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EHLERS <br /> & ASSOCIATES INC <br /> • <br /> Redevelopment Project Elements and Policies <br /> Successful redevelopment requires three basic elements; a clear goal, a market for the redevelopment concept and financial <br /> resources to pay for the redevelopment and an effective communications and public input strategy with the community. <br /> Most redevelopment projects that falter are the result of failure to develop a primary redevelopment goal. As a result the <br /> redevelopment effort is forced to achieve multiple (and sometimes conflicting) goals. Removal of a blighted area, <br /> development of a "gateway", new housing options, and development of neighborhood retail are all examples of potential <br /> redevelopment goals. The key is to select one primary goal. That is the goal that will be used to measure whether a proposed <br /> development is appropriate for the community. Secondary goals can be identified with the understanding that achieving <br /> these subsidiary goals is not a prerequisite to project approval. <br /> Once the redevelopment goals have been identified a planning process that includes analysis of the market and financial <br /> feasibility is essential. Development of a concept plan that is not marketable to the development community or cannot be <br /> financed, even with public assistance, is politically risky. Once the community has been engaged in a planning process there <br /> is an understandable expectation that the development will occur. Inviting developers to participate and comment during the <br /> planning process helps increase the likelihood of a successful redevelopment and also serves to market the project to potential <br /> developers. <br /> In a similar manner inclusion of a financial advisor during the planning process will clarify the financial feasibility of the <br /> project.Project revenues may include land sale proceeds and public assistance(including grants,TIF and tax abatements). <br /> It is important to note that this approach accommodates a situation where the development authority has identified a goal that <br /> is not currently marketable.For example a city may determine that it wants to have a signature office building as a gateway to <br /> the community. If the market feasibility indicates that there is not a market for this type of space, the city may decide to <br /> delay development until the market is ready. Likewise, if a project is market- feasible but not financially feasible, the city • <br /> may decide to augment normal funding to achieve the desired goal. <br /> Developing the informed consent of the community for redevelopment is extremely important to a city's ability to complete <br /> any redevelopment. To develop informed consent, the city needs to design a communications and public input strategy that <br /> enables the community to understand and accept the redevelopment. This involves communicating regularly and frequently <br /> utilizing a variety of tools that have been crafted to forecast issues,acknowledge controversy and honestly address issues and <br /> concerns. The strategy involves the development and implementation of a communications plan and design of planning <br /> process, which provides the appropriate level of community input at critical points. In cases where referendum is a part of the <br /> redevelopment process, it involves an even more complex and skilled handling of communications issues to aggressively and <br /> impartially inform the public. <br /> • <br />