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CleanTech Corridor, Los Angeles California Los Angeles California

An Advisory Service PanelMay 16-21,2010

Introduction

John M. Walsh, IIIPresidentPresidentTIG Real Estate Services, Inc.Carrollton TXCarrollton, TX

CleanTech Corridor, Los Angeles, CA May 2010

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About ULI - Who We Are

• Non-profit research and education organization• 30,000 members world-wide

– DevelopersDevelopers– Architects– Planners– Bankers & financersBankers & financers– Economic development– Market analysts– Includes members public and private sectors– Includes members public and private sectors

• We have over 50 District Councils representing the Institute at the local level – ULI Los Angeles

• We are land use and real estate professionals who share ideas, insights and best practices.


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About ULI – What We Do

•Organize meetings and conferences•Publish books and magazines•Provide Education Programs•Conduct Research •Provide Advisory ServicesProvide Advisory Services

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


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Advisory Services at ULI• Panels since 1947• 15-20 panels a year• Panel provide independent, objective & candid

advice to governments, private firms and non-profits.

• Panelists are volunteers; not paid• Process• Process

– Review background materials– Receive a sponsor presentation & tour

Conduct stakeholder interviews– Conduct stakeholder interviews– Consider data, frame issues and write

recommendations– Make presentationp– Produce a final report


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Sponsors

• Community Redevelopment Community Redevelopment Agency

• Department of Water and pPower


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Panelists

PanelistsJohn Walsh, ChairRon GolemBrian ColemanJim HeidJeff KingsburyTom CurlyRalph NunezMichael SternSh P d kSharon Pandak

ULI StaffTom EitlerPatrick PontiusCaroline Dietrich


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Panel Assignment• What actions should the City of Los Angeles undertake to both promote sustainability for

existing manufacturing uses and proactively attract new and advanced technology based industry into the CleanTech Corridor while growing the district as a high quality manufacturing center for the 21st Century?

• What land use and related measures will facilitate an evolution of the manufacturing character in the CleanTech Corridor from its historic orientation geared to traditional practices to a center of innovation and sustainability?

• What policies, programs, strategies and partnerships can foster and maintain a diverse and advanced technology manufacturing and employment base, with growth opportunity for a wide spectrum of occupational and professional skill sets, through the cooperative and collaborative partnership that is CleanTech Los Angeles?

• What are appropriate goals and objectives to unify the partners of CleanTech Los Angeles towards the implementation of a common vision that itself requires definition?


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Study Parameters

• Determine market• Define potential• Create a design vision• Implement the plan

• CleanTech Corridor – “Study Area”• Placed focus on Arts District

Significant business activity – Significant business activity – Neighborhood already in a transition mode– Created a prototype that flows from our

fi difindings


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Ron GolemPrincipalPrincipalBay Area EconomicsEmeryville CAEmeryville, CA


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Background

• Look to market analysis to understand the development potential of the study area

• Over the next 25 years, LA will continue to experience strong growth:

O er 358 000 ne residents– Over 358,000 new residents– Nearly 250,000 new households– Increased employment of 174 000 new jobsIncreased employment of 174,000 new jobs

• Job growth needs to accommodate a range of worker skills– 29% of LA adults have less than a high school degreeg g


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Study Area Employment Potential

• More than 992,000 Los Angeles County jobs in sectors of warehouse, distribution, and industrial that fit flex space in the study area.– City of Los Angeles is 40% of County-wide employment, so

nearly 400 000 jobs in the City that potentially match study nearly 400,000 jobs in the City that potentially match study area buildings.

• For manufacturing only, 433,000 manufacturing jobs in the County in 2008.– City share is 173,000 manufacturing jobs.


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Study Area Employment

• 36,920 jobs in the study area, with 26% or 9,200 in manufacturing. • Major loss of manufacturing jobs: 4,690 jobs since 2006 -- a one-third

d hil j b i th t h b f i l t tdecrease – while jobs in other sectors have been fairly constant.


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Study Area Share of Existing and Future City Population & Employment

• If the study area maintains its current share of households and employment, future city growth through 2035 could support 3,500 new jobs and up to 3.5 million square feet of new warehouse and flex/industrial space, along with 500 new dwelling units.

