Lee County SDATOctober 2013
THE VISION“A Livable, Economically Diverse Hub for Sustainable Business”
Our Charge•Assess the feasibility of the Diamond Concept
•How and what it should be
• What the public and private sectors can do to make it happen
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What We Heard
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What We Heard
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• What does the Diamond boundary mean?
• How can we be competitive nationally?
• We want to diversify the economy through innovative research and sustainable industries
• Is this a marketing exercise?
• Skyplex adjacency to the airport is a competitive advantage.
• Potential synergy with the University.
• Some DRGR and lands bordering on mines poses challenge for development.
• Effective public-private partnerships are essential.
• A concern planning won’t bear fruit
• People need to be patient. It will take time to achieve the vision.
• We don’t want “more of the same”
WE HEARD YOU WANT•A complete community to attract
families
•Walkable, comfortable setting with Transportation Choices
•Attract and retain FGCU faculty and students
•Distinctive architecture and landscape
•Cool things to do
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1. When Work Changes, the City is
Transformed
The prosperity machine of early industrialization grew cities and towns to a never-before-seen scale
When major change happened: Agriculture & Crafts to Factories – “Industrialization v.1”
© Freedman Tung + Sasaki 2013
“City as Machine” (CIAM 1933)
Industrialization v.2:City Pattern re-organized using Industrial Principles
• Economy Focused on Making & Moving Goods• Synchronized routines• Segregated land uses linked by vehicle “conveyor belts”• Mass consumption
Business park
Shopping Center
Housing Subdivision© Freedman Tung + Sasaki 2013
• When the nature of Work changes, the City is entirely transformed• (The Business Park was ushered in by a small group of business leaders)
Industrialization v.2: The Mid-20th Century Suburban Ideal
© Freedman Tung + Sasaki 2012
The Experiment FIT with the new industrial economy of the Era. New Technologies:
• Cars• Interstate Highways• Electrification• Air Conditioning
Taylorism (Fordism): • Central Control• Mass Production• Mass Consumption
Demographics:• Uniform H/H Structure
Cheap energy
Abundant accessible land
Massive subsidies
© Freedman Tung + Sasaki 2013
It became our culture’s development “consensus” on how to build.
Foundations of the Recent “Consensus” 1950 - 2007
1. The Open Road2. Demographics – uniform household structure3. Cheap energy4. Abundant, available and accessible land5. Massive government subsidies - home mortgages, strip
construction, highway construction & maintenance6. Fordist model of national economic development –
based on consuming homes, cars, and home appliances.7. Nostalgia - New generations of Americans learned to
associate sprawl with America
Foundations of the Emerging Consensus 2008 - ?
1. The Open Road2. Demographics – uniform household structure3. Cheap energy4. Abundant, available and accessible land5. Massive government subsidies - home mortgages, strip
construction, highway construction & maintenance6. Fordist model of national economic development –
based on consuming homes, cars, and home appliances.7. Nostalgia - New generations of Americans learned to
associate sprawl with America
Does the Mid-20th Century “Consensus” and its City format
still fit the needs of today’s economic activity?
Beginning in the 1980s: Wide-spread Digitalization
© Freedman Tung + Sasaki 2013
At first, many thought it was just a change in tools. But digitalization has led to
Fundamental changes in work activity
This process of combining ideasto create new possibilities…
+ =
+ =© Freedman Tung + Sasaki 2013
…is called Innovation and it has become the primary wealth-
generator in the new economy.
© Freedman Tung + Sasaki 2013
Saskia Sassen: the heightened importance of rapid creative invention has effected all industries – from mining and agriculture to electronics.
Innovation is a social processResearch has shown that
innovation comes from:
• Group collaboration rather than individual solitary effort.
• Interaction between people with different specializations, experiences, and perspectives.
