ibm smarter cities challenge - jacksonville final report

IBM’s Smarter Cities Challenge

Report

Jacksonville

2

Contents

3 1. Executive summary 5 2. Introduction 8 3. Context for recommendations 9 A. SWOT analysis 15 4. Recommendations 16 Recommendation 1-1: Adopt a Balanced Scorecard methodology to translate vision to strategy, measure progress,

and enforce accountability 18 Recommendation 1-2: Adopt an optimization-based, roadmapping approach to facilitate multi-criterion

decision making 20 Recommendation 1-3: Establish a Roadmap Management Office to manage development and progression

of the roadmap 22 Recommendation 2-1: Create an epicenter for growth 24 Recommendation 2-2: Implement near-term projects to build attractiveness and draw people downtown 25 Recommendation 2-2-1: Recommended near-term project 1 — regular special events programming 26 Recommendation 2-2-2: Recommended near-term project 2 — short-term beautification initiatives 28 Recommendation 2-2-3: Recommended near-term project 3 — enforce codes 29 Recommendation 2-2-4: Recommended near-term project 4 — develop a dedicated brand identity 30 Recommendation 2-2-5: Recommended near-term project 5 — messaging and communications 31 Recommendation 2-2-6: Recommended near-term project 6 — synchronize transportation to businesses

and increase wayfarer signage 32 Recommendation 3-1: Develop downtown residential units to accommodate at least 15,000 citizens by 2015 33 Recommendation 3-2: Build and expand urban parks 34 5. Conclusion 35 6. Appendix 35 A. Acknowledgements 38 B. Team biographies 41 C. References 42 D. Examples of roadmapping input and output 44 E. Strategy map 45 F. Balanced Scorecard

3

Jacksonville, Florida, was one of 33 cities selected to receive a Smarter Cities Challenge grant from IBM in 2012 as part of IBM’s citizenship efforts to build a Smarter Planet. Since the program’s 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 area’s 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 challengeMayor Brown asked IBM to help the City develop a cohesive executive plan that will begin, in earnest, the revitalization of the downtown area’s 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 short- and 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.

1. Executive summary

IBM’s Smarter Cities Challenge Report Jacksonville

4

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.

RecommendationsThe 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.

ConclusionJacksonville, 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.

5

Jacksonville, Florida, is one of 33 cities selected to receive a Smarter Cities® Challenge grant from IBM in 2012 as part of IBM’s citizenship efforts to build a Smarter Planet™. Since the program’s 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:

Establish a renewed identity for the Jacksonville community through revitalization of the downtown area’s urban core, utilizing a cohesive, measurable and actionable approach.

The challengeMayor Brown asked IBM to help the City develop a cohesive executive plan that will begin, in earnest, the revitalization of the downtown area’s 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 long-term recommendations with the support and commitment of the community.

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.

2. Introduction


6

Consequently, the IBM team developed a set of short-, medium- and long-term recommendations to help the City accelerate downtown revitalization, including: • Recommendation1-1:AdoptaBalancedScorecardmethodologytotranslatevisiontostrategy,measureprogressandenforceaccountability. The City should use a Balanced Scorecard to translate organizational visions and strategies into strategic objectives and related measures that are monitored over time.

• Recommendation1-2:Adoptanoptimization-based,roadmappingapproachtofacilitatemulti-criteriondecisionmaking. 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 City’s vision and strategy over the long term.

• Recommendation1-3:EstablishaRoadmapManagementOfficetomanagedevelopmentandprogressionoftheroadmap.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.

• Recommendation2-1:Createanepicenterforgrowth.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.

• Recommendation2-2:Implementnear-termprojectstobuildattractivenessanddrawpeopledowntown.The City should inventory existing development proposals and use recommended criteria to select projects to help move the downtown revitalization forward with minimal resources.

• Recommendation2-2-1:Recommendednear-termproject1—regularspecialeventsprogramming.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.

• Recommendation2-2-2:Recommendednear-termproject2—short-termbeautificationinitiatives.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.

• Recommendation2-2-3:Recommendednear-termproject3—enforcecodes.The City should enforce governance policies based on “broken windows” theories already supported through its ordinances.

• Recommendation2-2-4:Recommendednear-termproject4—developadedicatedbrandidentity.The City should pick an enduring idea, with associated, dedicated, measurable brand attributes, to represent Jacksonville’s favorable image consistently to residents, visitors and the world.


