IBM Smarter Cities Challenge - Jacksonville Final Report

IBMs Smarter Cities Challenge
Jacksonville
Report
Contents
3 5 8 9 15 16 18 20 22 24 25 26 28 29 30 31 32 33 34 35 35 38 41 42 44 45 1. Executive summary 2. Introduction 3. Context for recommendations A. SWOT analysis 4. Recommendations Recommendation 1-1: Adopt a Balanced Scorecard methodology to translate vision to strategy, measure progress, and enforce accountability Recommendation 1-2: Adopt an optimization-based, roadmapping approach to facilitate multi-criterion decision making Recommendation 1-3: Establish a Roadmap Management Office to manage development and progression of the roadmap Recommendation 2-1: Create an epicenter for growth Recommendation 2-2: Implement near-term projects to build attractiveness and draw people downtown Recommendation 2-2-1: Recommended near-term project 1 regular special events programming Recommendation 2-2-2: Recommended near-term project 2 short-term beautification initiatives Recommendation 2-2-3: Recommended near-term project 3 enforce codes Recommendation 2-2-4: Recommended near-term project 4 develop a dedicated brand identity Recommendation 2-2-5: Recommended near-term project 5 messaging and communications Recommendation 2-2-6: Recommended near-term project 6 synchronize transportation to businesses and increase wayfarer signage Recommendation 3-1: Develop downtown residential units to accommodate at least 15,000 citizens by 2015 Recommendation 3-2: Build and expand urban parks 5. Conclusion 6. Appendix A. Acknowledgements B. Team biographies C. References D. Examples of roadmapping input and output E. Strategy map F. Balanced Scorecard
1. Executive summary
Jacksonville, Florida, was one of 33 cities selected to receive a Smarter Cities Challenge grant from IBM in 2012 as part of IBMs citizenship efforts to build a Smarter Planet. Since the programs inception in 2010, 64 cities have received Smarter Cities Challenge grants, and many of these have already made great progress on the road to becoming more instrumented, interconnected and intelligent (additional information available at www.smartercitieschallenge.org). During three weeks in August 2012, a team of five IBM experts worked to deliver recommendations on a key challenge identified by Mayor Alvin Brown, his leadership team and a wide range of stakeholders: establish a renewed identity for the Jacksonville community through revitalization of the downtown areas urban core, utilizing a cohesive, measurable and actionable approach. For the City of Jacksonville, downtown revitalization interconnects with the sustainable economic growth of the entire city. This revitalization is dependent on creating a draw to downtown. Jacksonville has had success creating well-considered downtown development plans, but 20 years of severe economic downturns and differing priorities of various administrations have created gaps in the consistent execution and governance of such plans, particularly in the area of private investment. As a result, business was not stimulated as expected. To date, Jacksonville has been successful in attracting business offices downtown, creating a steady flow of people in the downtown area during the typical workday. Maximizing the use of downtown real estate, however, requires mixed-use properties, designed for multiple purposes and frequently combining residential, retail and office space. Since 2000, less than 1 percent of all completed development projects have been mixed-use, but mixed-use development is approaching 50 percent of the proposed non-transportation development projects. By filling downtown with properties that encourage a continuous flow of people, Jacksonville can efficiently address its goal of increasing density, occupancy and revenue in the downtown area.
The challenge
Mayor Brown asked IBM to help the City develop a cohesive executive plan that will begin, in earnest, the revitalization of the downtown areas urban core. While there had been prior research generating various studies on this issue, the City asked the IBM team to focus on a plan that provided shortand long-term recommendations with the support and long-term commitment of the community and that would: Create a consistent definition of the downtown boundaries. Be a cohesive and strategic plan embraced by the entire community. Include efficient transportation planning. Promote the downtown area as an employment center, as well as a robust entertainment center. Address the lack of funding for downtown capital investment. Address the need for increased density and higher occupancy. Identify opportunities for the relocation or repurposing of city buildings located on prime riverfront property. Improve the marketability of the downtown core through improvements to issues such as parking, the homeless and safety.
IBMs Smarter Cities Challenge Report
Jacksonville
The IBM team conducted a SWOT analysis and interviewed nearly 80 citizens representing the City, academia, nonprofit organizations, philanthropic organizations, clergy, downtown residents, police and local developers. It became clear that, while individual initiatives have been implemented, the City lacks an integrated, cohesive and time-ordered roadmap for coordinating activities and working toward common goals. The team also reviewed available data on crime, housing, social services and downtown development in order to formulate a concentrated, transformational plan to help create opportunities for growth and economic expansion. This type of plan will ensure quality design standards and assist with the development process that captures important initiatives necessary to evolve the downtown area into the environment citizens and visitors desire.
Conclusion
Jacksonville, Florida, has the potential to transform itself through the revitalization of its downtown area, leveraging its natural resources, property assets and the passion of its citizens. The City needs to share its vision and engage stakeholders willing to contribute to economic growth through urban renewal. Through informed decision making and process management, Jacksonville can consistently measure and track growth and capture additional opportunities in the future as it moves forward on its journey toward revitalization.
Jacksonville has a passionate community eager to evolve thoughtful planning into achievable revitalization. Focusing people, funding and resources on strategic locations will create catalysts for citywide engagement and investment. Strong governance and informed decision making, combined with robust communications and measurement, will ensure long-term growth resulting from short-term accomplishments.
Recommendations
The IBM team developed a set of short-, medium- and long-term recommendations: Adopt a Balanced Scorecard methodology to translate vision to strategy, measure progress and enforce accountability. Adopt an optimization-based, roadmapping approach to facilitate multi-criterion decision making. Establish a Roadmap Management Office to manage development and progression of the roadmap. Create an epicenter for growth to funnel its investment funds, in a cohesive and integrated manner, to a specific area within the existing downtown improvement district. Implement near-term projects to create attractiveness to draw people downtown, including regular special events programming, short-term beautification initiatives, code enforcement, the development of a dedicated brand identity and communications campaign, and synchronization of transportation to businesses with increased wayfarer signage. Develop downtown residential units to accommodate at least 15,000 citizens by 2015. Build and expand urban parks.
2. Introduction
Jacksonville, Florida, is one of 33 cities selected to receive a Smarter Cities Challenge grant from IBM in 2012 as part of IBMs citizenship efforts to build a Smarter Planet. Since the programs inception in 2010, 64 cities have received Smarter Cities Challenge grants, and many of these have already made great progress on the road to becoming more instrumented, interconnected and intelligent (additional information available at www.smartercitieschallenge.org). During a three-week period in August 2012, a team of five IBM executives and experts worked with the City of Jacksonville to deliver its recommendations on the Jacksonville City Challenge to Mayor Alvin Brown, his leadership team and a wide range of stakeholders. Jacksonville identified the challenge as: The City of Jacksonville wants to address: A consistent definition of the downtown boundaries A cohesive and strategic plan embraced by the entire community Efficient transportation planning Promotion of the downtown area as an employment center, as well as a robust entertainment center The lack of funding for downtown capital investment The need for increased density and higher occupancy Opportunities for the relocation or repurposing of city buildings located on prime riverfront property The marketability of the downtown core through improvements to issues such as parking, the homeless and safety The IBM team interviewed nearly 80 citizens representing the City, academia, nonprofit organizations, philanthropic organizations, clergy, downtown residents, police and local developers. The team also reviewed available data on crime, housing, social services and downtown development in order to formulate a concentrated, transformational plan to help create opportunities for growth and economic expansion. This type of plan will ensure quality design standards and assist with the development process that captures important initiatives necessary to evolve the downtown area into the environment citizens and visitors desire. The team conducted a standard strengths, weaknesses, opportunities and threats (SWOT) analysis to identify common themes and challenges for the City. It became clear that, while individual initiatives have been implemented, the City lacks an integrated, cohesive and time-ordered roadmap for coordinating activities and working toward common goals.
Establish a renewed identity for the Jacksonville community through revitalization of the downtown areas urban core, utilizing a cohesive, measurable and actionable approach.
The challenge
Mayor Brown asked IBM to help the City develop a cohesive executive plan that will begin, in earnest, the revitalization of the downtown areas urban core. He is the champion for creating a renewed and vibrant identity for the Jacksonville community and its citizens. While there has been prior research generating various studies on this issue, the City would like to focus on a plan that provides short- and longterm recommendations with the support and commitment of the community.
Jacksonville
Consequently, the IBM team developed a set of short-, medium- and long-term recommendations to help the City accelerate downtown revitalization, including: Recommendation 1-1: Adopt a Balanced Scorecard methodology to translate vision to strategy, measure progress and enforce accountability. The City should use a Balanced Scorecard to translate organizational visions and strategies into strategic objectives and related measures that are monitored over time. Recommendation 1-2: Adopt an optimization-based, roadmapping approach to facilitate multi-criterion decision making. The City should adopt a data-driven approach, namely optimization-based roadmapping, to select and prioritize proposed projects so that each is part of an integrated, coherent roadmap that supports the Citys vision and strategy over the long term. Recommendation 1-3: Establish a Roadmap Management Office to manage development and progression of the roadmap. The City should establish a Roadmap Management Office function within the Downtown Investment Authority to develop and manage a roadmap for the downtown revitalization program. Recommendation 2-1: Create an epicenter for growth. The City should funnel its investment funds, in a cohesive and integrated manner, to a specific area (an epicenter for growth) within the existing downtown improvement district to rapidly enable more integrated and cohesive mixed-use development. Once goals for that area are met, a new epicenter should be identified.
Recommendation 2-2: Implement near-term projects to build attractiveness and draw people downtown. The City should inventory existing development proposals and use recommended criteria to select projects to help move the downtown revitalization forward with minimal resources. Recommendation 2-2-1: Recommended near-term project 1 regular special events programming. The City should create more managed, daytime, weekly, familyfriendly special events programming in public places to attract people to come to the downtown area or better leverage existing visitors. Recommendation 2-2-2: Recommended near-term project 2 short-term beautification initiatives. The City should implement low-cost beautification initiatives with public art and creative lighting to provide a cared for image and aid in dispersing homeless people from core parks like Hemming Plaza and Main Street Park. Recommendation 2-2-3: Recommended near-term project 3 enforce codes. The City should enforce governance policies based on broken windows theories already supported through its ordinances. Recommendation 2-2-4: Recommended near-term project 4 develop a dedicated brand identity. The City should pick an enduring idea, with associated, dedicated, measurable brand attributes, to represent Jacksonvilles favorable image consistently to residents, visitors and the world.
Jacksonville
Recommendation 2-2-5: Recommended near-term project 5 messaging and communications. The City should establish a dedicated messaging and communications campaign to help change existing perceptions that citizens have regarding crime, parking and ease of navigation in the downtown area. Recommendation 2-2-6: Recommended near-term project 6 synchronize transportation to businesses and increase wayfarer signage. The City should change the perception of residents who live outside the urban core and believe its transportation, one-way streets and parking limitations make for a difficult downtown. Recommendation 3-1. Develop downtown residential units to accommodate at least 15,000 citizens by 2015. For the city to realize its vision of creating density in the core, a significant number of residential units should be developed, using mixed-use development as a planning strategy, providing affordable or market price housing units for 15,000 citizens by 2015. Recommendation 3-2: Build and expand urban parks. The City should improve downtown connectivity and walkability by greening the Northbank shipyards area from Berkman Plaza through to Metropolitan Park and the stadium.
The execution of the short-term plans and use of the roadmaps and scorecard for medium- and long-term projects will have immediate impact in the Citys revitalization efforts. Jacksonville is truly at the tipping point for economic growth. All that remains is to align vision with strategy and execute for success.
Lets take Jacksonville to the next level by turning potential into reality through a laser focus on job creation, downtown revitalization, education and public safety.
Mayor Alvin Brown
3. Context for recommendations