Source: analytics20.org
• In the office and the lab• In the conference room• In cafes, bars and restaurants
• During breaks, recreation and leisure• Especially while socializing
Essential Principal: Innovation is fostered by providing settings that bring people together to collaborate and
exchange ideas
We are still designing our cities to meet the
needs of the old industrial economy
2. Reshaping the City
Leading cities (of all sizes) are beginning to understand:
To Attract, Build, and Servethe Businesses of Tomorrow, we must
Physically re-shape citiesto attract and accommodate the needs of
innovators
The Innovation Ecosystem: Dense Collaborative Network of Partners, Suppliers, Customers
The Innovation Ecosystem: Composed of Companies at Different Stages in their Life-cycle
Emerging: A Dynamic Mix of Uses(instead of the old habit of separating uses)
Hotel
BBC
StudiosUniversity of Salford
& iTV
Offices
BBC
Offices
BBC
Small-medium sized businesses
MediaCity – Manchester UK
Housing
Entertainment
HDTV
Emerging: A Range of Building & Workspace Types Mixture of space costs, sizes, and configurations to
match the needs of different work activity in close proximity
Established Corporate Space
Quality Medium Sized Space
Creative rehab – lower cost spaces
New lower cost, small scale space
The U.S. General Services Administration has embraced these ideas in planning and managing its properties:
Source: GSA Public Buildings Service White Paper, Leveraging Mobility, Managing Place (2010)
Reshape the City: Connectivity
Segregated land uses + arterial roadway system – failing as a habitat
Forces Undermining the Viability of the “Modernist” City:•Poor Accessibility•Rapid Consumption of Farmland, Natural Resources•Acceleration of Climate Change•Wasteful of Diminishing Fossil Fuel Reserves•Increasingly expensive for families
Emerging: Transit-Connected Hubs of Activity
• Multi-Nucleated Patterns of walkable, bikeable, mixed-use, denser development
• Integrated with a Transit Network offering modern, frequent service
Reshape the City: Activity
No activity focus or center
The Workplace District remains out of sync
Activity-generating retail is one of the most precious city building commodities. Urban vitality drives innovation and attracts “talent.”
The most important and most difficult decision in the design of the (suburban) metro area is where (and how) to strategically build the retail.
Centerless Workplace “Vital Center”
To foster creativity & innovationcities must provide “Vital Centers” with clustering,
density, mix, and settings for interaction
Classifying and locating these centersis a critical strategic decision cities must make
ULI Emerging Trends 2011: Commercial real estate needs to cope with “Era of Less”
“Most areas need less retail, not more. Endless strip construction is over. …. [we must] rethink how we deliver retail in better transportation-linked urban centers, moving away from car-dependent models”
Reshape the City: Amenity & Image
Plenty of Open Space but no “Public” Space
The Workplace District remains out of sync
The Emerging 21st Century Workplace District Model: Settings for Convenience, Interaction, Activity
SOMA near South Park, San Francisco
Promote “business livability” – developments and districts that respond to 3 scales of activity:
Quick Breaks • Immediately outside the building
Lunchtime Activity • Evenly distributed within 3 minute walk;
activated by food & drink businesses
After Work Activity• A central cluster within 10-15 minute
walk, bike, drive or transit ride; activated by restaurants, bars, fitness, convenience retail
To Attract Innovators:
© Freedman Tung + Sasaki 2012
Part 3: New Formats of Development in the Innovation
Economy
PREVIOUS ERA:Economic Value
• Attracting Talent• Training• Compensation packages• Services• Infrastructure/Building
Investment
Created by large corporate firms
Tap into the “Big-Firm Ecosystem” by attracting large firms
• Transportation access• Infrastructure
improvements• Financial incentives
(tax incentives, land write-downs, etc.)
PREVIOUS ERA:Economic Development
Wrigley
Change: The scale & complexity of business operations has increased dramatically
© Freedman Tung + Sasaki 2012
Change: Work is distributed among ahighly connected network of
specialized, collaborating partners
To be successful in this transformed economic landscape, Cities need to:
1. Attract and accommodate small and medium sized firms along with large ones.
2. Attract, produce and retain a pool pool of of Knowledge Workers.
CEOs for Cities survey of 25 – 34 year old college graduates:
• Almost 64 percent of them reported they pick where they want to live before launching a job search.