• The key to increasing the study area’s share of growth – and • The key to increasing the study area s share of growth – and attracting uses from other cities – is an enhanced urban environment with a mix of uses that supports a range of l t h d th icleantech and other companies.


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Study Area Employment Patterns

• The study area has mostly small firms. For the 24,900 jobs in 2009 in the core of the study area, from 1st Street south, the average firm has just over 13 employeesaverage firm has just over 13 employees.

• Small firms are key to U.S. employment growth and employment growth in LA. Small businesses employ slightly more than half of all private-sector employees.– Small firms created 64% of new employment growth over the

past 15 years past 15 years. – They employ 40% of all high-tech employees.


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Downtown and Study Area Residential Market

• There were 72,061 Central City residents in 2009, and 7,700 in the study area, so the study area represents slightly more than 10% of Central City population10% of Central City population.

• Central City population was overwhelmingly renters (92%) compared to the entire City (62%).

• Central City had a median household income in 2009 of $17,769 versus $45,782 for the City.

• This is shaped by the large number of SRO or other types of • This is shaped by the large number of SRO or other types of subsidized and below-market rental units in the Central city area.


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Downtown and Study Area Residential Market

• New market-rate housing throughout the Central City in both renovated historic buildings and new construction, including the Arts District during the last two decadesArts District, during the last two decades.

• Data on for-sale condominium market in 2009 a flat market due to the recession, with a total of 153 units sold. Median sale

$ $prices ranged from $425,000 in the 90015 zip code to $325,000 in the 90012 zip code that includes part of the Arts District.

• City-wide apartment market is flat and may need two years City wide apartment market is flat and may need two years before it strengthens.


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Study Area Warehouse and Flex/Industrial Space Market

• The study area has 37.5 million square feet of warehouse and flex/industrial space.

• Only 1 million is identified as flex/industrial space with enhanced • Only 1 million is identified as flex/industrial space with enhanced power and other facilities to support manufacturing.– Manufacturing occurs in warehouse space.

• Annual rental rates range $10.49 per square foot, net, for warehouse space to $14.06 per square foot, net, for flex/industrial spaceflex/industrial space.


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Study Area Warehouse and Flex/Industrial Space Market

• Rental rates in the study area are much higher than competing locations elsewhere in LA, where asking annual rents range from $4 of $6 per square foot per year.– Other locations mostly have much larger buildings than the

study area study area. – The study area has competitive advantage for buildings

smaller than those available elsewhere and with locational advantages because of proximity to the Fashion District, Produce District, or other Downtown businesses.This supports higher rents in the study area– This supports higher rents in the study area.


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Study Area Office

• Cleantech, as well as other fashion, arts, or other uses because of their creative orientation are much more likely to be interested in Class B or C space that is both affordable and has interesting architecture not found in space that is both affordable and has interesting architecture not found in Class A space.

• Class B space annual asking rate of $14.33 per square foot, while Class C rents are $22 12 per square footrents are $22.12 per square foot.

• Future opportunities in the study area will likely target the Class C office market and seek to accommodate a range of small and medium-sized firms, with interesting design and nearby amenitieswith interesting design and nearby amenities.

• There also appears to be an emerging trend of fashion tenants looking to locate office space in the study area to create a creative environment in an urban setting One major jeans company is planning to relocate a large urban setting. One major jeans company is planning to relocate a large number of its headquarters staff in another City to a new building in the area.


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Cleantech Sectors and Employment

• The “green economy”, including cleantech, has been one of the leaders in growth from 1995 through 2008, with an average growth rate of 2.4%, compared to 1% for the overall California economy.

• The jobs that are created in cleantech span a range of skills • The jobs that are created in cleantech span a range of skills, from blue collar to white collar, generating jobs that pay from rates at the City’s Living Wage Ordinance to middle class and up t $100 000 to $100,000 per year+.


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• In 2008, the LA region had 40,000 green jobs. • Energy efficiency growth in the LA region was 77% greater than gy y g g g

the State as a whole, indicating the region’s strength in this sector.Green transportation primaril in motor ehicles had a 152% • Green transportation, primarily in motor vehicles, had a 152% growth in employment in the LA region between 1995 and 2008.

• Water conservation saw growth of 3.5 times from 1995 through g g2008.