As downtown goes, so goes your city [People] judge a city on downtown and it cant be a ghost town.
Former Jacksonville Mayor Jake Godbold
To date, Jacksonville has been successful in attracting business offices downtown, creating a very steady flow of people in the area during typical work hours on weekdays. Office use, however, is only one-fourth of the typical use of a downtown area. Other uses are residential, retail and recreational, which includes cultural events, entertainment and sports. Combined, these complete a vibrant downtown area by creating a continuous, 24-hour flow of people throughout the entire week. Maximizing the use of downtown real estate requires mixeduse properties, frequently combining residential, retail and office space. According to Downtown Vision, Inc.s 2011 The State of Downtown Progress Report, completed development of mixed-use property in downtown Jacksonville since 2000 was less than 1 percent of all completed development projects, and no current construction projects include mixed use. The percent of proposed mixed-use projects is promising, however. If transportation projects are excluded, mixed-use development is approaching 50 percent of the proposed development projects. By filling downtown with properties that encourage a continuous flow of people, Jacksonville can efficiently address its goal of increasing density, occupancy and revenue in the downtown area.
By 2050, more than 75 percent of the worlds population will live in cities. This modern urban reality puts a great strain on the systems, processes and agencies that govern our cities and provide essential services for citizens. City leaders and citizens must collaborate to help growing cities address these challenges and use resources more effectively to maintain a high quality of life for residents and create opportunities for sustainable economic and environmental viability, both locally and globally. For the City of Jacksonville, downtown revitalization interconnects with the sustainable economic growth of the entire city. This revitalization is dependent on creating a draw to downtown. Jacksonville has had success creating well-considered downtown development plans, but 20 years of severe economic downturns and differing priorities of various administrations have created gaps in the consistent execution and governance of such plans, particularly in the area of private investment. As a result, business was not stimulated as expected.
Jacksonville
A. SWOT analysis
After conducting research and interviews with approximately 80 individuals, the team conducted a standard SWOT analysis to streamline common themes and challenges for the City.
Table 1: SWOT analysis on downtown Jacksonville
Strengths Strong ties between the City and the military Resourceful and passionate community to get things done (collaboration on past capital projects, for example) Stakeholders, nonprofits and residents with passion for the success of the City and its downtown area Great natural assets, including St. Johns River, port access, good weather and top golf courses in the surrounding area Growth industries, including financial services, healthcare and logistics City-owned land and properties with development potential Rich film and music heritage, such as Southern rock and jazz Weaknesses Lack of integrated, efficient strategy for downtown area Inconsistent branding and messaging to residents, non-residents and global market Lack of ownership for creating draw Organizations with aligned interests but different approaches Inefficient public transportation Insufficient parking availability and notifications Lack of affordable housing for young professionals Perceived lack of safety Insufficient code enforcement for building beautification Lack of attractive urban parks in downtown core Low student population Threats Continued fear of the transient population Competition for funds and authority within various organizations Continued downturn of economy Fierce competition from suburbs and other cities Disappointed business owners and loss of support for downtown investment
Opportunities Create momentum for change with new administration and new investment authority Large-scale development on city-owned land to concurrently attract new residents and businesses Strong support from community stakeholders for the integrated strategy and plans More events and programs to attract visitors to a focused area identified as an epicenter for growth Establishing university campuses to increase economic activities
Jacksonville
Strengths
The City of Jacksonville has grown steadily throughout the recent US economic downturn. One quarter of residents are military veterans. The residents enjoy a variety of natural assets in the area, including the mild and salubrious weather, the St. Johns River, mild terrain and beaches. Taking advantage of these natural attributes, the City has developed parks, top golf courses, including the host to the PGA championship, and an attractive riverwalk. These natural resources continue to provide ample opportunities for additional development that can be aligned with the Citys goals. The citys population has a proven ability to come together to address major issues or rally behind a big project. Residents show strong support for special community events, such as Arts Walk and Eat Up Downtown, as well as National Football League Jaguar home games. The community has created a strong network of nonprofit organizations that provide social programs dedicated to helping the less fortunate. The city also has a sound base of growth industries, including financial services, logistics and healthcare. Jacksonvilles rich heritage in music and film-industry innovation delivers additional diversity to the urban cores character. The city has served as an incubator for the likes of singer Tim McGraw; author, songwriter and civil rights activist James Weldon Johnson; legendary musician Ray Charles; humanitarian Eartha White; golfer Vijay Singh; and Southern rock groups Molly Hatchett and Lynyrd Skynyrd. Sports are well represented by the Jacksonville Jaguars NFL team, the Jacksonville Suns minor-league baseball team and the Jacksonville Giants US Basketball Association franchise. The city is also home to several well-known corporate brands including Maxwell House, Steinmart and Winn-Dixie and a well-rounded portfolio of historical architecture.
Weaknesses
Currently, the City is limited in its means to efficiently tie its vision and strategies to performance measures to ensure stronger governance and operations. There has been a lack of consistent and cohesive strategy that is enduring, regardless of changes in administration. Inconsistent and fragmented decision-making processes have prevented the City from developing an integrated plan and roadmap that align with the Citys vision. Individual initiatives have been successfully implemented, yet there has not been an integral overview of all initiatives in a global, time-ordered roadmap to help people connect the dots and see the big picture. The City has conducted detailed market studies and developed plans to create some impressive capital projects; however, the economy and other issues have left a multitude of vacant, derelict buildings with no immediate plans for redevelopment. Ineffective code enforcement, complicated by landowners lacking funds to pay fines and absentee owners, have resulted in empty, unappealing buildings with boarded-up windows. This sends a closed for business message to visitors and residents from other areas of the city. There is a distinct shortage of restaurants open for dinner in downtown Jacksonville. Transportation routing is designed to get people quickly in and out of the core, particularly around major events, such as NFL games at the stadium. Both of these situations contribute to the downtown area feeling empty.
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In addition, the visible transient population increases the perceived lack of safety within the downtown core. Business owners and suburban residents expressed uneasiness about going downtown for leisure time due to fear of panhandling or indiscrete behavior. Yet, there appears to be a disconnection between perception and reality. For example, the crime rate in the downtown core is perceived to be high, but reports reveal that the overall crime rate for Jacksonville has decreased from 11.2 percent in 2009 to 8.8 percent in 2011. Despite the facts, residents from surrounding neighborhoods avoid crossing the ditch to get downtown, are fearful of what they will find once they arrive, or complain about insufficient parking, confusing one-way streets and inefficient mass transit. From a development perspective, high-end condos have been successful for the Southside and parts of Northside downtown. However, a lack of market-ready housing, urban recreation and mixed-use properties limits the migration of young professionals to the downtown core. Inconsistent brand identity also surfaced as a weakness. During interviews with City staff, residents and stakeholders, Jacksonville has been described as the River City, The city where Florida begins, a beach town or a port town. The downtown core does not consistently reflect any of these identities, nor does it celebrate Jacksonvilles strong association with the military or rich musical and cultural history, which the City could leverage in its branding.
Opportunities
A new City administration, committed to revitalizing downtown Jacksonville, and the new Downtown Investment Authority (DIA) have the opportunity to drive positive change to benefit all residents. The DIA can formulate long-term plans and prioritize short-term projects that would bring immediate and positive impact. Consequently, the City administration can obtain support from many stakeholders who have been eager to see some momentum built toward downtown revitalization. Once the DIA obtains strong support from the stakeholders, communities, nonprofits and residents for its plans, the strong, combined force will accelerate the changes the city requires. Transients have been described as a huge problem by some of the interviewees. However, field research and direct experiences of downtown residents support the theory that additional population in the downtown area would dwindle this perception by balancing the mix of residents in the urban core and encouraging natural relocation of the transients to less conspicuous locations. The tremendous amount of vacant land and under-utilized or vacant buildings is another opportunity that provides a vehicle for the initiation of large-scale, mixed-use development to increase urban density, occupancy and property taxes, all of which will contribute to new revenue for the City and its businesses. However, according to the National League of Cities (NLC) Municipal Action Guide for managing foreclosures and vacant properties1, it is often difficult for cities to keep lien holders accountable. This results in the inevitable deterioration of property, which is apparent today in downtown Jacksonville.
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The NLC suggests that a strategy of asset consolidation and reinvestment through a land bank model, which is a public entity that acquires, manages, maintains and rehabilitates vacant properties,1 is a viable means of reconverting vacant buildings. Instead of selling interest in foreclosed properties to investors who are not likely to reinvest any of their profits into the community, land banks focus on putting the property back to use for community benefit. Residential-oriented funding is available through March 2014 via Neighborhood Stabilization Program (NSP), which has been integrated into the Community Development Block Grant Program (CDBG) of the U.S. Department of Housing and Urban Development. Uses of NSP funds include establishing land banks, acquiring and rehabilitating vacant and foreclosed properties, and demolition. The NLC cites the following best-practice examples:1 In Columbus, Ohio, local investors have purchased properties through the land bank, which are now rented out at affordable rates. The land bank in Genesee County, Michigan, has acquired more than 4,000 properties in the areas in and around Flint, and has facilitated rehabilitation, demolition and side-lot acquisition of land that can be repurposed for community green spaces, gardens or playgrounds. Mortgage lender donations within municipalities: Banks including Wells Fargo and Bank of America are donating some of their real-estate-owned properties to cities and nonprofit housing providers for reuse. According to the NLC, Bank of America donated 75 properties to Kansas City, Missouri, as well as $875,000 for rehabilitation and demolition. Many of these properties have provided returning veterans with housing. Cities can capitalize on these donations to augment their land banks, further revitalization efforts and provide housing for vulnerable populations.
Alternatively, the City could investigate creating a public-private Downtown Jacksonville Trust Fund as a source of private investment for executing downtown revitalization projects. Another short-term opportunity for Jacksonville is to capitalize on the established success of existing high-caliber, family-oriented events and programs like Arts Walk, Eat Up Downtown and Movies in the Park. Additional special weekly programming or packages designed to take advantage of the influx of church congregations would attract visitors to a focused area and contribute to the creation of an epicenter for growth. The strong passion of current downtown residents and communities can be leveraged to rally behind an integrated special-events strategy that represents the best of Jacksonville.
Attractive, highly accessible and compact downtowns, cores and village and community centers and similar concentrations of mixed use will build community, increase personal opportunity, reduce costs and improve the environment more than any other strategy for city or regional growth.
Rodney E. Engelen, urban planning and redevelopment pioneer
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Jacksonville
Increasing mixed-use development for Jacksonville could improve urban density and create additional market-ready housing for young professionals alongside retail and commercial space. Increased density would also help counteract the existing perception that the homeless have taken over the downtown core. This mixed-use approach to urban renewal has been successful in other areas. The Penfield Project4 in St. Paul, Minnesota, is one best-practice example. St. Paul led a successful downtown revitalization initiative using publicprivate partnerships to add mixed-use housing with a grocery store in close proximity to regular mass-transit routes. Mixed-use and mixed-income housing in the Richmond, Virginia, metropolitan area was analyzed in 2010 by George Mason University. The study concluded that these developments have positive impacts on the surrounding neighborhoods, with relatively strong home price appreciation and lower crime levels. Home prices and assessments of nearby single-family homes were not adversely impacted.5 The strength of growth industries including financial services, logistics and healthcare to attract and build expertise and employment were also consistent topics of downtown opportunity discussions despite the fact that some of these industries are located in surrounding neighborhoods. Brookings senior researcher Jonathan Rothwells review of Enrico Morettis new book Geography of Jobs supports this theme.6 Moretti calculated that for every new job created in a metropolitan areas innovative, exporting industries, five new jobs are created in that metropolitan area, three of which are for workers who have not attended college. According to Moretti, high-wage workers in the exporting industries earn their salary from outside the metro but spend a large part of it on local services, such as movies, restaurants, fitness classes and nannies. Rothwell considers this a powerful insight: Export-oriented companies drive opportunities for lesseducated workers outside of their industry.
During interviews, stakeholders consistently expressed the need to create an irresistible experience through visible urban art, architecture and facades for derelict buildings pending redevelopment, renewal or demolition. Buildings with broken windows and peeling paint, or historical buildings badly in need of repair throughout the downtown core, reflect empty shells of failed projects. This sentiment emphasized the need for a stronger balance between historical designation and development opportunity, as well as stronger governance over code violations. Beautification through lighting, urban art and forming new collaborative partnerships amongst key stakeholders would provide the community with a low-cost, shared sense of ownership over beautification efforts to help dispel this image. The National League of Cities reported that developers have said they actually prefer to develop in communities with strong, equitable code enforcement.7 According to one developer, Its one of the few ways we know that our investment in your community will be protected. Finally, the creation of more well-connected, sustainable green spaces in the urban core is identified as a key contributor to improved health and wellness, attracting youth, active residents and economic development. The NLC comments that public spaces, such as parks, community gardens, recreational areas and woodlands, provide revenue for a city through increased property values (some estimate increases by as great as 30 percent) and sales tax resulting in part from park associated tourism.8
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Best-practice examples include: New Yorks Bryant Park9 and Chicagos Millennium Park10, which can tie $1.4 billion in residential development to creation of the parks. An analytical study in Pittsburgh revealed properties within 2,000 feet of a large park realize average green premiums of up to $40,000.11 According to a study conducted through the Metropolitan Policy Program at Brookings, walkable places also perform better economically.12
Threats
Continued fear and perceptions of the transient population present lack of support and the risk of derailing downtown redevelopment plans. Competition for funds and competing stakeholder agendas also could derail progress unless the organizations come together into a dedicated interdisciplinary model to support the mandate of the Downtown Investment Authority, stemming from a common, shared vision. The state of the global economy is an uncontrollable factor that could once again have a negative impact on the downtown areas revitalization effort. Fierce competition from suburbs and other cities for resources, talent and investment could leave a void that is difficult to fill in the future. Lack of widespread citizen support for plans could hamper progress unless strong, consistent leadership is demonstrated, and residents understand that the health of the downtown core impacts the heath of the entire city. Continuous disappointment of downtown business owners presents the risk of more businesses moving away from the core, rendering the urban center irrelevant.
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4. Recommendations
Recommendation summary
The IBM team recommends that the City put a more rigorous management system in place to facilitate long-term success in implementing its roadmap, start on Rapid Start projects that would produce visible, tangible results with little cost to the city, and carefully vet other long-term projects through data-based analysis.
Recommendation 1-1: Adopt a Balanced Scorecard methodology to translate vision to strategy, measure progress and enforce accountability.
Management
Considering the history of the past projects undertaken by Jacksonville, the City needs strong governance to prioritize the projects, ensure transparency of the decisions made, track progress and take corrective actions when necessary. The need for accountability and performance measures has never been greater and will continue to be a clarion call, particularly in the face of the economic downturn and decline in the Citys revenues. This is exacerbated by the decline in property tax that has resulted in budget cuts in most city departments and divisions. The IBM team believes the City needs a common, integrated revitalization strategy based on data-driven decision making to guide public, private, nonprofit and community stakeholders and residents. With this strategy, Jacksonville could create measurable short-term and long-term master plans with strong governance that allows the plans to survive changes in administration, the economy and evolving community needs. The City of Jacksonville has an opportunity to adopt a strategic decision-making process as part of its management system to ensure that strategies and operating activities are aligned with the Citys vision and core competencies.
