Twin Cities Sustainable Harbor Initiative · public, attract visitors by building a better community for residents, complement and not compete with Downtown, reality-based economic

Twin Cities Sustainable Harbor Initiative

Governance Retreat20 September 2019

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Goal

The goal of the Sustainable Harbors Initiative is to facilitate the

development of long-term, sustainable strategies that enable

Michigan’s Great Lakes coastal communities to maximize the

benefits of their harbors and waterfront.

www.sustainablesmallharbors.org/communities/st-joseph-benton-harbor 2

Governance Retreat Goals• Goal 1: (Gathering) Bring community leaders together to foster relationship building and create a space for open communication and dialog.

• Goal 2: (Identifying) Help the communities identify common goals, shared priorities, and opportunities to advance revitalization of the harbor and waterfront.

• Goal 3: (Sharing) Facilitate discussion to help communities identifying goals and priorities that would benefit from coordination and collaboration for successful implementation.

• Goal 4: (Implementing) Brainstorm strategies for advancing collaborative goals and priorities and maintaining open communication.

• Goal 5: (Maintaining) Determine governance and operational strategies to advance goals, foster community relationships, and maintain open communication among community leaders and members.


Goal 1: Gathering• Introductions

• Name & Affiliation• One word to describe how you feel today?


Ground Rules• Stay mentally and physically present

• Listen attentively to others and don’t interrupt or have side conversations.• Treat all meeting participants with the same respect you would want from them.• Limit your use of cell phones/computers unless necessary for the meeting.

• Contribute to meeting goals• Participate 100% by sharing ideas, asking questions, and contributing to discussions.• Share your unique perspectives and experience, and speak honestly.

• Let everyone participate• Share time so that all can participate.• Be patient when listening to others speak and do not interrupt them.• Respect each others’ thinking and value everyone’s contributions. Listen with an open mind.


TWIN CITIES SUSTAINABLE HARBOR REDEVELOPMENT RESEARCH REPORT OVERVIEWTHORNTON BUCKEYE GROUP

SEPTEMBER 2019

TABLE OF CONTENTS

Case 1 Overview: Erie-Western Pennsylvania Port Authority

Case 2 Overview: City of Ashtabula

Case 3 Overview: City of Oswego

Case 4 Overview: Lorain County

Case 5 Overview: Green Bay Redevelopment Authority

Key Trends

CASE 1 SUMMARY:ERIE-WESTERN PENNSYLVANIA PORT AUTHORITY (2018)

Erie is on the eastern basin of Lake Erie and has faced similar challenges and opportunities as the communities of Benton Harbor & St. Joseph

Despite having a larger population of approximately 97,000 (2017 estimate), Erie has faced similar outward migration patterns to the cities of Benton Harbor & St. Joseph which has shrunk population, industry, and median household income which was at around $28,000

Erie Bayfront will be a thriving year-round regional economic engine defined by balanced development consisting of recreation, commercial, residential and industrial assets supported by multi-modal transportation

As of July 2019, the Port Authority has sought RFPs for a design firm to conceptualize the upgrades to Dobbins Landing, Bicentennial Tower, and near by docks as part of the master plan

Financing Options: Leasing, Philanthropy, State & Federal grants, public-private partnerships

ERIE LAKEFRONT

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ERIE LAKEFRONT

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CASE 2 SUMMARY:CITY OF ASHTABULA (2010)

Situated at the mouth of the Ashtabula River on the eastern basin of Lake Erie, the City has been a major coal and iron port

Ashtabula has a declining population of 19, 124 (2010 Census) Meanwhile, the median household income is $27,354 which is typical for deindustrialized areas in Rust Belt states

Document used as a land use planning guide regarding aspects of physical development, redevelopment, and preservation activities in the Harbor District considered over 20 years

As of August 2019, the neighboring city of Conneaut is reviewing a $25 million luxury hotel proposal that as part of the overall Harbor District upgrades; and, to be paid by the developer

Financing Options: Community Reinvestment Area, Tax Increment Financing (TIF), Job Creation Tax Credit, Revolving Loan Fund,