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• Venture capital investment in cleantech in California is growing dramatically, nearly doubling in 2008 to $3.3 billion. The LA region received $600 million, the largest amount after the San Francisco Bay Area and Silicon Valleythe largest amount after the San Francisco Bay Area and Silicon Valley.– The success of San Diego with its biotech cluster shows that high-tech

clusters can be successfully crated even without the presence of local VC.Th i f i th hi h t h l t h th t th k i t • The experience of growing other high-tech clusters shows that the key is to create environments that attract scientists commercializing new technologies, with affordable spaces, and environments that promote interaction with other scientists There are numerous example of how random encounters have led scientists. There are numerous example of how random encounters have led to new ideas, collaborations, and companies.


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Market Findings

•If the study area becomes an improved urban mixed-use industrial environment that retains existing firms and attract new cleantech and environment that retains existing firms and attract new cleantech and other users, it should be able to increase its share of the City’s household growth through 2035 to 0.4% and its share of employment growth to 3%.

Thi i d h ld d t t 3 800 id ti l • This increased share could accommodate up to 3,800 new residential units, and more than 23 million square feet of new flex/industrial, office, and other space.• Creative, diverse, urban environments with amenities attract the younger generation that start most new firms and are leading cleantech developmentdevelopment.


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Market Findings

• Current market conditions mean limited amounts of new spec development in the next couple years. Near-term market potential more from working with existing tenants to identify opportunities to retain them or accommodate expansions within the study area.

• The key for the study area’s long-term success is with attraction • The key for the study area s long-term success is with attraction of cleantech and other new users who capture a larger share of the region’s growth, and increase the City’s tax base to help fi ti f 21 t t i d i d t i l finance creation of a 21st century mixed-use industrial environment.


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Brian T. ColemanChief Executive OfficerChief Executive OfficerGreenpoint Manufacturing and Design CenterBrooklyn NYBrooklyn, NY


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Strength of Existing Industrial Market in Study Area

•Despite a growing increase in vacancy rates, with a ten year high of 3.9%, there is still a very strong market for

h d t With f 190 000 ft f warehouse product. With an average of 190,000 sq. ft of new space delivered annually over the last ten years, strong demand exists and is being served by the market.

•The flex industrial market is even stronger, again reflecting t d d f li ht d i d t i l a strong demand of light and new industrial uses across

many areas.

Concentration of Relatively Low Paying IndustriesWages and Income

• The study area has a large concentration of garment manufacturers and warehouse distribution operations. According to the distribution operations. According to the US Bureau of Labor Statistics, the average annual area wages for these occupations are $20,590 and $25,800 respectfully.

• Median household income of those who live i th i th 20% in the area on average is more than 20% less than others living in the City, County or State.


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Importance of Current & Future Manufacturing

• The existing industrial base is a very important, all efforts should be extended to ensure it’s viability due to the jobs the area creates for extended to ensure it s viability due to the jobs the area creates for residents of the study area and the city as a whole.

• CleanTech LA leadership should commit significant resources to marketing publicly owned sites, particularly the large Cleantech Manufacturing Site located in the southern portion of the study area Manufacturing Site located in the southern portion of the study area. An internal team or a nationally recognized real estate entity should be engaged to properly market the site(s) on a national and i t ti l b iinternational basis.


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Concerns of Existing Businesses & Property Owners

Quality of Life• Infrastructure DeteriorationInfrastructure Deterioration• Paving & Potholes• Rubbish removal, illegal parking

Reducing Costs of Doing Business• Reduce taxes , fees & permits• Reduce energy/utility costs• Encourage alternative energy production use for property &

business owners


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Evolution of Study Area

• The ULI team sees the evolution of this industrial area as a natural progression of industry from a low tech low skill industrial area to a community of creative manufacturing and artisanal area to a community of creative manufacturing and artisanal uses.

• Though many of the existing jobs pay a minimum living wage, the study area has greater potential given the proximity to markets, creative environment, particularly in the growing arts , , p y g gdistrict, demand for custom products and fabrication, and the ability to attract entrepreneurs in creative and artisanal industries.


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Lessons from other Communities

• Dense urban industrial areas have seen job losses as major manufacturing employers have abandoned inner city locations.

• Industrial areas of Brooklyn changed from heavily concentrated manufacturing communities to younger more creative communities manufacturing communities to younger, more creative communities, industry changed too. Replacing the older dirtier larger scale businesses that had left the City with small, clean and efficient b i l d b ti t h b ht th i 21Stbusinesses led by creative entrepreneurs who brought their 21St

Century version of manufacturing to the area.