The Balanced Scorecard is one methodology that has demonstrated success to improve process efficiency, timeliness and customer satisfaction in business. This approach has been applied in government and private sectors with success. Examples of balanced scorecard success in the government sector include the City of Charlotte, North Carolina, the US governments Defense Finance and Accounting Service and the United States Postal Service. The City would benefit from this method by incorporating financial and non-financial performance measures to the Citys management systems. To facilitate clear accountability and overall progress of the Citys revitalization effort, the Balanced Scorecard would be used to link the Citys strategy and key objectives to key performance indicators and manage the progress in a quantitative manner.
Recommendation 1-2: Adopt an optimization-based, roadmapping approach to facilitate multi-criterion decision making.
The City should adopt a data-driven approach, namely optimization-based roadmapping, to select and prioritize proposed projects so that each is part of an integrated, coherent roadmap that supports the Citys vision and strategy over the long term. An analytical roadmapping use case was successfully carried out in the City of Pittsburgh, Pennsylvania.
Recommendation 1-3: Establish a Roadmap Management Office to manage the progress of the roadmap.
Too much focus on an individual project, without sufficient focus on the overall roadmap, can be detrimental to the success of the entire revitalization project in the long term. In other words, short-term success that comes at the expense of long-term goals must be avoided. Securing sufficient resources to provide for the creation of a Roadmap Management Office is crucial for the success of a roadmap as a whole, which, in turn, is designed to achieve the Citys multiple objectives.
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Recommendation 1-1: Adopt a Balanced Scorecard methodology to translate vision to strategy, measure progress and enforce accountability The City should use a Balanced Scorecard to translate organizational visions and strategies into strategic objectives and related measures that are monitored over time. Scope and expected outcomes A Balanced Scorecard is a family of measures that allow a 360-degree assessment of an organization and the leaders in that organization. It is a formal method to incorporate financial and non-financial performance measurement into organizational management systems. The goal of having a Balanced Scorecard is to translate organizational visions and strategies into strategic objectives and related measures that can be monitored over time. A Balanced Scorecard helps managers integrate strategies throughout the organization, anticipate and prevent future possible problems, and identify and take advantage of opportunities. The scorecard forces managers to consider finance, citizen, stakeholder, business processes and employee perspectives to be successful. It can be used at both the organizational and individual levels. It improves transparency and communications by highlighting progress or failure for all participants. The Downtown Investment Authority (DIA) should create a scorecard for each of its goals, including the following: 1. Increase tax revenue. 2. Increase density. 3. Increase occupancy. The DIA should develop scorecards for other goals supporting downtown revitalization, such as increasing ridership on mass transit, reducing crime in the downtown area or increasing the number of visitors to a specific event. There are four main perspectives defined for a Balanced Scorecard: Finance Customer Internal business process Learning and growth However, the perspectives may be customized for the City as appropriate. Within each perspective, City managers and other employees study the organization and identify linkages with other perspectives. These analyses help City managers identify the most important strategic objectives the aspects of operations that must be successful for the City to achieve its vision. Measures are then developed for the strategic objectives within each perspective to help City managers and employees monitor and work toward long-term goals. See Appendix F for an example. Scorecards for every goal should be available to the DIA executive director, the DIA board and the Office of Economic Development to create accountability. Expected outcomes: Periodic performance reviews of progress toward vision and strategies Short-term and long-term strategic objectives linked to the vision and strategies Promotion of actions toward achieving strategies Improved communication and consensus throughout the organization Improved financial performance
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Recommendation 1-1: Adopt a Balanced Scorecard methodology to translate vision to strategy, measure progress and enforce accountability (continued) Proposed owner and stakeholders Owner: Downtown Investment Authority (DIA) and Roadmap Management Office Stakeholders: Mayors office, all City departments and business administrators office Dependencies None Suggested resources needed DIA Executive Director and project managers A software solution that provides Balanced Scorecard capability may be used as a tool to automate the process. Cost: low to medium Key milestones, activities and timeframe Implementing a Balanced Scorecard: 1. Clarify vision, core competencies and strategies. 2. Develop a clear mission statement. 3. Communicate vision and strategy throughout the city and refine, as needed. 4. Analyze perspectives, develop objectives and create strategy maps. 5. Set direction and key outcome measures for the City. 6. Define key internal processes and measures of performance. 7. Translate needed process changes into learning and development plans. 8. Put the Balanced Scorecard together. 9. Investigate variances and reward employees. 10. Actively work to manage and continually refine the scorecard.
Priority status High
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Recommendation 1-2: Adopt an optimization-based, roadmapping approach to facilitate multi-criterion decision making The City should adopt a data-driven approach, namely optimization-based roadmapping, to select and prioritize proposed projects so that each is part of an integrated, coherent roadmap that supports the Citys vision and strategy over the long term. Scope and expected outcomes The City targets multiple objectives within the downtown revitalization area that are potentially conflicting, such as maximizing the projected tax revenues per acre, environmental sustainability, commercial and residential density, or beautification of the urban view. The City is subject to budget constraints and, at the same time, should give care to the degree of inconvenience to residents while executing projects. Analytical roadmapping of a given set of initiatives is defined as selecting a subset of initiatives and then time-ordering this subset in a prescribed time window. The selection and the time-ordering are based upon the duration of each initiative, constraints the City may have, such as available funds or workforce, as well as specific attributes or metrics of interest that are associated with each initiative, such as cost. From a practical, analytical perspective, the observation of multiple target objectives subject to constraints calls for the formulation of a multiobjective roadmapping problem. The goal is to obtain an optimal roadmap that satisfies all the posed constraints, such as budget, workforce availability or inconvenience level, and adheres to the preferences of the City in terms of the underlying conflicts between the objectives. Each proposed roadmap would constitute a data-driven portfolio of a time-ordered subset of initiatives and would be quantified by means of a set of attributes and metrics values. The association of attribute values to each initiative can be accomplished by means of scoring schemes, such as one carried out by the Jacksonville Economic Development Commissions Project Evaluation Matrix (PEM). This would necessitate an analytical derivation of equivalent scoring schemes for each objective of interest, such as the environmental impact of an initiative. Following a call for initiatives, each submitted proposal would be assigned with scores according to these schemes, and an optimization-based procedure would produce optimal roadmaps. See Appendix D for examples of roadmapping inputs and outputs. Expected outcomes: A transparent submission process for initiatives, followed by a rigorous scoring mechanism for the review procedure. A positive side effect of adopting this approach would be boosting public trust in the system. A data-driven, optimization-based roadmap of initiatives, guaranteeing optimality and satisfaction of constraints. Selection of an optimal roadmap reflecting the desired trade-off between seemingly conflicting objectives. Proposed owner and stakeholders Owner: Downtown Investment Authority (DIA) and Roadmap Management Office Suggested resources needed Analyst for deriving the initiatives scoring mechanism and executing it upon submission of proposals Operations research expert for solving the optimization-based roadmapping problem, specializing in multi-objective optimization Commercial solver (software solution) for mixed-integer linear programs
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Recommendation 1-2: Adopt an optimization-based, roadmapping approach to facilitate multi-criterion decision making (continued) Dependencies Sufficient data for the scoring mechanism Sufficient specification of each initiative Key milestones, activities and timeframe Proposed procedure: 1. Call for initiatives and projects. Each submission should indicate its duration, cost and complete description. 2. Score each initiative according to the targeted objectives, such as projected revenue, expected growth, boosting environmental aspects or inconvenience to the downtown residents. 3. Distinguish between atomic initiatives (all-or-nothing projects such as the navy warship museum) and molecular initiatives (partially executed by breaking them down to miniinitiatives, such as SPARK art initiatives). 4. Associate binary decision variables to atomic initiatives and continuous decision variables within [0,1] to molecular initiatives. 5. Formulate the objective functions and the constraints. For instance, each objective function may constitute a summation over initiatives scorings of the relevant attribute, such as the expected environmental impact. In terms of possible constraints, the overall cost must adhere to the given budget. At each time frame, the overall degree of inconvenience should not exceed a certain threshold and the required workforce should be available, among other constraints defined by the project. 6. Apply multi-objective optimization to the roadmapping problem with the prescribed objectives and subject to the given constraints. The latter may be formulated by means of a mixed-integer linear program. 7. Present the attained roadmaps (the obtained Pareto Frontier) to the decision makers, and select an alternative by adhering to their preferences.
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Recommendation 1-3: Establish a Roadmap Management Office to manage development and progression of the roadmap The City should establish a Roadmap Management Office (RMO) function within DIA to develop and manage a roadmap for the downtown revitalization program. The roadmap would be a collection of multiple projects selected and planned based on the Citys priorities for the downtown area as defined in Section 55.305 of Ordinance 2012-364. Scope and expected outcomes The roadmap management requires the City to manage multiple projects, some moving in parallel or interdependently. The RMO would report to DIA to oversee all the projects related to downtown revitalization laid out in the roadmap and would provide strong leadership and governance during the execution phase. The responsibilities of the RMO: 1. Develop a roadmap. Based on the multi-criterion analysis, the RMO would be responsible for developing a roadmap, taking multiple objectives the city is trying to achieve into consideration. 2. Develop a Balanced Scorecard. See Recommendation 1-1. 3. Maintain the Balanced Scorecard. The RMO would own the Balanced Scorecard and be responsible for keeping the scores up-to-date so that transparency of the projects progress is maintained. 4. Oversee the progress using the Balanced Scorecard. The office would be responsible for making sure that every project is in adherence to the roadmap agreed upon and keeping up with the milestone and schedule defined. Each of the projects defined within the roadmap would have an individual project owner, who may or may not be in the DIA, to manage the projects properly in terms of time, cost and quality of deliverables; therefore, the RMO is not responsible for owning or executing the projects. However, the RMO would be responsible for proactively facilitating the project managers so that each project proceeds as planned or is adjusted as required so that they coherently proceed within the roadmap. 5. Communication. The RMO would be responsible for creating messaging for the Communications department to circulate to ensure the roadmap is fully understood by management and project managers. It should address the Citys prioritization decisions based on multi-objective analysis in the course of developing the roadmap. The roadmap, as well as each projects priority position and timeline within the roadmap, should be available to the public to establish both transparency and accountability. Expected outcomes: 1. Clear and continuous communication of the Citys priorities and day-to-day progress of the projects to stakeholders 2. The ability to see real-time progress, which identifies any deviation from the plan immediately and allows for prompt corrective actions
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Recommendation 1-3: Establish a Roadmap Management Office to manage development and progression of the roadmap (continued) Proposed owner and stakeholders Owner: DIA The direction given to project managers from RMO must always have backing from the executive director and the mayor, in the context of reinforcing the importance of the roadmap. Suggested resources needed Member qualification: External consultants who specialize in program management Three to five members with deep understanding and experience in project management preferably with experience in managing governmental projects Technology: Project management tool Key milestones, activities and timeframe As soon as DIA is fully established, the RMO should be created. In the midterm, the RMO should facilitate the optimization-based roadmapping and Balanced Scorecard development. In the long term, the RMO should monitor the progress of each of project and report where management attention is necessary, such as when there is a delay in progress or change in outside factors.
Dependencies Successful coordination to ensure participation of the right stakeholders to agree on vision and strategy, which will be the critical foundation for developing the balanced scorecard and the roadmap.
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2. Rapid start
To maximize the return on the limited City budget, the IBM team recommends defining a small section within the downtown area as an epicenter for growth. The City should funnel its investment funds to this epicenter to create initial revitalization momentum.
Recommendation 2-1: Create an epicenter for growth
While projects with obvious trade-offs and cost constraints should be subjected to the rigorous analysis of the roadmapping, the IBM team has identified a number of short-term projects and actions that the City can implement with little or no cost to achieve immediate impact.
The City should funnel its investment funds, in a cohesive and integrated manner, to a specific downtown area, namely an epicenter for growth, to enable more integrated and cohesive urban renewal. Once goals for that area are met, a new epicenter should be identified. Scope and expected outcomes This recommendation involves selecting a geographic focus for revitalization from a subsection of the downtown area, namely an epicenter for growth, defined in Section 55.305 of Ordinance 2012-364. Proposals for projects within this epicenter for growth would receive the highest priority, provided they are otherwise consistent with goals established through the optimization-based, data-driven roadmapping outlined in Recommendation 1-2. The City should continue to encourage development in the other parts of the downtown and surrounding areas, although these other areas would receive a lower priority or less-attractive incentives if all other factors are equal. Once development goals for the focus area are met, then the DIA should identify a new epicenter for growth, according to a long-term, orchestrated growth path. By having the DIA own the definition of the epicenter, the growth path should survive changes in administration. The long-term goal would be the orchestrated and consecutive creation of improvement districts to create a polycentric city in which a thriving downtown is strongly supported by and strongly linked to the surrounding areas of Riverside/Brooklyn, San Marco, Sports Complex, Springfield and La Villa. Selected improvement districts should be within these areas or focused on transportation between these areas. Specifically, this recommendation would entail the following: The DIA should create a focus area to receive highest priority. Given information received regarding projects under construction in 2011 and proposals described during the interviews, the IBM team recommends the initial epicenter be bounded on the north by West Church Street, on the east by North Market Street, on the south by the St. Johns River and on the west by North Broad Street. Concentrated focus is needed to spark meaningful revitalization. The Southbank remains important, and the team recommends that it be scheduled as the second investment area. Within the epicenter, the City should encourage mixed-use development, which would avoid creating zones within a focus area that are characterized by use. For example, there should not be an entertainment zone or a business zone because these encourage people to travel downtown for one purpose and then leave. Instead, development should encourage people to travel into downtown for one purpose, and then stay for others. Mixed-use development generally increases residential, retail and office density concurrently to provide comprehensive growth. At the heart of the recommended initial epicenter is Laura Street, which embodies many of the citys cultural and historical buildings and activities. The City should give priority to any mixed-use development along Laura Street, with particular attention paid to the Barnett Bank Building and the Laura Street Trio, as well as to parking projects supporting access to Laura Street, particularly near the south end. Create a fast-track process for projects occurring in the improvement district. The fast track should include permitting, assistance in obtaining financing, as well as compliance with any regulations or restrictions, such as requirements for sites designated as historical landmarks.
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Recommendation 2-1: Create an epicenter for growth (continued) Scope and expected outcomes (continued) Based on the established priorities, create appropriate incentives and parking packages. Inventory City-owned properties within the epicenter and determine whether to sell, lease or repurpose them for City business. Identify non-government landowners within the epicenter and seek to strengthen public-private partnerships to create interest in under-utilized properties and business-generating events. Identify all properties failing to meet City codes and initiate enforcement. Coordinate with the Community Development Division so that Community Development Block Grants provided to entities within the improvement district are consistent with roadmap goals. Establish regular communications, including an electronic hub of posted information and regular meetings, with all interested stakeholders including landowners, business owners, Downtown Vision, Jacksonville Civic Council, Jacksonville Transportation Authority, Jacksonville Chamber of Commerce, Jacksonville Port Authority and the Office of Economic Development. Conduct a study of which services could be privatized, such as certain transportation functions and the convention center. Proposed owner and stakeholders Owner: Downtown Investment Authority Suggested resources needed DIA personnel: Project manager Public-private relationship manager Manager of inventory and incentives (with Office of Economic Development (OED)) Process manager Communications director Key milestones, activities and timeframe Horizon 1: Define the epicenter for growth. Prioritize the existing list of projects. Define a fast track for permits and processes. Complete an inventory of City-owned property. Establish a digital center for communications with stakeholders (wiki-type hub). Horizon 2: Complete an inventory of privately owned property. Complete an inventory of properties with code infractions and send out enforcement letters.
Dependencies Recommendation 1-2 (define a roadmap) Participation by property owners and other non-City stakeholders Availability of private financing
