The Value of U.S. Downtowns and Center Cities

CALCULATING THE VALUE OF DOWNTOWN TAMPA, FLORIDA A 2019 IDA STUDY

A 2019 PUBLICATION CREATED BY THE INTERNATIONAL DOWNTOWN ASSOCIATION ABOUT IDA

IDA The International Downtown Association is the premier association of urban place managers who are shaping and activating dynamic downtown districts. Founded in 1954, IDA represents an industry of more than 2,500 place management organizations that employ 100,000 people throughout North America. Through its network of diverse practitioners, its rich body of knowledge, and its unique capacity to nurture community-building partnerships, IDA provides tools, intelligence and strategies for creating healthy and dynamic centers that anchor the well- being of towns, cities and regions of the world. IDA members are downtown champions who bring urban centers to life. For more information on IDA, visit downtown.org.

IDA Board Chair: Tami Door, President & CEO, Downtown Denver Partnership IDA President & CEO: David T. Downey, CAE, Assoc. AIA, IOM

IDA Research Committee The IDA Research Committee comprises industry experts who help IDA align strategic goals and top issues to produce high-quality research products informing both IDA members and the place management industry. Chaired and led by IDA Board members, the 2019 Research Committee advances the work set forth in the IDA research agenda by publishing best practices and case studies on top issues facing urban districts, establishing data standards to calculate the value of center cities, and furthering industry benchmarking.

IDA Research Committee Chair: Brian Douglas Scott, Principal, BDS Planning & Urban Design IDA Director of Research: Cathy Lin, AICP IDA Research Coordinator: Tyler Breazeale

International Downtown Association 910 17th Street, NW, Suite 1050 Washington, DC 20006 202.393.6801 downtown.org

© 2019 International Downtown Association, All Rights Reserved. No part of this publication may be reproduced or transmitted in any form—print, electronic, or otherwise—without the express written permission of IDA. THE VALUE OF U.S. DOWNTOWNS AND CENTER CITIES

Stantec’s Urban Places

Project Advisors for The Value of U.S. Downtowns and Center Cities Stantec’s Urban Places is an interdisciplinary hub bringing together leaders in planning and urban design, transportation including smart and urban mobility, resilience, development, mixed-use architecture, smart cities, and brownfield redevelopment. They work in downtowns across North America—in cities and suburbs alike—to unlock the extraordinary urban promise of enhanced livability, equity, and resilience.

Vice President, Urban Places Planning and Urban Design Leader: David Dixon, FAIA Principal: Craig Lewis, FAICP, LEED AP, CNU-A

IDA would like to thank the following individuals for their efforts on the 2019 edition of this project:

Boise Huntsville Tempe Jordyn Neerdaels Chad Emerson Kate Borders Lynn Hightower Karla Bolin Toledo Cleveland Spartanburg Cindy Kerr Joe Marinucci Jansen Tidmore MacGregor Driscoll Michael Deemer Jalitha Moore Rachel Bach Audrey Gerlach Mark Pugacz Tampa Waikiki Lynda Remund Jennifer Nakayama Hollywood Shaun Drinkard Brandon Barbour Kris Larson Karen Kress Lorin Lappin Alana Braiser Devin Strecker

CONTENTS

Section One: Project Overview Introduction 8 Urban Place Management Organizations 8 About the Value of Downtowns Study 9 Methodology Overview 11 Known Limits to this Study 12 Improvements and Areas for Future Research 12

Section Two: Downtown Profile Overview 14 Economy 17 Inclusion 20 Vibrancy 24 Identity 27 Resilience 29 Downtown Profile 32

Appendices Project Framework and Methodology 36 What factors make a vibrant downtown? 38 Principles and Benefits 44 Data Sources 49 Selected Study Definitions 50 Additional IDA Sources 52 Bibliography 53