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GMDC ProfileGMDC’s primary goal is to create high quality, affordable, long term space for urban manufacturing companies that often find th l th t d b i liti l themselves threatened by economic, political and land use challenges on a local, national or international level.

The preservation of industrial activities and jobs has a threefold benefit to cities:

1. it creates employment opportunities for those who lack the education.2. it diversifies local economies, making them less susceptible to economic downturnssusceptible to economic downturns.3. it fosters the kind of creative and productive mix of uses that have helped to revive urban neighborhoods across the country.


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GMDC Profile

• 107 businesses operating in GMDC's buildings, employing 520 people

• Located in Community Board 1 in Brooklyn, an area of 4.8 y ysquare miles/3,043 acres

• Ninety-one percent of the business owners in GMDC properties are New York City residents and 96 % of their employees live in New York City, with 50% in Brooklynemployees live in New York City, with 50% in Brooklyn

• Fifty-five percent of the business owners and employees take public transportation to work, while 14% walk or bike.

• Fifty-one percent of the employees in GMDC's buildings speak English as a second languageEnglish as a second language

• Employees in GMDC’s buildings earn an average of $44,000 annually. This wage is significantly higher than national averages for manufacturing work due to the custom non-assembly line nature of the production. GMDC businesses produce custom, value added goods that offer higher returns for the business and wages for their employees.


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GMDC Profile

• GMDC’s buildings are a large and integral part of the communities in which they exist. The business owners and their employees live in the neighborhoods that and their employees live in the neighborhoods that surround the manufacturing centers. GMDC businesses employ locally, purchase locally, and sell locally, completing an economic circle that makes these projects an economic and comm nit de elopment projects an economic and community development success.

• GMDC projects harness the creative and productive energy of a community, and demonstrate that older industrial buildings can be given new life as manufacturing and technology centers in the 21stmanufacturing and technology centers in the 21st

Century.


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Jim HeidFounderFounderUrbanGreen, LLCSan Francisco CASan Francisco, CA


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REFRAMING THE VISION: CREATING FOCUS ANDDEFINING TARGET MARKETS

Step 1: Recognize the Assets p gStep 2: Define the Users Step 3: Understand their Needs Step 3: Understand their Needs Step 4: Align Land Use Step 5: Create a Communications FrameworkStep 5: Create a Communications Framework


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Step 1: Recognize Your Assets

Human Multi-culturalMulti-skilledHuman

ResourcesMulti-skilledLegacy of entrepreneursCutting edge design


Uniqueness Small Lots/ BlocksIndustrial EthosUniqueness

of PlaceIndustrial EthosHistoric CharacterAdaptable and Flexible


UniversitiesEntertainment Capital

LA-DNAEntertainment CapitalMarket GatewayContemporary Urban Center

IncubatorStep 2: Define the Market Typologies

Innovator Creator

Study Area Fabricator

y‘Sweet Spot’

Manufacturer

Warehouse Distributors

Step 3: Understand the Market’s NeedsINCUBATOR INNOVATOR

CREATORFABRICATOR MANUFACTURER WAREHOUSE

DISTRIBUTORCREATOR DISTRIBUTORCharacter Mind Mind + Hand Mind + Hand +

MachineHand + Machine Building+ Lot

Value Creation $$$$$ $$$$ $$$ $$ $$

Barrier to Entry Very High Moderately High Moderate Low Low

Differentiation Very High Moderately High Moderate Low Low

Required Education/ Training

PhD+Masters

Bachelors/ MastersVotech

High School, GEDVotech, Bachelors

< High School, Votech < High School

Compensation High Mid ‐Moderate Mid ‐Minimum Minimum+ Minimum+

Physical Inspired boutique

Creative urbanism Industrial urbanism Factory / Industrialism Large Lot

Co‐creative environments

24/7 edgy + clean Efficient and flexible Buffers and separated uses Open Space

University Lifestyle amenities Synergy of services Access to raw materials Transportation accessUniversity access

Lifestyle amenities Synergy of services Access to raw materials Transportation access

Compatible Uses

Education, housing, live‐work, service retail, office, light industrial Service retail, light industrial Manufacturing

