September 2016 steering_committee

9. 07.16

Time to pull it all together

OUR GOALS ALIGNED WITH

OVERALL VISION

RECOMMENDATIONS

1. PRESERVE & STRENGTHEN THE EXISTING COMMUNITY

2. ENCOURAGE BALANCED, EQUITABLE, & GREEN DEVELOPMENT

3. PROVIDE CHOICE IN MOBILITY

4. INVEST IN SUSTAINABLE INFRASTRUCTURE

PRESERVE ANDSTRENGTHENTHE EXISTINGCOMMUNITY

1. PRESERVE & STRENGTHEN THE EXISTING COMMUNITY

METRICS

> # of owners protected from large increases in property tax> Utilization of housing programs> # of vacant/tax delinquent properties acquired > # of vacant buildings renovated in the next 10 years > Decrease in code violations> Decrease in the number of people with asthma> % increase in “healthy homes” (upgraded systems, weatherization, mold

abatement, lead paint removal)> # of lots cleaned / decline in illegal dumping> Zero structurally sound buildings demolished> % decrease in crime in 5 years / reduction in drug-related arrests > % increase in neighborhood youth participants in sports> Increased employment rate / participation in job training programs> Availability of fresh vegetables within 10 minute walk

VERY MUCH A WORK IN PROGRESS

> Track / monitor conditions and vacant properties.> Work with banks to address credit issues.> Connect residents with available housing programs.

> Create a housing advocate for Uptown / West Oakland to:

> Push to relax the code for older structures that require extensive work to meet current standards

> Create a fast-track process for housing rehabilitation

> Put the proposed Housing Trust Fund to work in Uptown for housing rehabilitation support for owner–occupied and rental housing

> Work with the City to implement the Affordable Housing Task Force Plan:

1.1 INVEST IN EXISTING RESIDENTS & PROTECT THE RESIDENTIAL CORE OF THE COMMUNITY

TAXES

LAND

• Next assessments are 2021• On the books – Homestead Exemption

– needs adjustments• Ideal – Longtime Owners Occupants

Program (LOOP) – Real Estate tax discount – requires coordination with State Government

• If you don’t own the land, there’s little that can be done

• Land Bank – work to secure property for affordable housing

• Land Trust – protect long-term affordability – managed by a non-profit

1.1 INVEST IN EXISTING RESIDENTS & PROTECT THE RESIDENTIAL CORE OF THE COMMUNITY

DEVELOP

• The Hill District Housing Study indicates a demand for 500+ units of student housing

• If we don’t meet this demand, it encourages property owners to convert single-family homes to student housing

• Encourage development of new housing –to help protect the existing community

> Become a hub of workforce development programs.> Invite disadvantaged youth to participate in the

innovation community

1.2 ATTRACT TALENT & PROMOTE DIVERSITY & INCLUSION IN THE INNOVATION COMMUNITY

1.3 BUILD ON UPTOWN/WEST OAKLAND’S CHARACTER AND IDENTITY

> Invest in more public art

> Create welcoming neighborhood gateways

> Launch a targeted marketing strategy

> Create new community programming

1.3 BUILD ON UPTOWN/WEST OAKLAND’S CHARACTER & IDENTITY

> Preserve the community’s historic character

> Monitor housing conditions and nuisance properties> Upgrade lighting> Tackle blight & illegal dumping> Expand community policing

1.4 WORK TOGETHER TO TACKLE BLIGHT AND COMMUNITY SAFETY

1.5 PROMOTE HEALTHY LIFESTYLES AND A HEALTHY COMMUNITY

> Create models for healthy housing> Create programs to support efficiency in existing buildings> Monitor and improve environmental health> Create / expand local fitness programs

1.6 EXPAND INSTITUTIONAL PARTNERSHIPS

1.6 EXPAND INSTITUTIONAL PARTNERSHIPS

> Create a “chamber” of local institutions to coordinate services and responses to local challenges

ENCOURAGE BALANCED, EQUITABLE, AND GREEN DEVELOPMENT

2. ENCOURAGE BALANCED, EQUITABLE, & GREEN DEVELOPMENT

METRICS

> % decrease in vacancy rate> Decrease in the % of residents facing a housing burden> # of LEED certified structures> # of new student housing units> # of new senior housing units in the next 10 years> % of all new housing units reserved as “affordable”> # of new affordable housing units created> % of all underutilized storage/garage spaces converted to active

innovative/entrepreneurship uses in the next 10 years> Meet 2030 Challenge Goals, Year 2020 measures of 80% below national

median Site EUI. (from P4)> Increase in the # of ground floor commercial spaces along 5th> Decrease in visible parking lots and garages from 5th and Forbes> Increased district retail sales> Increase in the # of jobs in the District


2.1 IMPLEMENT POLICIES TO PROMOTE SUSTAINABLE & AFFORDABLE DEVELOPMENT

2.1 IMPLEMENT POLICIES TO PROMOTE SUSTAINABLE AND AFFORDABLE DEVELOPMENT


P4 METRICS> for-sale units as affordable to households with incomes equal/less than

80% of Area Median Income (AMI) or for-rent units affordable to households with incomes equal/less than 50% of AMI.