7

• Recommendation2-2-5:Recommendednear-termproject5—messagingandcommunications.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.

• Recommendation2-2-6:Recommendednear-termproject6—synchronizetransportationtobusinessesandincreasewayfarersignage.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.

• Recommendation3-1.Developdowntownresidentialunitstoaccommodateatleast15,000citizensby2015.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.

• Recommendation3-2:Buildandexpandurbanparks.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 City’s 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.

“Let’s take Jacksonville to the next level by turning potential into reality through a laser focus on job creation, downtown revitaliza-tion, education and public safety.”

— Mayor Alvin Brown

8

By 2050, more than 75 percent of the world’s 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.

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 mixed-use 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.

3. Context for recommendations

“As downtown goes, so goes your city… [People] judge a city on downtown and it can’t be a ghost town.”

— Former Jacksonville Mayor Jake Godbold


9

A. SWOT analysisAfter 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 Weaknesses

• 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. John’s 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

• 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

Opportunities Threats

• 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

• 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


10

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. John’s 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 City’s goals.

The city’s 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.

Jacksonville’s rich heritage in music and film-industry innovation delivers additional diversity to the urban core’s 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.

WeaknessesCurrently, 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 City’s 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.”


11

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 Jacksonville’s strong association with the military or rich musical and cultural history, which the City could leverage in its branding.

OpportunitiesA 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.


12

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


13

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 public-private 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 Rothwell’s review of Enrico Moretti’s new book “Geography of Jobs” supports this theme.6 Moretti calculated that for every new job created in a metropolitan area’s 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 less-educated 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, “It’s 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


14

Best-practice examples include:• New York’s Bryant Park9 and Chicago’s 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

ThreatsContinued 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 area’s 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.

15

Recommendation summaryThe 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.

ManagementConsidering 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 City’s 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 City’s vision and core competencies.

Recommendation 1-1: Adopt a Balanced Scorecard methodology to translate vision to strategy, measure progress and enforce accountability.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 government’s 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 City’s management systems. To facilitate clear accountability and overall progress of the City’s revitalization effort, the Balanced Scorecard would be used to link the City’s 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 City’s 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 City’s multiple objectives.

4. Recommendations


16

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


17

Recommendation 1-1: Adopt a Balanced Scorecard methodology to translate vision to strategy, measure progress and enforce accountability (continued)

Proposed owner and stakeholders Suggested resources needed

Owner: Downtown Investment Authority (DIA) and Roadmap Management Office

Stakeholders: Mayor’s office, all City departments and business administrator’s office

• 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

Dependencies Key milestones, activities and timeframe

None 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


18

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 City’s vision and strategy over the long term.


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 multi-objective 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 Commission’s 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.


Owner: Downtown Investment Authority (DIA) and Roadmap Management Office

• 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


19

Recommendation 1-2: Adopt an optimization-based, roadmapping approach to facilitate multi-criterion decision making (continued)


• Sufficient data for the scoring mechanism• Sufficient specification of each initiative

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 mini-initiatives, 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.

Priority status

High


20

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 City’s priorities for the downtown area as defined in Section 55.305 of Ordinance 2012-364.


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 City’s prioritization decisions based on multi-objective analysis in the course of developing the roadmap. The roadmap, as well as each project’s 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 City’s priorities and day-to-day progress of the projects to stakeholders2. The ability to see real-time progress, which identifies any deviation from the plan immediately and allows for prompt corrective actions


21

Recommendation 1-3: Establish a Roadmap Management Office to manage development and progression of the roadmap (continued)


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.

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


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.

• 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.

Priority status

High


22

2. Rapid startTo 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.

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.

Recommendation 2-1: Create an epicenter for growth

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.


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 city’s 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.


23

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.


Owner: Downtown Investment Authority DIA personnel:• Project manager• Public-private relationship manager• Manager of inventory and incentives (with Office of Economic Development (OED))• Process manager• Communications director


Recommendation 1-2 (define a roadmap)

Participation by property owners and other non-City stakeholders

Availability of private financing

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.


24

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.


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 low-interest 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.


Owner: Office of Economic Development (OED) • OED project manager• OED manager of inventory and incentives (with DIA)• DIA communications director


• Communication among stakeholders to allow rapid assessment and prioritization of existing proposals

• Participation by property owners and other non-City stakeholders

Horizon 1: • Complete an inventory of proposals.• Identify proposals meeting two or more criteria.• Eliminate hurdles to moving the project forward.


25

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.