ASHTABULA LAKEFRONT

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ASHTABULA LAKEFRONT

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CASE 3 SUMMARY:CITY OF OSWEGO (2017)

Oswego is located on the western basin of Lake Ontario and boasts a university that is part of the State University of New York (SUNY) System

With a population of 18,142 (2010 Census), Oswego and $39,867 median household income

Oswego Waterfront should be open to the public, attract visitors by building a better community for residents, complement and not compete with Downtown, reality-based economic decision-making, and a focus on authenticity

As of August 2019, the U.S. Army Corps of Engineers is on schedule to complete a $4.7 million, 600-foot breakwater repair by the end of September 2019

The City of Oswego submitted a $17 million request for improvements to Wright’s Landing Marina and the International Pier as part of the State of New York’s $300 million Resiliency and Economic Development Initiative (REDI) to support Lake Ontario communities

Financing Options: Tax Increment Financing, Land Partnerships, Agency Partnerships, Public Private Partnerships, State and Federal Grants, Brownfield Grants, Local Funding Sources, User Fees and Charges, Philanthropy

OSWEGO WATERFRONT

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OSWEGO WATERFRONT

https://images.app.goo.gl/FRjUsDvUwk6aAZL7A

CASE 4 SUMMARY:LORAIN COUNTY (2018)

Lorain County, Ohio is located in Northeast Ohio on the lower-middle basin of Lake Erie

Lorain County has a growing population 301,356 (2010 Census), due to outmigration from metro Cleveland, of with many cities and townships of comparable size to Benton Harbor & St. Joseph

Lorain County has a median household income of approximately $52,000

Increase economic activities along the Lakefront communities & Lorain County

Connect non-Lakefront communities in Lorain City to the Lakefront

On August 1st, the Lorain Port Authority approved a 10-year contract with Maryland-based Oasis Marinas to operate Lakeside Marina

Financing Options: Tax increment Financing (TIF), Transportation Improvement Districts (TID), Philanthropy, State & Federal grants, and bonds

LORAIN COUNTY WATERFRONT

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LORAIN COUNTY WATERFRONT

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CASE 5 SUMMARY:GREEN BAY REDEVELOPMENT AUTHORITY (2018)

The City of Green Bay, situated in Northeast Wisconsin on the sub-basin of Lake Michigan at the mouth of the Fox River, is known for its picturesque Lakefront and harsh variable climate

A holistic approach to commercial, residential, and recreational development, investing and financing social capital into an area by aiding residents in activating neighborhood revitalization based on their needs

A comprehensive approach at housing (choice and availability), land use (industrial and residential), economic development (commercial and workforce development), infrastructure (bicycle and pedestrian), and community building (live, work, play models)

Financing Options: Neighborhood Enhancement Fund (NEF), Community Development Block Grant (CDBG), HOME Funds, US EPA Brownfields Grant

GREEN BAY SHIPYARD WATERFRONT

https://images.app.goo.gl/avFiUmq4UkhXToFc8

KEY TRENDS

The central themes of lakefront redevelopment center on: Infrastructure/Transportation

Housing

Quality of Life

Environmental Sustainability

Downtown Corridors/Business Development & Attraction

All of the projects sought to find balance between the existing character and modernization

Many of the projects used diversified funding mechanisms within public-private partnerships to accomplish goals

CONTACT:THORNTON BUCKEYE GROUP

Thornton Buckeye Group

Prepared by: Karlton Laster, Consultant

P.O. Box 202003

Cleveland, Ohio 44120

(216) 282-7418 Office

[email protected]

Project Review


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Initial Community Visioning MeetingSeptember 11, 2018

One word to describe your community…

www.sustainablesmallharbors.org/communities/st-joseph-benton-harbor

AS IT IS TODAY IN THE FUTURE

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Initial Community Visioning MeetingSeptember 11, 2018