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Recommendation 2-2: Implement near-term projects to build attractiveness and draw people downtown The City should inventory existing development proposals and use recommended criteria to select projects to help move the downtown revitalization forward with minimal resources. Scope and expected outcomes This would help the City prioritize and act on existing development proposals to jump-start revitalization activities. The scope of this recommendation is not to bring projects to completion, but to rapidly start activity on a project to generate a quick start to downtown revitalization. This activity should be repeated quarterly. Recommended criteria: Low cost to the City Meets or exceeds a minimum level of revenue potential for the City Location in the downtown improvement district or sufficiently close so that it is likely to create draw or significant attention to the epicenter for growth Mixed-use development Sustainable (no long-term maintenance requirement for the City) City property that can be reused or repurposed Involves property in the epicenter for growth that is at a high risk of foreclosure More visible police patrols Selected projects should meet two or more of the selected criteria. The City should then provide a fast track to remove any existing hurdles and secure necessary approvals or funding to move the projects forward. One example to consider is the project surrounding the former Haydon Burns Library, which interviewees suggested would require a lowinterest loan from the City, but would, therefore, generate some interest revenue, This project would potentially create mixed-use property, is in the recommended epicenter and is at high risk of foreclosure. The City should work to prevent properties from moving out of the hands of developers and into the hands of banks, which will likely slow any future use of the property. Another example is the USS Adams Naval Ship Museum initiative. Interviewees suggest it is of low cost to the City, sustainable with funded exit strategies if it did not succeed, may reuse City property that is currently under-utilized and is likely to create significant draw. Proposed owner and stakeholders Owner: Office of Economic Development (OED) Suggested resources needed OED project manager OED manager of inventory and incentives (with DIA) DIA communications director Key milestones, activities and timeframe Horizon 1: Complete an inventory of proposals. Identify proposals meeting two or more criteria. Eliminate hurdles to moving the project forward.
Dependencies Communication among stakeholders to allow rapid assessment and prioritization of existing proposals Participation by property owners and other nonCity stakeholders
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Recommendation 2-2-1: Recommended near-term project 1 regular special events programming The City should create more managed, daytime, weekly, family-friendly special events programming in public places to attract people to come to the downtown area or better leverage existing visitors. Scope and expected outcomes The scope of this initiative should follow the recommended epicenter for growth approach and could run from Hemming Plaza down Laura Street to the Jacksonville Landing: Building on existing, proven success of Arts Walk, Movies in the Park, Eat Up Downtown and Riverside Arts Market Continued coordination and measurement of events through public-private partnerships with existing business owners located in close proximity to the public space, as well as prospective investors (commercial, retail and residential) New programming or stay-and-play packages directed toward the existing large influx of church congregations that could be piloted in a collaborative partnership with local restaurants, The Museum of Contemporary Art Jacksonville (MOCA Jacksonville), the public library and the downtown hotels Expected measurable outcomes include: An increase in surrounding retail or restaurant sales, including increases in retail tax revenue for the City Before-and-after perception surveys and detailed data analysis from retail sales or packages sold that should be conducted to help analyze and measure success on an ongoing basis and be used for communication Increased foot traffic, dispersion of transients in Hemming Plaza Easy, and even educational, family fun The result of inaction would be maintaining the status quo: several great stand-alone events with no ongoing weekly programming throughout the epicenter and a continued decline of foot traffic, residents and visitors in the urban core. Proposed owner and stakeholders Owner: Downtown Vision, Inc. (DVI) Stakeholders: Pastors, MOCA Jacksonville, library and hotels Suggested resources needed DVI team Additional incremental funding for program management Advocacy and promotion Costs: medium Key milestones, activities and timeframe Milestones: Forming an interdisciplinary meeting of owner and stakeholders to outline plan of action and discuss key themes (week 1) Weekly meetings over a four-week period to develop an action plan, establish measurement objectives and focus on one new core activity to pilot (weeks 2-5) Incremental funding to DVI for execution (week 6) Development of promotional materials (weeks 7-8) Communication campaign for publicity (weeks 8-12) Execution of the events (week 13) Measurement (weeks 13-14)
Dependencies This recommendation is dependent on continued collaboration among DVI, businesses and religious communities. It is also dependent on the will and leadership of the City to simplify and expedite any required processes or permitting.
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Recommendation 2-2-2: Recommended near-term project 2 short-term beautification initiatives The City should implement low-cost beautification initiatives with public art and creative lighting to provide a cared for image and aid in dispersing the transient population from core parks like Hemming Plaza and Main Street Park. Scope and expected outcomes During the majority of interviews conducted by the IBM team, stakeholders expressed the need to create an irresistible experience through visible urban art, architecture and faades for derelict buildings awaiting re-development, renewal or demolition. This outlined the imperative to form new collaborative partnerships amongst key stakeholders to provide the community with a low-cost, shared sense of ownership over beautification efforts in the urban core and help create an additional draw to downtown. The scope of this initiative should follow the recommended epicenter approach. It would involve creating a visual energy unique to the city and reflective of its people and its history. Project action items could include: Re-designation of a portion of the Art in Public Places Trust Fund to include beautification of existing buildings, parking structures and urban parks or river walks downtown Dedicated focus of Jacksonvilles Art in Public Places program to focus on the designated epicenter for new projects during the next 12 months Beautification of existing parking structures with murals and sculpture Beautification of freeway underpasses or building walls with murals positioned to be seen by visitors as they enter the downtown area or round the corner to another district Painting of window scenes on boarded-up windows Establishment of public-private partnerships with local arts schools, artist co-operatives and visual-expert consultants on creative lighting or local public or private schools to provide talent. For example, they could explain how to better artistically position lighting13 to illuminate dark alleys and parks or create a visual-arts display using various lighting techniques on cityscapes. This approach could be similar to the artistic lighting tactics initiated for the Laura Street improvement. Inclusion of tasteful sidewalk illumination lighting to advertise what is open for visitors in that area and supplement existing wayfarer signage Extension of the existing Summer Night Lights14 programs with food and expanded programming in the Hemming Park and Main Street Park areas. In other urban areas, these efforts have helped people feel safer and dispersed the transients. Success measurements could include a perception audit of visitors and residents, as well as measuring any increases in retail or restaurant sales from increased foot traffic. This initiative can give the city a cared-for look despite the existence of empty, derelict buildings throughout the urban core. Expected outcomes would include minimizing the neglected look of derelict buildings or the low-energy, bland, industrial feel of large swaths of expansive parking garages. The initiative would also put a face to the city as it greets visitors. The cost of inaction would be derelict buildings and visible neglect creating a further deterioration of the urban core and a decrease in the Citys brand value and associated quality of life for citizens.
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Recommendation 2-2-2: Recommended near-term project 2 short-term beautification initiatives (continued) Proposed owner and stakeholders Owner: Cultural Council of Greater Jacksonville Stakeholders: City of Jacksonville, DVI, The Arts Center Cooperative, Inc., La Villa School of the Arts, local public and private schools, and the Sally Corporation Dependencies Expediting City permitting to include art not associated with new building construction or renovation Suggested resources needed Utilize the existing Art in Public Places Committee (APPC) framework. Overall costs are low if public-private partnership and re-tooling of existing designated funds are established.
Key milestones, activities and timeframe Incorporate beautification initiatives into the APPC mandate to be governed through the existing framework. Establish total value of Art in Public Places trust fund. Designate a portion of the trust fund for beautification in downtown epicenter. Initiate partnerships with local artists, school groups and creative consultants to kick off proposals for initial projects.
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Recommendation 2-2-3: Recommended near-term project 3 enforce codes The City should enforce governance policies already supported through its ordinances based on broken windows theory. Scope and expected outcomes The scope of this initiative should follow the recommended epicenter for growth approach. The City should demonstrate strong leadership by enforcing existing governance policies downtown, such as the 2010 enactment of Ordinance 2010-327-E, which created a Vacant Property Registry Process and added Chapter 179: Mortgage Foreclosure Registration to the Citys current ordinance code. In the ordinance, Jacksonville City Council determined that the addition to the Citys ordinance code would serve and contribute to promoting and protecting the general health, safety and welfare of the residents. The ordinance requires that all properties in default be registered with the City. The Property Registry is a tool designed to improve the physical attributes of a neighborhood by compelling the owner of record (such as a lender or management company) to act responsibly in the maintenance of the property, such as handling overgrown weeds, broken windows, graffiti or trash. If it becomes problematic to keep lien holders accountable, the City could benefit from establishing a land bank model to move vacant-property management forward. Expected outcomes: A cared-for look despite the existence of empty, derelict buildings throughout the downtown area Minimizing the neglected look of derelict buildings or the low-energy, bland, industrial feel to large swaths of expansive parking garages A face to Jacksonville as it greets visitors (For example, the freeways and Water Street parking garage are the first view of the downtown area that greets visitors coming in from the Riverside/Avondale area.) Success measurements would include a perception audit of visitors and residents, as well as increases in retail or restaurant sales from increased foot traffic. The cost of inaction would be visible graffiti, derelict buildings and neglect creating a further deterioration of the downtown area and the Citys decreased brand value and associated quality of life for citizens. Crime rates could increase. Businesses may refrain from developing downtown. Proposed owner and stakeholders Owner: City of Jacksonville Stakeholders: Developers, banks and property owners Dependencies This recommendation depends on the Citys willingness and financial capacity to support a zero tolerance attitude toward deteriorating, vacant and derelict buildings in the downtown area and its ability to enforce and collect fines from property owners. Priority status High Suggested resources needed Existing Housing and Neighborhoods department working with the Federal Property Registration Corporation Cost: Low Key milestones, activities and timeframe Conduct a full audit of vacant and abandoned properties to compare existing Vacant Property Registry with current reality downtown (two months). Begin enforcing codes with associated penalties (ongoing). Consider parallel land bank formation to drive concrete action.
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Recommendation 2-2-4: Recommended near-term project 4 develop a dedicated brand identity The City should pick an enduring idea, with associated, dedicated, measurable brand attributes, to represent Jacksonvilles favorable image consistently to residents, visitors and the world. Scope and expected outcomes The City requires a cohesive brand identity to serve as a binding element among all stakeholder groups. This brand identity would uniquely identify Jacksonville, and the particular brand attributes would support the Citys long-term vision and goals. Jacksonville has been described as the River City, The City where Florida Begins, a beach town, teal town and the home of the Jaguars. The downtown core, however, does not consistently reflect any of these identities, nor does it celebrate Jacksonvilles strong assets, such as the Navy or its rich musical and cultural history. A cohesive branding strategy should be an integral element or framework to govern all branding, messaging and communications campaigns for the City. The brand identity would: Stand for an enduring idea. Be clear and transparent about who Jacksonville serves and how the City serves them. Deliver a common brand experience. Focus on how the brand uniquely differentiates Jacksonville in a global market. Brand assessment can be measured in a scorecard approach. Key attributes to measure all projects would include an evaluation of overall tone, look and feel so that each initiative is in keeping with the Citys preferred brand image. This approach could unite all stakeholders in a common vision and interdisciplinary approach toward what makes Jacksonville unique. It should be used as a theme to knit together downtown activities, communications to visitors and residents, and new urban art or building faades downtown. The cost of inaction would be the continuation of multiple identities that compete for attention, as well as disintegrated messaging and image projection to potential investors, new residents or visitors. Proposed owner and stakeholders Owner: Visit Jacksonville and an interdisciplinary task force to represent surrounding communities and organizations Stakeholders: DVI, DIA, City of Jacksonville, and public, nonprofit and private stakeholders Dependencies Participation, flexibility and commitment of stakeholders to redefine and agree on meaningful brand identity that will help take Jacksonville to the next level consistently. Suggested resources needed Consulting resources should be culled from various stakeholder groups including the U.S. Navy, business, nonprofits, and the arts and music industries to be representative of the city as a whole. Costs: medium Key milestones, activities and timeframe Congregate a stakeholder group for feedback on Jacksonvilles brand attributes, either in person or through a perception audit (1 month). Shape brand attributes that are unique to Jacksonville and align with the Citys long-term vision (2-3 months). Assess all further initiatives, messaging and communications using a common brand assessment tool that measures projects against the core attributes contained within the tool.
Priority status Medium
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Recommendation 2-2-5: Recommended near-term project 5 messaging and communications The City should establish a dedicated messaging and communications campaign to help change existing perceptions that citizens have regarding crime, parking and ease of navigation in the downtown area. Scope and expected outcomes Develop positive messaging and a dedicated communications campaign for branding the downtown areas as a destination where residents want to live, work and play. The theme should build from the selected epicenter and include a cross-section of stakeholders to put a positive face on downtown living for business, visitors and current residents. Recommended tactics to be considered: Video Develop a video education campaign to accompany the Citys existing Details of Downtown Twitter series, Residents/Businesses/ Visitors for a Better Downtown Jacksonville, which puts a tangible face on downtown residents, such as small business owners, humanitarians, military veterans and social-services recipients for use in all communications initiatives. Each YouTube-ready video snippet would profile what the subject does and what makes downtown special for them. A citywide competition could then be created to cull input from surrounding areas based on the question: What do you love about downtown? Pinterest Create a dedicated Pinterest page for stakeholders to share their positive images of downtown life, linked from the Citys website. Op-eds Engage downtown stakeholders and residents to regularly share opinions and letters to the editors of major media, emphasizing their positive experiences and addressing the misperception that the downtown area is unsafe and unfit for leisure activities. Mobile applications Consider developing citizen-driven mobile applications focused on making my downtown better to encourage active, real-time citizen participation and feedback on beautification initiatives, waterways or downtown blight. For example, utilization of the free Creekwatch15 application could help provide deeper citizen engagement on the health of the citys downtown waterways, such as Hogans Creek or the St. Johns River. Deepen targeted communications around the homeless population One-quarter of the homeless are military veterans, and family homelessness is growing. The City has superior services, which have a measured success rate of providing job retraining, housing and some mental-health support. The City could have reporters have lunch with social services organizations and meet the homeless. Erase the perception that crime starts downtown Late-night reporting on crime and other negative news from the downtown area in front of City Hall creates a perception that all crime and bad news generates from downtown. The City should engage in partnerships with local television media to rotate their remote units to other areas. People fear what they dont know. Humanizing the downtown area would help eliminate stigma and showcase existing talent, businesses and caring not-for-profit organizations in a positive way. Expected outcomes include a positive change in perception of the downtown area and increased traffic to downtown venues and events. The cost of inaction would be a continued perception by residents and non-residents that the downtown area is unsafe or lacks services, as well as a continued decline in residents, businesses and downtown visitors. Proposed owner and stakeholders Owner: City of Jacksonville Stakeholders: DVI Suggested resources needed Interested cross-section of stakeholders such as those who participated in this Smarter Cities Challenge (see Appendix A) Cost estimated to be $2,500 for perception audits; other activities incorporated in existing communications programs as a dedicated downtown campaign Key milestones, activities and timeframe Conduct perception audit of residents of the downtown and surrounding areas to measure existing perceptions on downtown safety, activities, and overall vibe (i.e., AngusReid Omnibus) (two weeks) Develop and initiate campaign (six weeks) Conduct perception audit at six-month and 12-month markers to review progress and adjust tactics
Dependencies Recommendation 2-1, participation of citizens and beautification initiatives