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.


Owner: Downtown Vision, Inc. (DVI)

Stakeholders: Pastors, MOCA Jacksonville, library and hotels

• DVI team• Additional incremental funding for program management• Advocacy and promotion• Costs: medium


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.

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)

Priority status

High


26

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.


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 façades 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 Jacksonville’s 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 City’s brand value and associated quality of life for citizens.


27

Recommendation 2-2-2: Recommended near-term project 2 — short-term beautification initiatives (continued)


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

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.


Expediting City permitting to include art not associated with new building construction or renovation

• 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.

Priority status

High


28

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.


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 City’s current ordinance code.

In the ordinance, Jacksonville City Council determined that the addition to the City’s 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 City’s decreased brand value and associated quality of life for citizens. Crime rates could increase. Businesses may refrain from developing downtown.


Owner: City of Jacksonville

Stakeholders: Developers, banks and property owners

• Existing Housing and Neighborhoods department working with the Federal Property Registration Corporation

• Cost: Low


This recommendation depends on the City’s 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.

• 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.

Priority status

High


29

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 Jacksonville’s favorable image consistently to residents, visitors and the world.


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 City’s 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 Jacksonville’s 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 City’s 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 façades 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.


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

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


Participation, flexibility and commitment of stakeholders to redefine and agree on meaningful brand identity that will help take Jacksonville to the next level consistently.

• Congregate a stakeholder group for feedback on Jacksonville’s brand attributes, either in person or through a perception audit (1 month).

• Shape brand attributes that are unique to Jacksonville and align with the City’s 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


30

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.


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 City’s 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 City’s 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 city’s downtown waterways, such as Hogan’s Creek or the St. John’s 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 don’t 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.



Stakeholders: DVI

• 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


Recommendation 2-1, participation of citizens and beautification initiatives

• 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

Priority status

High


31

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.


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.


Owners: City of Jacksonville and Jacksonville Transit Authority.

Stakeholder: Downtown Vision, Inc.

• Utilize existing resources. • Costs: medium


Budget allocation • 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.

Priority status

High


32

3. Longer-term projectsThe IBM team has identified some long-term projects, which would be prioritized through the optimization- based 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.


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


Owners: Downtown Investment Authority (DIA), Roadmap Management Office

• Building developers• Banks• Private equity partners• Real estate brokers


• Stakeholder buy-in• Funds from banks and private equity partners

The building of the residential units may be phased. Each phase should have specific milestones with well-defined timelines for completion.

Priority status

High


33

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.


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 Jacksonville’s 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.



Stakeholders: Interdisciplinary panel including St. John’s River Keepers and downtown residents

• 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.


Requires roadmapping analysis (Recommendation 1-2) to determine true prioritization, as well as budget allocation

• Determine scope and issue RFPs.• Select a partner.• Begin development.• The timeframe would be determined through roadmapping analysis.

Priority status

Medium

34

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 city’s 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.

5. Conclusion

35

A. Acknowledgements

Name Company Title

Brian Wheeler Genesis Group Executive Vice President

Oliver Barakat CB Richard Ellis Senior Vice President

Mark Salter Indochine Owner

Dawn Gilman Emergency Services for the Homeless President

Cindy Funkhouser Sulzbacher Center President

Amy Crane Cultural Council of Jacksonville Deputy Director

Bill Flagg Flagg Design Owner

Bill Killingsworth Spark

Calvin Burney, Sr. City of Jacksonville Director, Planning and Development Department

Katie Kurycki Visit Jacksonville Manager, Marketing and Communications

Kerri Stewart Visit Jacksonville Interim President and Chief Executive Officer

Don Shea Downtown Civic Council Executive Director

Elton Rivas One Spark Consultant/Owner

Ennis Davis Metro Jacksonville Author, Grad. Architect and Land Planner

Ju’Coby Pittman-Peele Clara White Mission Chief Executive Officer and President

John Stafford Clara White Mission Employment and Recruiting Manager

Jerry Mallott JaxUSA President

Terry Lorince Downtown Vision, Inc Executive Director

Katherine Hardwick Downtown Vision, Inc. Director of Marketing

Lisa Rinaman St. Johns River Keepers Director

Lanny Felder Florida Blue Vice President, Real Estate and Corporate Services at Blue Cross Blue Shield of Florida