> Provide 10%/20% of lot as Urban Open Space.

> Locating within a 0.5 mile of existing BRT and/or light/heavy rail stops.

> Retain, infiltrate, or reuse a total volume of rainwater greater than or equal to a 90th percentile rain event.

> Minimize major air emission sources.

> Meet 2030 Challenge Goals in regards to energy production.

> Establish district building performance standards> Rewrite zoning for the EID based on performance for affordability

& sustainability


> Encourage density and mixed uses in targeted areas

There is currently demand for only 48,000 sq. ft. of retail. This is only 11% of the total potential retail space along 5th Avenue

2.2 REVIVE COMMERCIAL CORRIDORS

> Oversee corridor management efforts as a part of EID district management

> Retain existing businesses> Reach out to local philanthropy to help incentivize new locally

owned retail > Explore the possibility of a general merchandise / pharmacy chain > Pursue destination retail or non traditional pop up retail options in

tandem with investments in improved streets and open space



> Focus on creating small business office and commercial space where retail isn’t likely.

2.3 DIVERSIFY HOUSING OPTIONS

> Promote homeownership

> Look for opportunities to create new senior housing

> Create student housing to relieve pressure on existing housing

> Support live/work space where possible

2.4 CREATE SPACE FOR INNOVATION

2.4 CREATE SPACE FOR INNOVATION

> Connect start ups with flexible spaces to fit their needs> Work with developers to provide workspace

PROVIDE CHOICE IN MOBILITY & ACCESSIBILITY

3. PROVIDE CHOICE IN MOBILITY & ACCESSIBILITY

METRICS

> Eliminate all transportation fatalities by 2026 (VISION ZERO)> Implement short-term BRT operational improvements by 2021> Implement long-term BRT capital improvements by 2024> % improvement in bus reliability > % increase in bus ridership> % reduction in SOV modeshare over the next 10 years> Reduced VMT> % reduction in emissions by 2030> % reduction in Green House Gases by 2030 (Paris Climate Accord)> Reduce speeds of neighborhood streets to 20 mph> % reduction in the number of parking spaces per employee> % increase in the number of Uptown students/faculty/staff living within

walking/biking distance of Uptown institution> # of sensors installed> # of bike racks and # of miles of dedicated bicycle lanes> # of bike share centers in the next 5 years


3.1 INCREASE TRANSPORATION CHOICE TO DECREASE CONGESTION

Get more people to ride together

before after

3.2 CREATE A HUMAN-SCALED NEIGHBORHOOD STREET NETWORK

Insert olmstead image

BOULEVARD OF THE ALLIES: The original idea…

“With an ample roadway for all kinds of traffic, with trees for shade and decoration, with a broad promenade overlooking the river and the hills to the south, it would furnish rare and much-needed facilities for recreation”

3.2 CREATE A HUMAN SCALED NEIGHBORHOOD STREET NETWORK

What it became…


…and how it evolved


VERTICAL SURFACES GAPS IN-BETWEEN intersections


+- Creates large promenade- Opportunity for landscaping- Slows cars due to reduced

lanes- Retains 2 driving lanes during

high traffic times

-- Expensive- Requires active

management / monitoring

+- Creates large promenade- Opportunity for median

landscaping – a true boulevard!-

- Very expensive- Politically very

difficult to accomplish

3.3 IMPLEMENT BUS RAPID TRANSIT ON FIFTH & FORBESIts about safety, infrastructure and funding

Today we struggle to fund basic improvements

With BRT, we have access to funds to address community identified issues

BRT

ISSUES LIKE THESE…

CROSSINGSCONNECTING

RESIDENTIAL ALLEYS(Watson/tustin(

Bike / Ped Counters

Real TimeParking Data

Open Data

Real-Time Transit Data

Electric /av fleets

TransitSignaL

Priority

SmartPGHSensor

Network

3.4 BUILD A SMARTER UPTOWN

AMAZON protected bike lane

Covered transit waiting area

3.5 INTEGRATE TRANSPORTATION IMPROVEMENTS WITH DEVELOPMENT

Event management strategy

• Distribute parking toward downtown• Leverage real-time data• Closer Resource Advanced Reservation• (AV) Shuttle to remote parking• Expand alternative mode incentives