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Recommendation 2-2-6: Recommended near-term project 6 synchronize transportation to businesses and increase wayfarer signage The City should change the perception of residents who live outside the urban core and believe transportation, one-way streets and parking limitations make for a difficult downtown. Scope and expected outcomes Current parking and transportation options deter residents from utilizing the downtown area. This project would involve synchronizing public transportation to businesses and increasing wayfarer signage for downtown activities, bus routes, SkyWay, water taxis and parking. Scope: Create additional wayfarer signage to navigate the traffic with intention, re-emphasize one-way navigation, and clearly identify parking hours and how to get out of a locked parking lot after hours (some public parking garages post their hours at tire level upon entry, where drivers cannot see it). Add downtown maps at key locations, similar to shopping center guides, so residents and visitors can quickly see where all restaurants, museums, shops, key icons and businesses are located. This would be an expansion of the Downtown Vision map in visual, sign form. Extend water taxi hours or SkyWay hours so residents and visitors have at least one available option for crossing the river after 9 p.m. Restaurants are currently open later than the SkyWay or water taxi, and not all options are available on weekends. Additional hours of SkyWay operation could be covered through a nominal usage fee (25 cents), which would also limit usage by the transient population and help encourage more residents to use the service. Provide a clear link to transportation information from the home page of the City of Jacksonville website, coj.net. Add businesses and restaurants to the SkyWay signage so visitors and non-downtown residents know the optimal stop to enter and exit. Add bus times or schedules to stops that flow into downtown or at all stops. To eliminate frustration around parking, facilitate a partnership between an entrepreneurial parking-valet service and those downtown restaurants without close access to parking. A valet shuttle service could also be offered from the beaches to downtown restaurants. This option could be piloted during Eat Up promotions. These actions could help change perceptions that the downtown area is difficult to navigate, deliver alternate public transportation options and aid visiting residents in navigating the urban core. Better integration and visibility to public transport options also create a positive downtown experience for conference attendees, business visitors, residents and new residents considering living downtown. The cost of inaction would be a continuation and deepening of the misperception that the downtown area is hard to navigate, resulting in a low use of services. Proposed owner and stakeholders Owners: City of Jacksonville and Jacksonville Transit Authority. Stakeholder: Downtown Vision, Inc. Dependencies Budget allocation Key milestones, activities and timeframe Initial reviews of parking signage are already complete six signs are due to be installed in September. Schedule review of remaining items and prioritize. Work with partners to prioritize projects and initiate change. Conduct perception audit before and after to measure success. Suggested resources needed Utilize existing resources. Costs: medium
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3. Longer-term projects
The IBM team has identified some long-term projects, which would be prioritized through the optimizationbased roadmapping, positioned within the roadmap, and then executed.
Long-term projects to develop additional downtown residential units and expand urban parks are detailed in the following section. The City should also consider repurposing unused City-owned properties and opening new university campuses.
Recommendation 3-1: Develop downtown residential units to accommodate at least 15,000 citizens by 2015 For the City to realize its vision of creating density in the core, a significant number of residential units should be developed, using mixed-use development as a planning strategy, providing affordable or market price housing units for 15,000 citizens by 2015. Scope and expected outcomes A critical component for a thriving and vibrant downtown is its residents. Mixed-use strategy will allow the housing units to serve both residential and commercial purposes. The majority of the units should be for workforce professionals. The mixed-use approach will ensure that diverse citizen needs are accommodated, including retail and other commercial uses. Expected outcomes: Increased economic activities downtown Residential units serving as a lure for anchor retailers, which may provide growth impetus Attraction of other businesses, such as movie theaters and wellness and fitness centers Increase in tax revenue from home and store owners Proposed owner and stakeholders Owners: Downtown Investment Authority (DIA), Roadmap Management Office Suggested resources needed Building developers Banks Private equity partners Real estate brokers Key milestones, activities and timeframe The building of the residential units may be phased. Each phase should have specific milestones with well-defined timelines for completion.
Dependencies Stakeholder buy-in Funds from banks and private equity partners Priority status High
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Recommendation 3-2: Build and expand urban parks The City of Jacksonville should improve downtown connectivity and walkability by greening the Northbank shipyards area from Berkman Plaza through to Metropolitan Park and the stadium. Scope and expected outcomes Based on existing best-practice examples and interviews with developers and urban planners, the IBM team believes that extending the RiverWalk through the shipyards to the stadium in an urban-park model with adequate setback of housing or development from the river park experience could contribute to both Jacksonvilles walkability and help drive further interest in Northside residential development. The Northside area currently represents a small base of 2,700 residents2 and reflects lower property values (averaging $97,500) than the Southside3 (averaging $150,000). Creation of another downtown urban park would improve public access to the river and stadium and could increase the use of Metropolitan Park when combined with more regular events programming. This project would require analysis through the roadmapping tool. It would involve two distinct components: Create an urban park in the shipyards zone to help increase density by drawing additional residential interest, and help boost surrounding residential property values. Complete the Northbank Riverwalk from Berkman Plaza to the stadium. Considerations include: The urban park model should take well-considered, adequate setbacks of accompanying mixed-use development into account. The tasteful addition of pop-up visual arts vendors, urban art of intrigue or refreshment outlets could increase the draw during game days and also help support more regular events programming in Metropolitan Park, which is an ideal venue for outdoor concerts or family picnics. It is imperative to maintain good public access to the riverfront. Expansion plans should be consistent with sustainable development best practices for riverfronts. Benefits include a family-friendly and active city initiative that leverages a strong natural asset. The project would connect Jacksonville Landing, the most visited downtown attraction, with the stadium and other sports complexes. It allows residents to walk to attractions in Metropolitan Park. Parks and improved walkability have been proven to add economic value to metro centers. Expected outcomes include the increased public use of the riverfront by leveraging the stadium draw, additional draw for residential development and an increase in property values. The cost of inaction is discontinuity in the urban core. There is potential for the riverfront to be monopolized by high-end condos or other developments that would inhibit public enjoyment of, or access to, this rich natural asset. Proposed owner and stakeholders Owner: City of Jacksonville Stakeholders: Interdisciplinary panel including St. Johns River Keepers and downtown residents Dependencies Requires roadmapping analysis (Recommendation 1-2) to determine true prioritization, as well as budget allocation Suggested resources needed Development partner with expertise in creating successful, sustainable urban park connectivity Cost estimate: medium (for example, the initial development cost for the north bank river walk was $8.7 million for 2 miles; the remaining portion is approximately 1.4 miles). Urban park development costs are subject to RFP. Key milestones, activities and timeframe Determine scope and issue RFPs. Select a partner. Begin development. The timeframe would be determined through roadmapping analysis.
Priority status Medium
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5. Conclusion
During past decades, the City of Jacksonville has conducted a number of detailed market studies and developed thoughtful plans. It has natural resources and property assets that can be leveraged. The residents and communities are passionate and eager to see the downtown area revitalized with positive changes. The mayor has a keen vision for downtown revitalization, and, with his leadership, the Jacksonville City Council has just established the Downtown Investment Authority, which will serve as a central vehicle to drive downtown revitalization initiatives. The IBM team believes that the City needs to share its vision with stakeholders, visualize the future state of the City and lay out the platform for those willing to participate by contributing to the citys economic growth through urban renewal. Once the City starts implementing the Rapid Start projects that the team recommended, the visible changes should entice and encourage more people to participate in the growth initiatives. The IBM team expects the momentum to build and expand, making the city more attractive for residents, business and visitors. Through the optimization-based, multi-criterion decision making and process management proposed in these recommendations, the City of Jacksonville can consistently measure and track growth, and capture additional opportunities in the future as it progresses on its journey toward revitalization.
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6. Appendix
A. Acknowledgements
Name Brian Wheeler Oliver Barakat Mark Salter Dawn Gilman Cindy Funkhouser Amy Crane Bill Flagg Bill Killingsworth Calvin Burney, Sr. Katie Kurycki Kerri Stewart Don Shea Elton Rivas Ennis Davis JuCoby Pittman-Peele John Stafford Jerry Mallott Terry Lorince Katherine Hardwick Lisa Rinaman Lanny Felder Doug Skiles Steve Lovett Sherry Magill Rena Coughlin Connie Hodges Ben Warner Daniel Bean Kamel Farah Dr. Mark Brunson Pastor Clinton Bush Company Genesis Group CB Richard Ellis Indochine Emergency Services for the Homeless Sulzbacher Center Cultural Council of Jacksonville Flagg Design Spark City of Jacksonville Visit Jacksonville Visit Jacksonville Downtown Civic Council One Spark Metro Jacksonville Clara White Mission Clara White Mission JaxUSA Downtown Vision, Inc Downtown Vision, Inc. St. Johns River Keepers Florida Blue Envision ELM Jesse Ball Dupont Fund Non-Profit Center of Northest Florida United Way of Northeast Florida Jacksonville Community Council, Inc. Holland & Knight Law Uptown Deli First Baptist Church City Kidz Ice Cream Director, Planning and Development Department Manager, Marketing and Communications Interim President and Chief Executive Officer Executive Director Consultant/Owner Author, Grad. Architect and Land Planner Chief Executive Officer and President Employment and Recruiting Manager President Executive Director Director of Marketing Director Vice President, Real Estate and Corporate Services at Blue Cross Blue Shield of Florida PE, LEED Planner/Architect President Chief Executive Officer Executive Director President and Chief Executive Officer Executive Partner Owner Pastor Co-founder Title Executive Vice President Senior Vice President Owner President President Deputy Director Owner
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Jacksonville
Name Tony Allegretti William Cesery Dan King Julia Henry Wilson Richard Jackson Gretchen Mitchell Lisa Peterson Dawn Emerick Valerie Feinberg Kelly Boree Christian Winicki Steve Atkins Jim Love Eddie and Chuck Farah Chung Rutter Tri Vu MJ Charmani Mike McClung Jim Overton Keith Hicks Dr. Marcelle Poldnik Ronnie Belton Glenn Hansen David Bugher Emily Lisska Matt Carlucci Tony Sleiman Bruce Johnson Paul Crawford Dave Richardson Brad Thoburn Don Redman Greg Vaccaro
Company Jacksonville Chamber Cesery Companies Hyatt Jacksonville Urban League Urban Development City of Jacksonville Library City of Jacksonville Library Health Planning Council Health Planning Council Jacksonville Recreation Department Christian K Winicki Atkins Group City of Jacksonville District 14 Farah & Farah Law firm RS&H (architects) TTV Architects Indo US Chamber Jacksonville Port Authority City of Jacksonville City of Jacksonville The Museum of Contemporary Art Jacksonville City of Jacksonville City of Jacksonville City Rescue Mission Jacksonville Historical Society State Farm Sleiman Enterprises Urban Land Institute Jacksonville Jacksonville Economic Development Commission Trident Jacksonville Transportation Authority City of Jacksonville District 4 Gus Shoe Repair
Title Director of Downtown Engagement President General Manager Director
Assistant Director, Support Services Technical Systems Administrator President and Chief Executive Officer Director of Urban Planning Director, Parks and Recreation Attorney Owner Councilman Owners Vice President President President, Chair and Founder Controller Property Appraisers Office Property Appraisers Office Director Finance Finance Executive Director Executive Director Agent (former city council member and president in 2001) Owner Executive Vice President and Chief Financial Officer (Regency Centers) Deputy Executive Director President Director, Strategic Planning and Research Councilman Owner
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Jacksonville
Name John Delaney Dr. Kerry Romesburg Laura Lane Vincent Seibold Mike Lester Joe Whitaker Mario Rubio John Wood Joseph Strain Usha Mohan Steve Herczeg George Chakhtoura Kenneth Lathrop James Bailey Dorothy Merrick
Company University of North Florida Jacksonville University Jacksonville Community Council, Inc. City of Jacksonville Skyweb Express City of Jacksonville City of Jacksonville Sally Corporation Marshall-Strain Enterprises City of Jacksonville City of Jacksonville City of Jacksonville City of Jacksonville Bailey Printing & Design
Title President President Vice President and Chief Operating Officer Division Chief, Environmental President and Chief Executive Officer Targeted Industries Coordinator State Policy Director Chairman and Chief Executive Officer Logistics, Port Security Chief Information Officer GIS Project Manager Senior IT Leader Senior IT Leader President Downtown resident
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Jacksonville
B. Team biographies
Bisi Adedokun
Enterprise Architect
Carrie Bendzsa
External Communications
Bisi Adedokun, an enterprise architect, has more than 20 years of industry experience and more than six years working with state and local governments. He is responsible for designing end-to-end solutions for clients using IBMs portfolio of software and hardware. He works with customers to understand their business requirements and translates them into technical requirements that can be addressed with software and hardware solutions. Adedokun works with different stakeholders, including CXO, to translate their visions into technical roadmaps for better business outcomes. He is recognized as a technically savvy, seasoned and talented professional with broad-based experience in project management, architecture and information technology strategy. Adedokun leads productive IT departments and technical support programs by implementing effective strategies to optimize business processes, elevate efficiency and improve quality while significantly reducing cost. He has delivered simultaneous, large-scale, mission-critical projects within the constraints of scope, quality, time and cost. Known as an empowering manager, Adedokun is adept at leading, motivating and coordinating technical teams to provide innovative technical solutions and ensure total customer satisfaction. He displays a keen eye to detail with proven ability to multitask in a fiercely competitive and fast-paced environment. Adedokun earned a Bachelor of Science in Computer Science from the University of Lagos in Nigeria, a Master of Science in Management and Systems from New York University and an Executive MBA, General Business Management from Instituto de Impresa, Madrid. Additionally, Adedokun holds the following certifications: Certified Information Security Manager, CISM; Certified Information Systems Security Professional, CISSP; Open Group Master Certified IT Architect, TOGAF 8 Certified; and Certified ITIL Foundation.
Carrie Bendzsa has led the external communications function for IBM in Canada since 2009, responsible for driving long-term, strategic and day-to-day regional and national communications and social media initiatives. Her areas of personal focus include public sector, issues management, analytics and security. In her capacity as external communications leader, Bendzsa blends the external program as a collaborative partner with IBM Canadas internal communications, brand management and government relations activities. Before moving to the Canada-wide role, Bendzsa worked in a global role advancing awareness for IBMs newly acquired business analytics capabilities. Prior to joining IBM, she held progressively senior media relations and public relations leadership roles within Corel Corporation, Entrust Technologies and Cognos, Inc. Over the course of her 19-year communications career, her drive to achieve and passion for excellence has resulted in a proven track record across the strategy, management, execution and measurement of a wide variety of technical and consumer communications initiatives. Fostering the advancement of women in technology has always been an area of professional interest, leading to involvement in womens networking and mentoring groups. She devotes personal time to coaching and mentoring young professionals on the merits of communications careers. Bendzsa holds a Bachelor of Journalism from Carleton University in Ottawa, Canada, where she currently resides. For the past two years, Bendzsa has volunteered as treasurer of Fielding Drive Public School Parent Council and plays competitive volleyball and basketball. Bendzsa once had a green thumb and is hoping to restore it again with perennial flower garden work around her home.
38
Jacksonville
Betsy Greytok
Counsel, IBM Systems and Technology Group
Yukari Kobayashi
Director, Strategy and Market Development, Global Business Services
Betsy Greytok has been with IBM for 13 years and is Counsel for the IBM Systems and Technology Group (STG), as well as lead attorney for the Power Systems and Systems Software brands, which include hardware, software and special lab services. She is responsible for a wide variety of legal matters related to these brands, including product development, competition law, product marketing, confidentiality, procurement, business development, distribution and licensing matters. She has worked with IBM development partners and customers, large and small, in most major industries globally. In her role, she also supports deals with governmental agencies. Before joining IBM, Greytok was an associate with Akin Gump Strauss Hauer & Feld where she handled a variety of commercial litigation cases. A portion of her practice also focused on assisting clients with regulatory matters at the municipal, county and state levels with clients ranged from start-up businesses to international corporations. Greytok holds an MBA and JD from the University of Texas and has been practicing law for 19 years. In 2011, she was awarded the Presidents Volunteer Service Award for volunteering more than 100 hours with her church and her childrens school. She is a Sunday school teacher and co-chair of the elementary school PTAs #2 fund raiser. Greytok lives in Austin, Texas, and enjoys reading, trail running and has recently taken up flying on the trapeze.
Yukari Kobayashi is Director, Strategy and Market Development, Global Business Services, which is an executive staff role responsible for strategy, planning, marketing, communications, education and talent development for sales and consultants within the business unit. Kobayashi has held a variety of other positions, including Director, Public Sector, Global Business Services, with responsibility for developing market strategy, sales and resource deployment to drive sales in Consulting and Systems Integration, Application Management Services, Strategic Outsourcing for government entities and hospital clients; and Senior Manager, Business Development, Japan Post Cluster, Public Sector Sales, where she helped Japan Post as a client during their pre/post privatization phase to transform into a private company. Kobayashi joined IBM as a systems engineer and specialized in requirement definition and data model analysis for clients in the industrial sector and Nagano Olympics project before she moved onto Business Development and Marketing, then Sales. She has a Bachelor of Science in Business Administration from University of Northern Colorado and an Executive MBA from Fox School, Temple University. She also earned an Advanced Certificate in Marketing Management Practice from the Chartered Institute of Marketing, United Kingdom. Kobayashi holds a second grade certificate from the Ski Association of Japan, has a certificate (Openwater 1) National Association of Underwater Instructor and a fifth grade certificate National (Horseback) Riding Club Association of Japan. She also enjoys playing the alto saxophone and watching movies.
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Jacksonville
Dr. Ofer Shir

