Cutting the City's expenses won't solve long-term problems

Last night, dozens of concerned Pawtucket citizens testified at the Council's budget hearing on the Mayor's new budget.  Front and center: a passionate debate about why the City should not cut services to the library, Daggett Farm and Blackstone Valley Visitor Center.  That was the thrust of the major concerns that surfaced.  Overwhelmingly, I think the community recognized the necessity and pragmatism of the proposed budget, and some even argued the budget doesn't go far enough to reduce the size of government.  The main topic last night revolved around short term solutions to cut expenses.  Virtually no discussion broached the real challenge:  how to grow municipal revenues without increasing property taxes.

Pawtucket, like many New England and Rhode Island cities, is facing continued deficits resulting from decreased revenues and all the usual "expensive" suspects:  pension funds, personnel, school budget, overburdened municipal services, etc.

Mayor Grebien and the City Council are faced with tough decisions on where to cut.  Clearly, cutting expenses appears to be the only immediate option to avoid a receivership situation like our one-square mile neighbor.  Cutting the budget is a necessity in the short term, but it won't solve the long term problem: a lack of sustainable revenue.

Skyline of Shanghai, China.  Photo by author.

Pawtucket's prime source of revenue is commercial and residential property tax.  Given that most of the buildable land in Pawtucket is taken up, most might make a short-sited observation that the City is "built out" and can't grow any more.  I always chuckle when I hear someone say an entire city (or state) is "built-out." It is the most ridiculous thing anyone could ever say about any place of scale...just visit China before you say Pawtucket is built out.

It is impossible to build out a City.  What?  You say?  There is a finite amount of land, but an infinite amount of air space.  Go vertical!  Let's put an end to inefficient, sprawl development.   Let's incentivize urban, mixed-use development.  Let's put a higher emphasis on better building bulk-standards and quality site-planning that maximizes existing infrastructure, transit and density.  I'm not suggesting Pawtucket try to be Shanghai, but we can start with replacing a few surface parking lots in the downtown with multi-story, mixed use buildings.

The City can increase its revenue by adopting policies to better utilize the downtown, industrial parks and riverfront.  Look at the tax revenues of mill buildings that have been redeveloped.  A snapshot of before and after tax rolls show an exponential increase in tax revenue after redevelopment.  Ironically, Pawtucket's most valuable land (greatest potential) is currently some of the most underutilized land in the entire City.  There is a real opportunity to expand the property tax base by better utilizing this land.

Dozens of buildings in the downtown have empty upper floors.  There are MILLIONS of square feet of empty buildings within walking distance of a proposed commuter rail station.  The riverfront zones slated for development in the City's comp plan are virtually a blank slate waiting for the right investment opportunity.

The Pawtucket Downtown Growth Center is not just a fancy planning map.  It's a real policy strategy to grow revenue and position the City in a fiercely competitive regional market.  To succeed, the City will need to invest in the neighborhood of $10M to $20M in public infrastructure investments (just within the growth center bounds and not counting cost for commuter rail) to catalyze the full potential of private development.  Perhaps a bond on the ballot is in order?

The Pawtucket Foundation's new strategic plan is based on the policy of growing revenues in the Pawtucket Downtown Growth Center.  Each district within the growth center has a distinctive neighborhood character with unique attributes on which to base economic development objectives.  Whether it's the river, the arts, tourism or attractive transit, all of these assets are part of a larger vision to rebuild the urban core into an attractive, sustainable quality place.

Why are we wrapped up in time-consuming events?

Several months ago, a well-respected business leader and board director commented, "Why is our small staff spending so much time on events?"  The Pawtucket Foudation has a breakfast series, hosts an annual meeting, puts on a big award celebration, organizes Pawtucket Proud Day, the Pawtucket Foundation Prize Exhibit, and even helps the BVTC organize the RI Cherry Blossom Festival among other smaller events.

These events take considerable planning logistically, not to mention producing the multi-media content that comes with a Pawtucket Foundation production (we really like technology, YouTube videos and flying animated graphics on keynote presentations).

Well, in response to the concern, these events are a necessary touch-point with the community.  Much of our ambitious planning and larger vision will take years to complete -- commuter rail, real estate development and other big economic development initiatives.