References Endnotes 56 Photo Credits 57

SECTION ONE PROJECT OVERVIEW 1 1 PROJECT OVERVIEW PROJECT OVERVIEW 1

Introduction About the Value of Downtowns Study The city is an invention to GREAT CITIES START DOWNTOWN The study aims to emphasize the importance of downtown, to demonstrate its unique return on investment, to inform future “maximize exchange and decision making, and to increase support for downtown from local decision makers. The project has two primary goals: No city or region can succeed without a strong downtown, 1 the place where compactness and density bring people, minimize travel. capital, and ideas into the kind of proximity that builds Provide a common set of metrics to communicate the value of downtown. economies, opportunity, community and identity. Taking ” David Engwicht David Engwicht’s point a step farther, no place in the city maximizes exchange and minimizes travel the way downtowns and center cities do. Despite a relatively small share of a city’s overall geography, downtowns deliver Urban Place Management Expand the range of arguments UPMOs can make to their stakeholders using signifi cant economic and community impacts across both city publicly available data. and region. Downtowns serve as the epicenter of commerce, Organizations capital investment, diversity, public discourse, socialization, IDA began this research in 2017, working in collaboration and resilience. IDA and our UPMO partners work together knowledge and innovation. They provide social benefi ts IDA members are UPMOs who manage growing districts to with Stantec’s Urban Places and an initial cohort of 13 to collect over 250 individual metrics across four benchmark through access to community spaces and public institutions. help create vital, healthy, thriving cities for everyone — from UPMOs to develop a methodology for compiling and years (most current year available, 2015, 2010, and 2000), They play a crucial role as the hub for employment, civic residents to tourists to business owners. These UPMOs are evaluating data form their downtowns. In 2019, our analysis and across three geographic levels (study area, city, and engagement, arts and culture, historical importance, local downtown champions who bring urban centers to life. adds 9 new locations to bring the total to 33 downtowns MSA/county). In total, more than 3,000 individual pieces of identity, and fi nancial impact. In short, the very proximity and Since 1970, property and business owners in cities and center cities across the U.S. data are collected for each participating downtown. Our density that downtowns and center cities champion make throughout North America have realized that revitalizing downtown database currently contains around 100,000 data them strong environments for the city at large to thrive. The analysis focuses on how downtown provides value in and sustaining vibrant downtowns, city centers and points. the fi ve principles of economy, inclusion, vibrancy, identity, Though geographically small, the impact of a strong neighborhood districts requires special attention beyond downtown or center city is felt far beyond its boundaries. the services city administrations can provide alone. Downtowns contain a disproportionately large share of These private-sector actors come together, with funding the city and region’s most important resources. These from property and business owners, to form nonprofi t range from economic assets such as jobs, tax revenue, management associations that deliver key services private investment, and property value to cultural and and activities within their districts. UPMOs are often recreational resources like restaurants, historical places, called business improvement districts (BIDs), business theatres, museums, public art and festivals. Vibrant and vital improvement areas (BIAs), partnerships and alliances. downtowns drive growth in and around their districts. A thriving downtown increases nearby value, driving growth in adjacent neighborhoods and beyond.

Leveraging IDA’s unique industry-wide perspective and expertise, this study quantifi es the value of U.S. downtowns and center cities across fi ve core value principles and over 150 metrics, with a focus on how downtown contributes to the city and region around it. The Value of U.S. Downtowns and Center Cities study is a partnership between IDA and VALUE OF DOWNTOWNS a local urban place management organization (UPMO). STUDY PARTICIPANTS UPMOs have invaluable insights into their managed areas (2017-2019) and the relationships to unlock essential data sources for this study.