Real Estate Diverse, SmallFlexible Agile

Ad i

Small – moderate footprint spaceAd i

Flexible mid size spaceroll up doors, office and

k

Large footprint sites, simple low investment buildings

Very Large footprint, simple low investment buildings,

lspace. Adaptive reuse + new construction

Adaptive reuse work spaces empty lots

Network University R+DKnowledge

l t

Related service providers

M t i l id

Related service providers

T t ti

Raw material providers, storage and waste /

l

Transportation

cluster Material providers Transportation recyclers

INCUBATORSValue Creation $$$$$Value Creation $$$$$Barrier to Entry Very HighDifferentiation Very HighRequired Education PhD+Required Education PhD+

MastersCompensation High

Physical Environment Inspired boutiquePhysical Environment Inspired boutiqueCo‐creative environments

University accessCompatible Uses Education housing live‐work service retailCompatible Uses Education, housing, live work, service retail,

office, light industrialReal Estate Needs Diverse, Small

Flexible Agile space. Adaptive reuse + new g p pconstruction

Network University R+DKnowledge clusterKnowledge cluster

INNOVATORS |CREATORSValue Creation $$$$$Value Creation $$$$$Barrier to Entry Moderately HighDifferentiation Moderately HighRequired Education Masters BachelorsRequired Education Masters, Bachelors

VotechCompensation High ‐Moderate

Physical Creative UrbanismPhysicalEnvironment

Creative Urbanism24/7 Edgy + CleanLifestyle Amenities

Compatible Uses Education housing live‐work serviceCompatible Uses Education, housing, live work, service retail, office, light industrial

Real Estate Needs Small‐Moderate Footprint space. Adaptive reuse + new constructionp

Network Related service providers, material providersproviders

FABRICATORSValue Creation $$$Value Creation $$$Barrier to Entry ModerateDifferentiation ModerateRequired Education Masters BachelorsRequired Education Masters, Bachelors

VotechCompensation High ‐Moderate

Physical Industrial UrbanismPhysical Environment

Industrial UrbanismEfficient and FlexibleSynergy of Services

Compatible Uses Education housing live‐work serviceCompatible Uses Education, housing, live work, service retail, office, light industrial

Real Estate Needs Mid size, roll up doors, office and work spacep

Network Related service providers, material providers, transportationproviders, transportation

Step 4: Align Land Use to Optimize Investment

Support 1%Incubate + Create/ Innovate

5%

Current Zoning

Fabricate13%

Support10%

Manufacture + Warehouse

20%

Proposed Zoning

Manufacture + Warehouse

80%Incubate+

20%

Create/ Innovate30%

Fabricate40%

Step 5: Create the Framework + Story

LA DNA FabricatorsIncubators LA-DNA(Differentiated

New economy Assets)

H man Uniqueness of Place

Human Capacity

Innovators |Creators

Subject Areas

Image Credit: National Geographic

Jeff KingsburyManaging PrincipalManaging PrincipalGreenstreet, Ltd.Zionsville INZionsville, IN


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Knowledge First

• 20th Century Model: traditional business attraction and retention yincentives, such as tax breaks or infrastructure; education as an afterthought 21st C t M d l hi h d ti i tit ti t k l di l i • 21st Century Model: higher education institutions take a leading role in economic development and by extension, community revitalization

• Foster synergy between industry and educational institutionsFoster synergy between industry and educational institutions– Education, Innovation, Knowledge Transfer, Community

Engagement


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Economic Development Strategy

Comparing the Old and NewEconomic Development Models

20th Century ED Model 21st Century ED ModelLeadership Public Sector Private/Public PartnershipIncentives Buffet Ala Carte Recruitment Strategy Shotgun LaserCompetitive Positioning Low Cost High ValueCompetitive Positioning Low Cost High ValueWorkforce Development Labor TalentOrganization Enterprise Zones Business Improvement DistrictsCritical Infrastructure Roads ConnectivityValue Proposition Incentives Knowledge Transfer

Source: Greenstreet Ltd.Source: Greenstreet Ltd.


