on “sacred space.”

• Conflict is inevitable and to be encouraged—between:– Residents’ needs and tourists’ needs– Seniors’ needs and millenials’ needs– Pedestrian access and automobile access– Special event noise and residential peace

and quiet– Remembering the past and positioning for

the future

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Master Plan

• All-star team of consultants:– Economics– Parks– Transportation– Airports and ports– Universities and hospitals– Marine sciences– Community involvement

• Task forces/community meetings for same

Needs

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Master Plan

• Comprehensive communication:– Community meetings– News media– Social media– One-on-one meetings with likely

opponents

Needs

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Master Plan

• Understanding that the plan is the beginning, not the end

• Key partners need to shepherd efforts

Needs

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Organizational Tools & Implementation

Downtown Economic Engine Downtown Waterfront

Private Investment Creating New Markets for Downtown• Urban density housing Enhanced waterfront• Intensive Office Use Active Marina Uses• New Unique Retail Offerings Weekday/Weekend EventsSupport Services Entertainment, Arts & Culture• Parking Mix of Recreation Uses• Transit and Pedestrian Linkages• Auxillary Event Spaces

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Organizational Tools and Implementation

• Intown TIF with 2013-2025 Development Activity• Business Improvement District for Downtown and Waterfront• Project and Plan Governmental Partnerships (County, State,

Federal)• Event Revenues• Parking Revenues• Land Revenues – Leases and Property Disposition

Supporting Downtown Waterfront Management, Maintenance & Improvements

Establish Downtown Waterfront Enterprise Fund

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Conclusion

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Conclusions

The St. Petersburg community has done an

excellent job establishing the downtown waterfront with

diverse assets which capture the market’s attention

regardless of household type, income or age. This broad

appeal provides the opportunity for St. Petersburg

to invest and grow in a competitive region.

Downtown Waterfront – Part of a Community Growth Engine

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Conclusions• No exclusive private development (ie housing, large

scale retail)• On-going assessment required of form and function

of waterfront’s public spaces to better address ever changing recreational and social needs of community

• Encourage appropriate change. Treat the Waterfront as a living organism which responds to growth and change in the larger environment.

• Understand that the Waterfront must be someone’s or some entities priority – organize to assure managed and maintained as a first class community asset

• Create a robust list of revenue sources which satisfy the requirement of managing and maintaining a first class public asset and reduces its dependence on general fund dollars

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Conclusions

Do not underestimate the relationship between downtown and the Waterfront. Event and support services should be shared and coordinated between the Waterfront and downtown. Parking, transit, event planning, management and maintenance all are functions critical to each area.

1. Downtown can take pressure off of open spaces by discouraging parking and vehicular uses on the Waterfront.

2. The Waterfront can serve as a gathering place for small to large events supporting downtown businesses

3. Improved connectivity east to west, north to south will provide create opportunities for new investment and growth for both downtown and the Waterfront

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• For generations the St. Petersburg community has protected this important asset. The Waterfront has the ability to entertain the occasional fishing excursion while at the same time encourage lifetime learning. Because of the public stewardship, this very special place has a future that we can only begin to imagine.

Coffee Pot Bayou

Tampa Bay

2nd Ave. N

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Bayboro Harbor

Central Basin

South Basin

North Basin

AirportUniversity

Hospital

September 29- October 4, 2013 St. Petersburg...

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