Shared Values for Future:• Development

• Commercial, Housing, Cultural Center, Grocery

• Transportation• Public Transit, Water Taxi

• Connectivity• Walkable, Accessible, Bike Routes

• Environment• Green Space, Water Access, Parks

• Collaborative Governance• Transparency, Uniform Zoning


Focus Group Sorting Exercise• Current Assets

• Recreation and Quality of Life are were consistently in the top three• Residential and Business Tourism is not seen as valuable of an asset for the young professionals

• Citizen Agency & Empowerment and Transportation Systems are not seen as assets

• Future Assets• Quality of Life is consistently in the top three• Business Opportunities more important to older demographic focus groups• Public Access more important to residents and younger professionals• Commercial & Recreational Harbor want Transparent Governance


Community Visioning Charrette: Public Workshop

October 9, 2018

Exercise 1: “Build Your Own”


• Housing• Commercial• Cultural• Recreation

Community Visioning Charrette: Alternative Designs & Community Open House

October 10, 2018

• Three alternative designs were developed for each major section of the study area:

• Outer Harbor• Inner Harbor• Riverview Drive• Fisherman’s Wharf-Marina

Island



October 9, 2018

Exercise 2: “Connect the Dots”



October 11, 2018


Community Visioning Charrette: Alternative Designs & Community Open House

October 10, 2018

• Three alternative designs were developed for each major section of the study area:

• Outer Harbor• Inner Harbor• Riverview Drive• Fisherman’s Wharf-Marina

Island• Community members

participated by dot voting on each of the alternative designs


Work-in-Progress Preferred AlternativeOctober 11, 2018


Work-in-Progress Preferred AlternativeSeptember 20, 2019


Goal 2: Identifying• Individual Sort (10 minutes)• Group Sort (15 minutes)• Reporting (10 minutes)• Shared Values and Revitalization Opportunities (20 minutes)• Summary (10 minutes)


Goal 2: Individual Asset Sort


Goal 2: Group Asset Sort

• Need to agree on Most (Top 3) and Least (Bottom 3) Assets (15 minutes)

• Report (10 minutes)

38www.sustainablesmallharbors.org/communities/st-joseph-benton-harbor

Goal 2: Revitalization Opportunities• Shared Values around Community Assets (between 3 and 12)• What are the opportunities to address these shared values and community assets? (20 minutes)

• Three assets per table (one assigned; two from table discussion)• Tangible projects/improvements or operationalized strategies

• Summary (10 minutes)


Goal 3: Sharing• Introduction (5 minutes)• Rank Order (15 minutes)• Rank Order Sharing (10 minutes)• Opportunity SWOT Analysis (x2) (30 minutes)


Goal 3: Rank Order• Rank each of the reported revitalization opportunities based on required collaboration for success (15 minutes)

• Most to Least


Goal 3: Opportunity SWOT Analysis• Answer the following for your highest ranked collaborative revitalization opportunity (15 minutes):

• What Strengths do our communities (region) have that we could bring to bear on this opportunity?

• What Weaknesses should we consider or be aware of?• What would be the most positive Outcome if we were successful in implementing this revitalization opportunity?

• What is the Threat is we don’t do this (i.e. fail at implementing this revitalization opportunity)?

• Repeat for a collaborative revitalization opportunity for another table (15 minutes).


Goal 4: Implementing• Introduction (5 minutes)• Timeline for Implementation for Each Opportunity (10 minutes)

• Near‐Term (< 1 year)• Mid‐Term (2‐4 years)• Long‐Term (5+ years)

• Summary of near‐, mid‐, and long‐term goals (10 minutes)• Does the necessary governance or operational structures currently exist for implementation? If not, what needs to occur? (45 minutes – 15 minutes for near‐, mid‐, and long‐term)


Goal 5: Maintaining• Implementation Meeting• Next Meeting

• What does our next conversation look like?• Who is going to come together to work through these ideas in more detail?

• Final Question• What is the one thing you are going to do based on today’s discussion to move the collective vision forward?


Documents

Twin Cities Sustainable Harbor Initiative · public, attract visitors by building a better community for residents, complement and not compete with Downtown, reality-based economic