Doug Skiles Envision PE, LEED

Steve Lovett ELM Planner/Architect

Sherry Magill Jesse Ball Dupont Fund President

Rena Coughlin Non-Profit Center of Northest Florida Chief Executive Officer

Connie Hodges United Way of Northeast Florida Executive Director

Ben Warner Jacksonville Community Council, Inc. President and Chief Executive Officer

Daniel Bean Holland & Knight Law Executive Partner

Kamel Farah Uptown Deli Owner

Dr. Mark Brunson First Baptist Church Pastor

Pastor Clinton Bush City Kidz Ice Cream Co-founder

6. Appendix


36

Name Company Title

Tony Allegretti Jacksonville Chamber Director of Downtown Engagement

William Cesery Cesery Companies President

Dan King Hyatt General Manager

Julia Henry Wilson Jacksonville Urban League Director

Richard Jackson Urban Development

Gretchen Mitchell City of Jacksonville Library Assistant Director, Support Services

Lisa Peterson City of Jacksonville Library Technical Systems Administrator

Dawn Emerick Health Planning Council President and Chief Executive Officer

Valerie Feinberg Health Planning Council Director of Urban Planning

Kelly Boree Jacksonville Recreation Department Director, Parks and Recreation

Christian Winicki Christian K Winicki Attorney

Steve Atkins Atkins Group Owner

Jim Love City of Jacksonville District 14 Councilman

Eddie and Chuck Farah Farah & Farah Law firm Owners

Chung Rutter RS&H (architects) Vice President

Tri Vu TTV Architects President

MJ Charmani Indo US Chamber President, Chair and Founder

Mike McClung Jacksonville Port Authority Controller

Jim Overton City of Jacksonville Property Appraiser’s Office

Keith Hicks City of Jacksonville Property Appraiser’s Office

Dr. Marcelle Poldnik The Museum of Contemporary Art Jacksonville Director

Ronnie Belton City of Jacksonville Finance

Glenn Hansen City of Jacksonville Finance

David Bugher City Rescue Mission Executive Director

Emily Lisska Jacksonville Historical Society Executive Director

Matt Carlucci State Farm Agent (former city council member and president in 2001)

Tony Sleiman Sleiman Enterprises Owner

Bruce Johnson Urban Land Institute Jacksonville Executive Vice President and Chief Financial Officer (Regency Centers)

Paul Crawford Jacksonville Economic Development Commission

Deputy Executive Director

Dave Richardson Trident President

Brad Thoburn Jacksonville Transportation Authority Director, Strategic Planning and Research

Don Redman City of Jacksonville District 4 Councilman

Greg Vaccaro Gus Shoe Repair Owner


37

Name Company Title

John Delaney University of North Florida President

Dr. Kerry Romesburg Jacksonville University President

Laura Lane Jacksonville Community Council, Inc. Vice President and Chief Operating Officer

Vincent Seibold City of Jacksonville Division Chief, Environmental

Mike Lester Skyweb Express President and Chief Executive Officer

Joe Whitaker City of Jacksonville Targeted Industries Coordinator

Mario Rubio City of Jacksonville State Policy Director

John Wood Sally Corporation Chairman and Chief Executive Officer

Joseph Strain Marshall-Strain Enterprises Logistics, Port Security

Usha Mohan City of Jacksonville Chief Information Officer

Steve Herczeg City of Jacksonville GIS Project Manager

George Chakhtoura City of Jacksonville Senior IT Leader

Kenneth Lathrop City of Jacksonville Senior IT Leader

James Bailey Bailey Printing & Design President

Dorothy Merrick Downtown resident


38

B. Team biographies

Bisi Adedokun Enterprise Architect

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 IBM’s 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 External Communications

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 Canada’s internal communications, brand management and government relations activities. Before moving to the Canada-wide role, Bendzsa worked in a global role advancing awareness for IBM’s 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 women’s 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.


39

Betsy Greytok Counsel, IBM Systems and Technology Group

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 President’s Volunteer Service Award for volunteering more than 100 hours with her church and her children’s school. She is a Sunday school teacher and co-chair of the elementary school PTA’s #2 fund raiser. Greytok lives in Austin, Texas, and enjoys reading, trail running and has recently taken up flying on the trapeze.

Yukari Kobayashi Director, Strategy and Market Development, Global Business Services

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.


40

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 researcher’s 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.