Research Scientist, IBM Haifa Laboratory
Dr. Ofer Shir is a Research Scientist at the IBM Haifa Laboratory in Israel in the department of Software and Services, primarily involved with research on the topic of multi-criterion decision making, where he studies conflicts and trade-offs in real-world problems, and combines analytics to enhance decision-making processes. In addition, he has been involved in IBM Research Smarter Planet projects in the domain of non-revenue water. In general, his topics of interest include multi-criterion decision making, computational intelligence, experimental optimization and quantum computing. Dr. Shir joined IBM Israel as a Research Staff Member in November 2010. Prior to joining IBM, he has been a Postdoctoral Research Associate at Princeton University, USA. Dr. Shir holds a Bachelor of Science in Physics and Computer Science from the Hebrew University of Jerusalem, Israel (conferred 2003), and both a Master of Science and Ph.D. in Computer Science from Leiden University, The Netherlands (conferred 2004, 2008). A concise list of his publications can be found on his researchers page at http://researcher.watson.ibm.com/ researcher/view.php?person=il-ofersh. In his free time, he enjoys hiking, photography and working creatively with video. He also enjoys exploring natural languages.
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Jacksonville
C. References
1 National League of Cities. Municipal Action Guide for managing foreclosures and vacant properties. www.nlc.org/Documents/Find%20City%20Solutions/ Research%20Innovation/Housing%20-%20CD/ managing-foreclosures-vacant-properties-mag-may12.pdf 2 Sperlings Best Places. Best Places to Live in Jacksonville (zip 32202), Florida www.bestplaces.net/zip-code/florida/ jacksonville/32202 3 Sperlings Best Places. Best Places to Live in Jacksonville (zip 32207), Florida www.bestplaces.net/zip-code/florida/ jacksonville/32207 4 National League of Cities. Transit-Oriented, Mixed-Use Rental Housing in St. Paul, Minnesota The Penfield Project. www.nlc.org/find-city-solutions/center-forresearch-and-innovation/housing-and-communitydevelopment/neighborhoods-and-communities/transitoriented-mixed-use-rental-housing-in-st-paul-minnesota%E2%80%93-the-penfield-project 5 Sturtevant, Lisa, and McClain, John, Examining the impact of Mixed-Use/Mixed Income Housing Developments in the Richmond Region. George Mason University Center for Regional Analysis. Aug. 7, 2012. 6 Rothwell, Jonathan. Regional Inequality and The New Geography of Jobs. TheBrookings Institution. www.brookings.edu/blogs/the-avenue/posts/2012/08/07regional-inequality-rothwell 7 National League of Cities. Retail Redevelopment. May 2008. www.nlc.org/Documents/Find%20City%20 Solutions/Research%20Innovation/Economic%20 Development/retail-redevelopment-cpb-may08.pdf
8 Zborel, Tammy. Municipal Action Guide: Sustainable Connections: Strategies to Support Local Economies. National League of Cities. 9 Bryant Park. www.bryantpark.org 10 Millenium Park. http://explorechicago.org/city/en/ millennium.html 11 The Urban Redevelopment Authority of Pittsburgh. Measuring the Economic Impact of Green Space in Pittsburgh, May 2010. 12 Leinberger, Christopher and Alfonzo, Mariela. Walk this Way: The Economic Promise of Walkable Places in Metropolitan Washington, D.C. Metropolitan Policy Program and Brookings. www.brookings.edu/~/media/ research/files/papers/2012/5/25%20walkable%20 places%20leinberger/25%20walkable%20places%20 leinberger.pdf 13 The Trust for Public Land. Safer Parks After Dark: New night-lighting methods help provide answers for dark-sky advocates. http://cloud.tpl.org/pubs/ccpelightinginparks-2012.pdf 14 City of Los Angeles Mayor Antonio Villaraigosa. Summer Night Lights Gang Reduction Program http://mayor.lacity.org/issues/gangreduction/ summernightlights/index.htm 15 Creekwatch. http://creekwatch.researchlabs.ibm.com
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Jacksonville
D. Examples of roadmapping input and output