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LA’s Extraordinary and Unique Assets

• University of California-Los Angeles• University of Southern Californiay• California Institute of Technology• Jet Propulsion Laboratory• Los Angeles Trade Technical College• Others


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Clean Technology Business Incubator

• Other successful models have included:– business incubator– teaching and workforce development space– applied research facilities– strong, experienced facility and program managementg p y p g g

• Co-location benefits:– share resources among stakeholders

cultivates new ideas and technology transfer– cultivates new ideas and technology transfer– ensures public and private investment goes further


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Branding and Identity

• ‘CleanTech Corridor’– Industry or geographic exclusion – Risk of ‘cleantech’ becoming trendy and dated– Broadly defined industry lacks clarity

• Consider– More evocative, place-based identity– Focus on specific cleantech sub-sectors which LA can compete or

dominate dominate


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Competition

• California: Pasadena, San Diego, San Francisco, g ,• United States: Texas, Massachusetts, Colorado, New Jersey,

Tennessee, Pennsylvania, New York, Oregon, Indiana, Washington, N th C li d Mi hi North Carolina and Michigan

• Worldwide: Denmark, Germany, Sweden, United Kingdom, Israel, Switzerland, Australia, the United Arab Emirates, Canada and China Switzerland, Australia, the United Arab Emirates, Canada and China


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CleanTech Los Angeles

• Excellent commencement of the region’s plan to build consensus, create jobs, stimulate demand, and facilitate environmental solutions

• Successful initiatives evolve beyond affiliated consortiums to established entities with the necessary focus and resources both established entities with the necessary focus and resources, both staff and funding


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Georgia Research Alliance

• Private Sector Initiative• Private Sector Leadershipp• Model for bringing business, research universities and

government together to create and sustain a vibrant, technology-rich economrich economy

• Leveraged $525 million in public funding into $2.6 billion of additional investment– $5 for every $1 of investment


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Indiana Energy Systems Network

• Public Sector Initiative• Private Sector Leadershipp• ESN’s strategy and brand is focused on advanced transportation,

energy supply and energy demand sub-sectors of cleantech• While only a year old, ESN has attracted millions of dollars in

new investment


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Thomas CurleyThomas Curley Associates LLCThomas Curley Associates LLCNew York, NY

Ralph L. Nunez, President/Design PrincipalPresident/Design PrincipalDesign Team LimitedS thfi ld MISouthfield, MI


59

Industrial ContextHi t i

Civic /Government District

Rail

Seafood DistrictFlower

ToyDistrict

HistoricCore

Food Processing and

Seafood District

FashionDistrict

District Boyle Heights

Distribution

Printing

Electronics District

US 5

ApparelRail

Food Processing and Distribution

US 10

ApparelApparel


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Industrial ContextHi t i


Rail

Seafood DistrictFlower

ToyDistrict

HistoricCore

Food Processing and

Seafood District

FashionDistrict

District Boyle Heights

Distribution

Printing


US 5

ApparelRail


US 10

ApparelApparel


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The District

US 5

US 10


62

Four Initiatives: Transit

Rail

Station

Station

Station

US 5

US 10


63

Four Initiatives: River Access


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Four Initiatives: Parks and Open Space

Station

Station

Station

US 5

US 10


65

Four Initiatives: The Streets

US 5

Do it now.

US 10


66

Innovation Station

Station

Station

Station

US 5

US 10


67


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Union Station

Art District/Little Tokyo St ti l hStation Boyle Heights

eda ST

½ mile

SCI ARC

Clean Tech Business

¼ Mile InnovationStation

Alame

Clean Tech Business Incubator & Innovation Campus

Hollenbeck Park

Factory Place Lofts & Arts

Art Park`

7TH ST

ComplexToy Factory Lofts


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Michael A. SternPrincipalPrincipalStradaPittsburgh PAPittsburgh, PA


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experimental urbanism

• utilize the core of the Arts District as the nucleus of a growth center of innovative urbanism that spreads from the core area of the SciArc/Innovation Center nodeSciArc/Innovation Center node.

• enhance a mixed use community that focuses on the Incubate/Innovate+Create/Fabricate end of the value proposition.

t bli h th Di t i t t t d l t f i t l • establish the District as a prototype development of experimental green urbanism that uses the tools of adaptive reuse, green infrastructure, water capture, conservation and recycling, renewable energy production and conservation and other systems across the energy production and conservation and other systems across the Innovation District.