41

C. References1 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 Sperling’s Best Places. “Best Places to Live in Jacksonville (zip 32202), Florida” www.bestplaces.net/zip-code/florida/jacksonville/32202

3 Sperling’s 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-for-research-and-innovation/housing-and-community-development/neighborhoods-and-communities/transit-oriented-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/2012/08/07-regional-inequality-rothwell

7 National League of Cities. “Retail Redevelopment.” May 2008. www.nlc.org/Documents/Find%20City%20Solutions/Research%20Innovation/Economic%20Development/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%20places%20leinberger/25%20walkable%20places%20leinberger.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/ccpe-lightinginparks-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

http://www.nlc.org/Documents/Find City Solutions/Research Innovation/Housing - CD/managing-foreclosures-vacant-properties-mag-may12.pdf





http://www.bestplaces.net/zip-code/florida/jacksonville/32202




http://www.nlc.org/find-city-solutions/center-for-research-and-innovation/housing-and-community-development/neighborhoods-and-communities/transit-oriented-mixed-use-rental-housing-in-st-paul-minnesota-%E2%80%93-the-penfield-project





http://www.brookings.edu/blogs/the-avenue/posts/2012/08/07-regional-inequality-rothwell

http://www.brookings.edu/blogs/the-avenue/posts/2012/08/07-regional-inequality-rothwell

http://www.nlc.org/Documents/Find City Solutions/Research Innovation/Economic Development/retail-redevelopment-cpb-may08.pdf



http://www.bryantpark.org/

http://explorechicago.org/city/en/millennium.html

http://explorechicago.org/city/en/millennium.html

http://www.brookings.edu/~/media/research/files/papers/2012/5/25%2520walkable%2520places%2520leinberger/25%2520walkable%2520places%2520leinberger.pdf




http://cloud.tpl.org/pubs/ccpe-lightinginparks-2012.pdf

http://cloud.tpl.org/pubs/ccpe-lightinginparks-2012.pdf

http://mayor.lacity.org/issues/gangreduction/summernightlights/index.htm

http://mayor.lacity.org/issues/gangreduction/summernightlights/index.htm

http://http://creekwatch.researchlabs.ibm.com


42

D. Examples of roadmapping input and output

epic

ente

rR

iver

AR

T A

ctiv

atio

nC

ity

Imag

e

Former Haydon Burns Library

Southbank Development

SPARK-1 (Art Links)

Day Center in the Downtown Periphery

Parador Parking Garage

Northbank River-Walk

SPARK-2 (Interactive Elements)

Laura Street Trio

Navy Warship Museum

SPARK-3 (Canvases/Park Garages)

Marketing-1 Marketing-2

SPARK-4 (Projection Art)

City Hall Messaging

Duration (months)

Duration (months)

Core

Water Front

SPARK Initiatives

Marketing

Transient Handling

Figure 1Illustration of one type of roadmapping input


43

Figure 2Illustration of one type of roadmapping input

Initiative Duration Cost Inconven Revenue Environ Density Beautiful Evolving step

Navy Warship Museum

t1 c1 i1 r1 e1 d1 b1 –

Northbank River-Walk Completion

t2 c2 i2 r2 e2 d2 b2 –

Marketing-1 t3 c3 i3 r3 e3 d3 b3 Marketing-2


t4 c4 i4 r4 e4 d4 b4 –


t5 c5 i5 r5 e5 d5 b5 –

Southbank Development

t6 c6 i6 r6 e6 d6 b6 –


44

Figure 3Illustration of one type of roadmapping output

epic

ente

rR

iver

AR

T A

ctiv

atio

nC

ity

Imag

e

SPARK-1 (Art Links)


Parador Parking Garage

Northbank River-Walk

Navy Warship Museum


Marketing-1

Timeline (months)

Timeline (months)

Core

Water Front

SPARK Initiatives

Marketing

Transient Handling


45

E. Strategy map

Figure 4Example of a 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


46

F. Balanced Scorecard

Revenue Growth Strategy

Stimulate private investment and long-

term economic growth

Improve carbon footprint

Encourage innovation

Develop a climate for action

Increase commercial occupancy

Increase tax revenues/per acre

Simulate a healthy city

Improve and leverage quality

Enhance ability to recruit and retain

city talent

Enhance employee competence

Increase residential occupancy

Improve citizen satisfaction

Increase transparency

Increase employee satisfaction

Increase visitors to downtown

Connect with the citizen

Promote communication

and dialogue

Financial perspective

Citizen perspective

Internal perspective

Learning and growth perspective

Increase revenue by 5-10%

Figure 5Illustration of Balanced Scorecard implementation

© 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