Duration (months)
epicenter
Former Haydon Burns Library Core Parador Parking Garage Laura Street Trio Southbank Development
River
Water Front
Northbank River-Walk Navy Warship Museum
ART Activation
SPARK-1 (Art Links) SPARK Initiatives SPARK-2 (Interactive Elements) SPARK-3 (Canvases/Park Garages) SPARK-4 (Projection Art)
City Image
Transient Handling
Day Center in the Downtown Periphery
Marketing-1 Marketing City Hall Messaging
Marketing-2
Duration (months)
Figure 1 Illustration of one type of roadmapping input
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Jacksonville
Initiative Navy Warship Museum Northbank River-Walk Completion Marketing-1 SPARK-3 (Canvases/ Park Garages) Day Center in the Downtown Periphery Southbank Development
Duration t1 t2 t3 t4 t5 t6
Cost c1 c2 c3 c4 c5 c6
Inconven i1 i2 i3 i4 i5 i6
Revenue r1 r2 r3 r4 r5 r6
Environ e1 e2 e3 e4 e5 e6
Density d1 d2 d3 d4 d5 d6
Beautiful b1 b2 b3 b4 b5 b6
Evolving step
Marketing-2
Figure 2 Illustration of one type of roadmapping input
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Jacksonville
Timeline (months)
epicenter
Core
Parador Parking Garage
River
Water Front
Northbank River-Walk Navy Warship Museum
ART Activation
SPARK-1 (Art Links) SPARK Initiatives
SPARK-3 (Canvases/Park Garages)
City Image
Transient Handling
Day Center in the Downtown Periphery
Marketing
Marketing-1
Timeline (months)
Figure 3 Illustration of one type of roadmapping output
44
Jacksonville
E. Strategy map
Clarify vision, core competancies and strategies
Analyze perspectives, develop strategic objectives, create strategy map
Communicate, link throughout the city and refine
Establish measures, tactical plans and performance target
Collect and analyze scored data to monitor performance
Investigate variances and reward employees
Provide feedback and refine balanced scorecard
Figure 4 Example of a strategy map
45
Jacksonville
F. Balanced Scorecard
Increase revenue by 5-10%
Revenue Growth Strategy
Financial perspective
Increase tax revenues/per acre
Stimulate private investment and longterm economic growth
Increase commercial occupancy
Increase residential occupancy
Increase visitors to downtown
Citizen perspective
Improve carbon footprint
Simulate a healthy city
Improve citizen satisfaction
Connect with the citizen
Internal perspective
Encourage innovation
Improve and leverage quality
Increase transparency
Promote communication and dialogue
Learning and growth perspective
Develop a climate for action
Enhance ability to recruit and retain city talent
Increase employee satisfaction
Enhance employee competence
Figure 5 Illustration of Balanced Scorecard implementation
46
Copyright IBM Corporation 2012 IBM Corporate Citizenship & Corporate Affairs 1 New Orchard Road Armonk NY 10504 Produced in the United States of America October 2012 All Rights Reserved IBM, the IBM logo, ibm.com, Smarter Cities and Smarter Planet are trademarks or registered trademarks of International Business Machines Corporation in the United States, other countries, or both. If these and other IBM trademarked terms are marked on their first occurrence in this information with a trademark symbol ( or ), these symbols indicate U.S. registered or common law trademarks owned by IBM at the time this information was published. Such trademarks may also be registered or common law trademarks in other countries. A current list of IBM trademarks is available on the Web at Copyright and trademark information at: ibm.com/legal/copytrade.shtml Other product, company or service names may be trademarks or service marks of others. References in this publication to IBM products or services do not imply that IBM intends to make them available in all countries in which IBM operates. Please Recycle