• apply new and innovative technologies as they are developed by the businesses inside the District to the District make the infrastructure businesses inside the District to the District – make the infrastructure of the streets, open spaces and buildings as the are developed test cases.


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Industrial Arts District


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district development standards

• apply Low Impact Development standards throughout the District:• apply Low Impact Development standards throughout the District:– green streets, stormwater infiltration and bmps– adaptive reuse and green buildings

i t d bl k t li– rainwater, grey and black water recycling– green (brown) roofs

• green energy systems including solar, district energy production and net metering

• establish study area as laboratory of green certification systems• neighborhood scaled open space in vestigial rail spacesg p p g p• extend and expand transit service at neighborhood scale


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integrated building & site


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create closed loop water system


75

integrated urban water system with river


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neighborhood scale open space as part of green infrastructure


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green streets


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extend and expand transit service at neighborhood scale


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Sharon E. PandakPartnerPartnerGreehan, Taves, Pandak & Stoner, PLLCWoodbridge VAWoodbridge, VA


80

IMPLEMENTATION

“Making the Deal”and

“Making the Place”

“Making the Deal”

“Getting There

First”


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Create an Economic Development Director

Sole charge is to “quarterback” targeted economic development prospects with a specific focus on the study area.


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Economic Development Director

• World class, represents L.A., cajoles public and private resources

• Operates with independence in seeking/securing businesses

• Acts with authority of Mayor/Council to commandeer City resources

• Markets property to prospective businesses• Markets property to prospective businesses

• Sells the L.A./CleanTech brand

• Builds relationships with CleanTech L.A. stakeholders: universities, businesses, community organizations. . .

to bring targeted industries to L.A.


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“Keeping and Growing Our Own”

Supporting Existing Business1 Foster a framework for consolidated action by the Community 1. Foster a framework for consolidated action by the Community

Redevelopment Agency and other entities in the study area, instead of operating in “silos” or fragmentation.

This action will further coherent communication with the Department of Water and Power the business improvement Department of Water and Power, the business improvement districts, neighborhood councils and other stakeholders.


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2. Create non-profit Economic Development Corporation to

- assist the Economic Development Director in locating and bringing new business to the study area and L.A.;

- support and retain existing businesses;

- look for ways to incentivize the CleanTech aspects ofbusinesses;

- working in tandem with the CRA and other City agencies;

- leverage financial resources.


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3. Create a “Strike Team” of City community development review and proprietary departments and financial staff to ID matters and proprietary departments, and financial staff to ID matters affecting new/retained businesses, and improve approach, to include:

- streamlined permitting;

i it i– priority processing;

– vetting of alternative energy production/ sustainability g gy p yincentives for effective use by businesses to reduce their carbon imprint.


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Engaging the State Assembly

• Legislation to ensure expanded CRA authority – clean up brownfields and provide direct assistance to businesses

• Enhance other funding• Guardian/Marketer of the new vision• Part of the resource pool . . .

to bring targeted industries to L Ato bring targeted industries to L.A.


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“Making the Place”

Planning and Zoning• Use public participation processes;• Use public participation processes;• Re-plan study area – make other plans consistent;• Use/revise Zoning Districts; Use/revise Zoning Districts; • Overlay district(s), w/ sustainable performance standards, can

assist new and existing businesses.


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City Officials’ Leadership

• Send a strong message – “L.A. is open for business”• MOU with CleanTech L.A. to mark shareholder buy-iny• Implement quickly to capture energy – dedicated funding source

. . .to “Make the Place” and “Make the Deal”. . .

to bring targeted industries to L Ato bring targeted industries to L.A.


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How do you measure Success?

• Greater alignment of land use and value creation• Reducing the carbon footprint in L A and making L A a • Reducing the carbon footprint in L.A. and making L.A. a

global player in CleanTech• Metrics for measuring• Metrics for measuring• Positive response of residents/business.


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ConclusionConclusion

• Take affirmative steps now - prepare study area to Take affirmative steps now prepare study area to cultivate industry for the new millenium and enhance L.A.’s position as a global competitor.

• New Opportunity to Shine . . .

to bring targeted industries to L Ato L.A.


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Questions?Rail

ToyDistrict

HistoricCore

Seafood District

FashionDistrict

Flower District Boyle

Heights


Printing


RailFood Processing and

DistributionApparel

Apparel

Rail Distribution


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