Pawtucket values the arts, stock of historic buildings, the river and its important place in history.  We make sure our events tie into these important assets.  We helped plant 120 cherry trees along Roosevelt Avenue, an important mill riverfront corridor.  It only makes sense that a cherry blossom festival would reinvent this area and showcase the beautiful river, the new trees, our creative mill adaptive reuses and the potential for future investment.

Holly Gaboriault wins $1,000 art prize

Last month we awarded a $1,000 art prize to local artist Holly Gaboriault at The Pawtucket Foundation Prize Exhibition organized by Pawtucket Arts Collaborative.  Dozens of high-caliber artists from all over New England submitted work for this show and came out to the reception in Downtown Pawtucket.

It's simple.  Our events have a purpose:  (1) showcase the City's assets, (2) bring people together to network and (3) expose Pawtucket's second revolution (if industry was the first revolution, our new market repositioning efforts should certainly qualify as a second revolution).

Perhpas Patrick Hanlon said it best in his article published in Urban Land (2008), "Vibrant communities have a brand narrative that is a compilation of origin, creed, context, symbols and action that attracts people and commerce, and consumes resources.  The brand narrative begins with an origin that relates the public saga and gives residents a role in the great continuum of community experience."

There is a place for these events in our new strategic plan: envision pawtucket.  A center of influence purpose and community friend-raising are worthy objectives.

Envision Pawtucket | The Pawtucket Foundation's new strategic plan

It's official.  The board of directors of The Pawtucket Foundation has approved an ambitious three-year strategic plan that better defines the Foundation's mission, vision and core values.  The 12-page document outlines four major goals, several measurable objectives and the strategies/tactics that will accomplish the mission.

The strategic planning process took five months to complete with surveys, a board retreat and numerous committee meetings.  Staff went through 5 iterations of a written document, and the final version was adopted at the May 2011 board meeting.

Having a strategic plan is important because businesses who contribute funding need to know two things:

1) An investment to The Pawtucket Foundation will have a meaningful impact;
2) There is a way to measure performance and mission accomplishment.

Two major initiatives involve promoting the city and embarking on predevelopment planning that leverages public-private financing to ensure that necessary public infrastructure improvements accompany private development.  Some of the most underutilized land left in Pawtucket is along the riverfront, in the downtown and all around the downtown.  Pawtucket can generate significant new property tax revenues by focusing on physical development of vacant and underutilized properties -- and there are plenty of them on which to focus.

The Pawtucket Foundation is focused on helping to identify good public policy, a streamlined development process and lining up the resources for the continued revitalization of the City.  Big aspirations like a future MBTA commuter rail stop, a new regional bicycle path, new infill development and better riverfront access represent the centerpiece of the vision for Pawtucket's future.

Many people often criticize the lack of vision in the "bucket".  Honestly, I can't think of another city in RI that has more vision than Pawtucket.  The City's underdog status is changing, but not fast enough for many who pour so much time and energy into Pawtucket's second revolution -- rebuilding the urban core.  But the evidence is convincing:  the arts movement, Riverfront Lofts, Bayley Lofts, Slater Cotton Lofts, Kellaway Center, Hope Artiste Village, The Armory Arts, the Design Exchange, several mill developments along Roosevelt Avenue, major-player antiques dealers, commuter rail, rapid bus service, the Downtown Design Plan....I could go on and on demonstrating how all of these great accomplishments are part of a bigger, coordinated vision to improve the quality of place, rebuild the infrastructure and reposition the City's competitive economic edge.

Rendering of Exchange Street improvements recommended in PDDP.  Courtesy of Thurlow Small Architecture.

The Pawtucket Downtown Design Plan outlines probably $10M - $20M in public infrastructure improvements that are necessary to reposition the City in the regional economy.  Envision Pawtucket will work to complement the City's efforts and rally private sector support.  It will also help others visualize and see the big picture -- articulate the vision with words, images and multi-media content.

The Pawtucket Foundation survives because of the generosity and philanthropic values of the local business community.  I hope more businesses will make the important decision to contribute to this worthwhile organization.  Contribute now.