3.6 ESTABLISH A DISTRICT PARKING STRATEGY

CARROTstick

Transportation

Demand

Management

• Alternative work schedules • Guaranteed ride home• Commuter financial incentives• Shuttle services• Working remotely• Park & Ride• Ridesharing• Carpooling Programs• Credit toward bike purchase• Improvements to Ped/Bike

Infrastructure• Car-sharing parking & programs

• Parking pricing• Reduce company parking• Traffic calming• HOV preference parking• EV Preference


Pick-up/Drop-off takes less space by definitionTurnover measured in secondsTurnover measured in hours

Parking is warehousing vehicles


Bike Friendly businesses

Bike Valet

Design beyond bike lanes

More visible community3.7 INVEST IN BICYCLE INFRASTRUCTURE & CULTURE

INVEST IN SUSTAINABLE INFRASTRUCTURE

4. INVEST IN SUSTAINBALE INFRASTRUCTURE

METRICS> % of vacant parcels cleaned > % increase in public open space in the next 10 years.> % of stormwater prevented from entering system > $ invested in green infrastructure projects> # of jobs attributed to green infrastructure projects> Amount of food grown locally> # of residents with access to a recreational trail via a 10 minute walk> % of energy produced in the community> % reduction in the demand for energy> % reduction in the cost of energy> Reduce GHG emissions> % decrease in collected garbage waste / recycling mandate compliance rate> All new development must adhere to or exceed the following open space

requirements onsite ( or off-site as allowed in the Zoning Code) - from P4> A development must provide a comprehensive rainwater management plan

designed to retain, infiltrate, or reuse a total volume of rainwater greater than or equal to a 90th percentile rain event. - from P4


4.1 USE LANDSCAPING TO ENHANCE LOCAL QUALITY OF LIFE

> Encourage alternative approaches to managing vacant land> Maximize local food production opportunities> Manage district vegetation

4.2 UPDATE WATER INFRASTRUCTURE

> Update sewer/water laterals where possible.> Focus on stormwater retention strategies at the

surface to ease the burden on sewer systems.


4.3 CREATE AND EXPAND OPEN SPACE AMENITIES FOR RESIDENTS

4.3 CREATE & EXPAND OPEN SPACE AMENITIES FOR RESIDENTS

4.4 CREATE NEW GREEN CONNECTIONS


> Create clear connections to the Heritage Trail> Improve Colwell as a green connector

4.5 BECOME A MODEL FOR INNOVATIVE WASTE MANAGEMENT AND UPCYCLING

> Establish a district composting program.> Encourage reuse of waste products from local businesses.> Enforce recycling mandate.> Provide public trash and recycling receptacles where

needed.

4.6 PURSUE DISTRICT ENERGY

> Solar Photovoltaic Power: Converts sunlight into electricity with zero air emissions.

> Biogas Food Digester Plant: A carbon-neutral process that produces biogas from which is used as fuel to generate power.

> Waste Heat-to-Power: Converts waste heat into electricity with zero air emissions.

> Combined Heat & Power: Converts natural gas into low-cost electricity and thermal energy (hot water or steam) with 60% lower emissions than utility-delivered power.

> Battery Storage: Allows power from local sources to be stored for use at any time by residential and small commercial end-users.

> Micro Grid: Provides a secure path for delivery of electricity supplied from 24 locally sited, redundant sources within Uptown. Power can be supplied continuously in the event of a electric utility outage.

6 technologies have been evaluated for use in the Uptown District Energy System:

Goal: Develop actionable district energy plan with improved cost, emissions and resilience characteristics versus conventional energy supply.

A combination of these technologies would be capable of supplying 100% of the electricity consumed in Uptown.


> INTEGRATE NEW ENERGY INFRASTRUCTURE

DISTRICT PARKING + BATTERY STORAGE + COMBINED HEAT & POWER + BIKE STORAGE AND BIKE SHARE + SOLAR + AIR MONITORING…


> explore community infrastructure hubs

> explore community infrastructure hubs

DISTRICT PARKING + BATTERY STORAGE + COMBINED HEAT & POWER + BIKE STORAGE AND BIKE SHARE + SOLAR + AIR MONITORING…


> Install high-efficiency lighting systems and controls> LED interior lights and street lights> Occupancy and daylight controls

> Convert electric air conditioning to: > Gas fired absorption chillers> Gas fired heat pumps

> Expand opportunities for CHP system deployment by specifying CHP-compatible systems in commercial and multifamily new construction:

> Circulating hot water and chilled water

> Hot water absorption chillers

Embedding these strategies in zoning ordinances and building codes would increase the percentage of renewable energy in the Uptown supply mix and expand the use of CHP systems in new development

> Reduce energy demand


A snapshot of strategies

NEXT STEPS:PUBLIC OPEN HOUSE –OCTOBER 5TH

> ?

September 2016 steering_committee

Real Estate

Transcript of September 2016 steering_committee