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3. Context for recommendations

IBMs Smarter Cities Challenge Report

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IBMs Smarter Cities Challenge Report

IBMs Smarter Cities Challenge Report

IBMs Smarter Cities Challenge Report

IBMs Smarter Cities Challenge Report

IBMs Smarter Cities Challenge Report

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Priority status High

IBMs Smarter Cities Challenge Report

IBMs Smarter Cities Challenge Report

Priority status High

IBMs Smarter Cities Challenge Report

IBMs Smarter Cities Challenge Report

Priority status High

IBMs Smarter Cities Challenge Report

IBMs Smarter Cities Challenge Report

IBMs Smarter Cities Challenge Report

IBMs Smarter Cities Challenge Report

Priority status High

IBMs Smarter Cities Challenge Report

IBMs Smarter Cities Challenge Report

Priority status High

IBMs Smarter Cities Challenge Report

IBMs Smarter Cities Challenge Report

Priority status Medium

IBMs Smarter Cities Challenge Report

Dependencies Recommendation 2-1, participation of citizens and beautification initiatives

Priority status High

IBMs Smarter Cities Challenge Report

Priority status High

IBMs Smarter Cities Challenge Report

IBMs Smarter Cities Challenge Report

Priority status Medium

IBMs Smarter Cities Challenge Report

Title Director of Downtown Engagement President General Manager Director

IBMs Smarter Cities Challenge Report

IBMs Smarter Cities Challenge Report

IBMs Smarter Cities Challenge Report

IBMs Smarter Cities Challenge Report

Dr. Ofer Shir

IBMs Smarter Cities Challenge Report

IBMs Smarter Cities Challenge Report

D. Examples of roadmapping input and output

Northbank River-Walk Navy Warship Museum

Day Center in the Downtown Periphery

Marketing-1 Marketing City Hall Messaging

IBMs Smarter Cities Challenge Report

Figure 2 Illustration of one type of roadmapping input

IBMs Smarter Cities Challenge Report

Parador Parking Garage

Northbank River-Walk Navy Warship Museum

SPARK-1 (Art Links) SPARK Initiatives

SPARK-3 (Canvases/Park Garages)

Day Center in the Downtown Periphery

IBMs Smarter Cities Challenge Report

Clarify vision, core competancies and strategies

Analyze perspectives, develop strategic objectives, create strategy map