The role of the arts in Pawtucket's economic development

Pawtucket Arts Collaborative Gallery

Pawtucket is widely known for its enclave of artists and art-related businesses who occupy various mills, lofts and commercial spaces throughout the City.  Thanks to some innovative policies which paved the way for a state-designated arts and entertainment district, artists see great value in producing work in Pawtucket.

The City didn't just create a tax incentive though.  The council approved zoning changes that allowed the City's first live/work typologies so that artists didn't have to rent space; they could own their studio.  Riverfront Lofts was, I believe, the first "legal" live/work" building typology to be developed in Pawtucket...if not the first, at least the most celebrated and widely marketed.  The building is still occupied by a variety of artists, designers and the like.  Lorraine Mill and 545 Pawtucket Avenue are other fantastic artist hot spots.

Herb Weiss, the City's Art Czar will argue the City's "creative community" slogan came long before Providence spent a ton of money on the orange P and Creative Capital brand.  Regardless, Providence has really bolstered its reputation, and Pawtucket is a key contributor and benefactor of the metro's national identity as a destination for the arts.

Although the arts won't replace manufacturing and the economic impact is harder to measure in terms of documented revenues and job creation, the arts has become a cornerstone of Pawtucket's economic development marketing strategy.  Hope Artiste Village and several other mills have become the poster children for the City's blossoming arts economy composed of skilled artisans, designers, artists and performers.

artist Holly Gaboriault

Fine arts, theatres, music recording studios, sculptors, glass blowers, and construction trade manufacturers are just a sampling of the creative class who call Pawtucket home.  A high-end violin maker, coffee roaster, graphic design firm, a fashion designer and a techy product development firm are neighbors in an incubator setting at Hope Artiste Village.

Pawtucket is really a unique, gritty place.  It's mostly still affordable, and it's close to everything.  Pawtucket has  great transportation access, and the City's working to install bicycle paths, commuter rail and other pedestrian-friendly infrastructure.  I think artists really value a quality sense of place and urban character. 

There's a lot happening here that doesn't always make the headlines.  Touring the studios in the various mill communities is always an eye opener.  Check out Open Studios Pawtucket!

Without question, the creation of a state-designated arts and entertainment district has helped market Pawtucket regionally to artists.  This year, Mayor Grebien is pushing for legislation to expand the geographic bounds of the district to include areas that currently have the highest concentration of qualified "artists" in the City.  This is a logical move and will benefit continued growth as a regional destination for the arts.  Hopefully the General Assembly will see the value, and it will help the City by passing the necessary legislation to expand the arts district.

It's time to market Pawtucket's assets

As the economic globe flattens and government budgets shrink, communities increasingly compete to retain and grow their tax base.  To thrive, cities, regions and states, like the private sector, must market economic opportunities to residents, businesses and visitors.

An overarching community brand could complement existing resources and opportunities.  Pawtucket can benefit from increased tax revenue by strengthening its identity and leveraging locally-generated commerce.  Interestingly, the Rhode Island Economic Development Corporation and planning consortiums like KeepSpace are pondering how to market urban communities in the state.  Step one is designating a marketing budget -- and this might be difficult for many cities facing budget deficits.

I-95 Bridge 550, Pawtucket, RI

Pawtucket is well poised for resurgence and must make strategic investments to ensure it maximizes its assets.  Pawtucket is already preparing for an infusion of over $200 million in infrastructure improvements.  An iconic Interstate-95 Pawtucket Bridge is scheduled to open in 2013.  At the same time, the City has hired a local firm to redesign traffic patterns, streetscapes and make zoning recommendations in the downtown.  Progress continues towards restoring MBTA commuter rail service to Pawtucket with a $2M federal planning grant.  Funds are in place to construct bus access to the South Attleboro MBTA station and rapid bus downtown Pawtucket.  Design plans for Pawtucket Segment 3b of the Blackstone Valley bicycle path are in progress.