• They are about 90% more likely to live in close-in urban neighborhoods
The “creative class” craves vital centers
Streetlife Public SpacesTransit
Focus Exclusively on Attracting Big, Vertically
Integrated Firms
Physically re-shape citiesto attract and accommodate the
needs of innovators
+Assemble knowledge districts
that foster innovation and produce innovators
Industrial Economy Innovation Economy
Attracting, Building, and Servingthe Businesses of Tomorrow requires
a new approach to Economic Development
The emerging “Business District” ecosystem:
• City and Regional Centers (Downtowns)
• Workplace-focused districts• Revitalized Business Parks• Redeveloped Industrial Districts
• Institution-anchored districts• Educational Campuses• Medical Districts
© Freedman Tung + Sasaki 2012
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Smaller cities and towns are remaking themselves as hubs for the knowledge economy.
Livable cities draw creative people, and creative people spawn jobs. Some places you’d never expect—small cities not dominated by a university—are learning how to lure knowledge workers, entrepreneurs, and other imaginative types at levels that track or exceed the US average (30 percent of workers)
“Small Cities Feed the Knowledge Economy,” WIRED Magazine – May 31, 2012
1. Studies have shown that up to 80 percent of job growth is from existing businesses
2. In the new era of specialized, networked businesses, proximity matters
3. Focus on strengthening existing workplace districts / industry clusters
4. Target those industries related to existing City assets
Build on Local Strengths
• When Work Changes, the City is Transformed
• The City will be Reshaped• New Formats of
Development in the Innovation Economy
LEGENDStable AreaChange AreaInstitutional AreaNatural Preserve
Daniels Pkwy
Alico Rd
Terminal Acc Rd
Tree
line
Blv
d
Estero Pkwy
Corkscrew Rd
I-75
Stability Areas and Change Areas
RSW
FGCU
Current Economic Conditions
• Very large area to absorb • Glut of vacant space across
all commercial and industrial
– Low rents, marketwide
• Markets rebounding in 2013, but a long ways to go
Two paths• Wait for market trends to develop the area• Go after what you want
Waiting for market trends• Will likely result in
– Low density, low cost development patterns– Scattered absorption– Little cohesive identity
LEGENDStable AreaChange AreaInstitutional AreaNatural Preserve
Daniels Pkwy
Alico Rd
Terminal Acc Rd
Tree
line
Blv
d
Estero Pkwy
Corkscrew Rd
I-75
Stability Areas and Change Areas
RSW
FGCU
Potential Development Pattern
Institutional
Innovation Cluster
Tradeport/Industrial
Commercial Strip
Commercial Retail
Hospitality & Services
Residential
Natural Area
Entertainment
Terminal Acc Rd
RSW
FGCU
Daniels Pkwy
Estero Pkwy
Corkscrew RdI-7
5 Tree
line
Blv
d
Alico Rd
Potential Development Pattern
Institutional
Innovation Cluster
Tradeport/Industrial
Commercial Strip
Commercial Retail
Hospitality & Services
Residential
Natural Area
Entertainment
RSW
Daniels Pkwy
Terminal Acc Rd
I-75
Tree
line
Blv
d
Alico Rd
Potential Development Pattern
Institutional
Innovation Cluster
Tradeport/Industrial
Commercial Strip
Commercial Retail
Hospitality & Services
Residential
Natural Area
Entertainment
FGCU
I-75
Tree
line
Blv
d
Alico Rd
Corkscrew Rd
Estero Pkwy
Potential Development Pattern
Institutional
Innovation Cluster
Tradeport/Industrial
Commercial Strip
Commercial Retail
Hospitality & Services
Residential
Natural Area
Entertainment
RSW
Daniels Pkwy
Terminal Acc Rd
Tree
line
Blv
d
I-75
Alico Rd
Implementation
• Economic Development Approach• Policies• Capital Improvement Projects
Encourage development will require addressing• Innovation• Infrastructure• Quality places• Human capital
• Investment• Encouragement• Recruitment• Focus
throughthrough
Human Capital
Infrastructure
Place
Target industries• Aerospace• Clean technology
– Biomass, renewable fuel sources• Life sciences• Information technology• Health care• Medical devices• Freight and logistics• Travel and tourism
Investment
Encouragement• Business retention
– Airport related– FGCU
• Focus on human capital• Foster entrepreneurship• Education
Recruitment
• Long odds game• Requires focus, clarity• Customer service, capacity• Central points of contact,
role clarity
Focus• Consistent messaging• Leadership• Patience• Long-term payoffs
Policy• CURRENT: County General Plan Update
– Ensure that the Research and Enterprise Diamond vision is emphatically articulated in the Update.