Rendering of I-95, Bridge 550 replacement

Transportation improvements will aid residential, commercial and tourist investment that is already occurring.  In the last ten years, 700 housing units have been created in and around the downtown, creating demand for retail and service commerce.  Five new businesses have opened in the downtown in the last year, and more are expected in the future.  The entertainment and tourist industry continues to be strong.  The Pawtucket Red Sox, Slater Mill Historic Site, Pawtucket Arts Festival and active theater companies draw three quarters of a million visitors a year.  A vibrant arts community, historic architecture, diverse cultures, community pride and a scenic riverfront also benefit Pawtucket.

Developing a Pawtucket brand and marketing plan to promote these assets will help draw residents, businesses and visitors to the City of Pawtucket.  Developing a brand and marketing a community takes careful consideration. The campaign must be authentic and connect the inside truth about Pawtucket to the outside world.  As the branding process continues, participants must focus on promoting an existing reality rather than an idealized future.  Consumers must be able to validate the experiences sold during the campaign.

We went to work on this and produced A Prospectus for Marketing Pawtucket's Assets.  We outlined specific goals and audiences to help guide the process.  We determined three primary focus areas should drive the process and help target audiences.

DOWNTOWN RESIDENTIAL DENSITY. 



Bayley Lofts, Pawtucket, RI



Increasing residential density will increase the tax-base, create a demand for development and support local business development.  Identifying the populations most likely to live in the desired mix of housing typologies will narrow the focus. 

BUSINESS DEVELOPMENT. 


In the central core, Pawtucket hopes to attract a broad base of service, retail, office and arts related businesses to infill land or redevelop existing buildings.  Business development will increase tax revenue, quality of life, character of downtown, walkability and sustainability.  

Main Street, Pawtucket, RI

Aside from the isolated mill sites, there are significant industrial opportunities at the former thread factory on Conant Street and the industrial park on Narragansett Park Drive.  Manufacturing continues to be the primary employment sector in Pawtucket and will likely remain for some time.  Identifying growth in this and the other top job sectors is paramount. 

TOURISM & CULTURE. 

Pawtucket Arts Collaborative Gallery

We have the Pawtucket Red Sox, performing and visual arts scene, Slater Mill, the BVTC Visitor Center...a lot to offer!  With a number of existing successful assets, Pawtucket must understand the attendance and revenue impact of each segment.  Opportunities to maximize tax revenues from these attractions lie not just in helping to increase visitors, but from linking attractions to opportunities for business commerce.

A number of potential partners, including The Pawtucket Foundation, are available to help guide and support the branding work.  Local artists, residents, businesses and City officials should participate in the development and review of a successful campaign.

Pawtucket Downtown Growth Center

Over the past several months, The Pawtucket Foundation has carefully studied the potential for new real estate development in the Downtown.  We have suggested to the City Planning Department to align land development practices and economic priorities with the State's land use plan.  To this extent, the City of Pawtucket is exploring the potential to prepare the required documentation to create a state-designated urban "Growth Center".  

Growth Center designation will create the narrative support and strategic focus to guide economic development and infrastructure spending in the City.  This policy will focus new development growth in an area that has adequate infrastructure, existing transportation access and proximity to jobs and housing.  Mayor Grebien is on board with this strategy as evidenced by his support of a bill that would create incentives for urban development within the growth center.  Sadly, there are currently no state incentives to encourage or require the municipalities to direct more intense development in growth centers.

The Rhode Island State Guide Plan Element 121: Land Use 2010 encourages “development of new growth centers or villages that incorporate the concepts of the land use plan.  Those concepts include: encouraging compact, mixed-use development; preserving open space; conserving natural resources; fitting the type of development to the capability of the land to support development and to the availability of infrastructure; and promoting a sense of community.”

The historic downtown of Pawtucket far exceeds the minimum criteria to be designated as a state certified Growth Center.  The goals in the City’s Comprehensive Master Plan articulate a vision to rehabilitate this underutilized area by investing in a 21st century transportation system, designing a superior mulit-modal infrastructure network, investing in the riverfront and revitalizaing the many historic buildings and structures.  The historic land development pattern of the downtown was based on the fundamental primary and secondary pedestrian sheds; hence the entire growth area is a compact, walkable area primarily within a half-mile radius of the Old Slater Mill.