– Define the resulting supportive regulations and catalytic capital investments
• CONCURRENT/FUTURE: Zoning & Regs Update– Where new formats critical, revise development
regulations to provide greater investment reliability (i.e. form-based) for both investors and neighbors
– The Land Development Code’s Compact Communities Regulations is an example and template.
“City as Machine” (CIAM 1933)
Industrialization v.2:City Pattern re-organized using Industrial Principles
• Economy Focused on Making & Moving Goods• Synchronized routines• Segregated land uses linked by vehicle “conveyor belts”• Mass consumption
Business park
Shopping Center
Housing Subdivision© Freedman Tung + Sasaki 2013
1. Very Restrictive Use Control (Use Separation)
2. Very Specific Density & FAR Control
3. Not Enough Building Scale, Type, Form, & Character Control
Conventional Zoning
Hard to envision and predict physical outcomes
TOOL – District/Form Based Regulations:
• Regulations that shape physical characteristics of buildings for compatibility, such as orientation, volume, relationship to the street, and architecture/massing.
• Regulations that are more flexible about adjacent uses that are compatible with each other (e.g. housing, workplaces, services)
• These provide greater investment security by insuring that new (or renovated) buildings will be located near others of similar type.
“Sense of place”• Understand the “pieces of city” (neighborhoods,
subdistricts) whose in-common physical and performance characteristics of development tell you where you are.
• Each “piece of city” has to have developments of physical coherence and regularity to make them recognizable, valuable and secure for investing.
The “Urban Transect” (from the Smart Code, v.7)
< < < OUTSKIRTS < < < > > > CENTERS > > >
Code Focused on Physical Outcomes1. District Zones / Standards 2. Corridor Frontages / Standards.
Land Use Zones District Zones
Define the Places for Incubators, Accelerators, Training Organizations, Technical Assistance, NGOs, Institutions, Regulators…
Capital Improvements• Priority Catalyst Projects
– Multi-modal street improvements– Transit links for highest-priority destinations– Boulevard Street Tree Plantings (ensure that Lee
County’s natural image remains visible along entry corridors)
• Public-private partnerships to enable high-speed internet connectivity opportunities (dark fiber activation, etc.)
1. Lead (or support) the vision2. Provide a reliable policy
context for investment at different scales
3. Ensure the emergence of critical physical elements (especially the infrastructure + public pieces)
The Public Agency Role:
Thanks!• AIA Florida Southwest• Lee County Port Authority• Florida Gulf Coast University• Lee County Metropolitan Planning Organization• Real Estate Investment Society• Estero Council of Community Leaders• Horizon Council • Lee County Community Sustainability Advisory Committee• Alliance for the Arts• Lee County Board of County Commissioners• Lee County Departments: Community Development, GIS,
Transportation, Parks & Recreation, Visitor & Convention Bureau, Economic Development, Administration, Office of Sustainability
www.aia.org/liv_sdat