Downtowns and center cities deliver great value due to their roles as economic anchors for i ECONOMY their regions. As traditional centers of commerce, transportation, education, and government, Methodology Overview downtowns and center cities frequently serve as hubs of industry and revenue generators— despite their making up only a small fraction of the land area. Downtowns support high percentages of jobs across many different industries and skill levels. Thanks to relatively high The analytical focus of the report is to make data-supported density of economic activity in the center city, investment provides a greater return per dollar The study began by identifying the best boundaries for for both public and private sectors. defi ning a downtown district. Geographic parameters value statements about downtown by comparing it to the often vary across data sources and may not align with a city, identifying its growth trends, and illustrating its density. UPMO’s jurisdiction. This study defi ned the commercial For instance, the data allowed us to conclude this about downtown even when that meant moving beyond the downtown Seattle’s 2017 employment totals: As the literal and fi gurative heart of the city, downtowns welcome residents, employees, boundaries of local development authority or business INCLUSION and visitors from all walks of life. Residents of strong downtowns vary widely in age improvement district. IDA’s Value of Investing in Canadian and often come from a wide range of racial, socioeconomic, cultural, and educational Downtowns report expresses the challenge well: “Overall, Downtown is a strong employment and industry hub backgrounds. This diversity ensures that as an inclusive place, downtown has a broad endless debate could be had around the exact boundaries for the city, with a concentration of high-paying and appeal to all users and a strong social fabric. Downtowns provide access to opportunity, of a downtown, what constitutes a downtown and what high-growth employment sectors. 43% of all citywide essential services, culture, recreation, entertainment and civic activities for everyone. elements should be in or out. Yet it is the hope of this jobs are located downtown and 58% of citywide study that anyone picking up this report and ﬂ icking to knowledge jobs. Overall, employment increased 14% their home city will generally think: Give or take a little, this since 2010, outpacing both the city and region. In downtown boundary makes sense to me for my home city.”2 addition, the number of knowledge jobs grew 28% IDA worked with each UPMO to determine the boundaries during the same period. Per square mile there are The ability of vibrant places to attract new residents, and a regionwide consumer base 85,924 workers on average, more than ten times the VIBRANCY creates value. Vibrancy is the buzz of activity and excitement that comes with high-quality of its downtown for this project, focusing on alignment with experiential offerings like breweries, restaurants, theatres, or outdoor events. Many unique census tracts for ease of incorporating data from the U.S. average job density citywide. regional cultural institutions, businesses, centers of innovation, public spaces and activities Census. are located downtown As the cultural center of a city, downtown typically attracts a large share of citywide visitors and accounts for a large share of citywide hotels and hotel rooms. To measure the value of downtowns relative to their cities, the analysis relied heavily on data that could be collected effi ciently and uniformly for each downtown, its city, and its region. IDA collected data from multiple national databases such as the U.S. Census, Longitudinal Employer-Household Downtowns and center cities often serve as iconic symbols of their cities, and this strong Dynamics program (LEHD), and ESRI. In addition, we asked IDENTITY sense of place enhances local pride. The distinctive cultural offerings in downtown enhance our UPMO partners to collect local data through local its character, heritage, and beauty, and create an environment that other parts of the city channels like county assessors or commercial real estate can’t replicate. Combining community history and personal memory, a downtown’s cultural brokers. We then analyzed the data to identify individual value plays a central role in preserving and promoting the region’s identity. Downtowns and center cities serve as places for regional residents to come together, participate in civic life, downtown trends, benchmark performance against the and celebrate their region, which in turn promotes tourism and civic society. city and region, and compare the downtown against other downtowns in the study.

We used meaningful qualitative observations to acknowledge unique features or add nuance and context to As key centers of economy and culture, downtowns play a key role in ensuring stability, trends revealed in the data. As an example, universities often RESILIENCE sustainability, and prosperity; they can power citywide and regional efforts to bounce sit just outside the downtown study area. We can assume back from economic or environmental shocks. Thanks to the diversity and density of their that the student body, even if technically outside the study resources and services, center cities and their inhabitants can better absorb economic, social, and environmental shocks and stresses than their surrounding cities and regions. area, forms a major consumer market for downtown and The diversity and economic strengths of successful downtowns and center cities equip describe in our analysis how students inﬂ uence the study them to adapt to economic and social shocks better than more homogenous areas. area. Consequently, they can play a key role in advancing regional resilience, particularly in the wake of economic and environmental shocks that disproportionately affect less economically and socially dynamic areas.

i Refer to the appendix for the full methodology.

Downtowns and center cities deliver great value due to their roles as economic anchors for i ECONOMY their regions. As traditional centers of commerce, transportation, education, and government, Methodology Overview downtowns and center cities frequently serve as hubs of industry and revenue generators— despite their making up only a small fraction of the land area. Downtowns support high percentages of jobs across many different industries and skill levels. Thanks to relatively high density of economic activity in the center city, investment provides a greater return per dollar The study began by identifying the best boundaries for The analytical focus of the report is to make data-supported for both public and private sectors. defi ning a downtown district. Geographic parameters value statements about downtown by comparing it to the often vary across data sources and may not align with a city, identifying its growth trends, and illustrating its density. UPMO’s jurisdiction. This study defi ned the commercial For instance, the data allowed us to conclude this about downtown even when that meant moving beyond the downtown Seattle’s 2017 employment totals: As the literal and fi gurative heart of the city, downtowns welcome residents, employees, boundaries of local development authority or business INCLUSION and visitors from all walks of life. Residents of strong downtowns vary widely in age improvement district. IDA’s Value of Investing in Canadian and often come from a wide range of racial, socioeconomic, cultural, and educational Downtowns report expresses the challenge well: “Overall, Downtown is a strong employment and industry hub backgrounds. This diversity ensures that as an inclusive place, downtown has a broad endless debate could be had around the exact boundaries for the city, with a concentration of high-paying and appeal to all users and a strong social fabric. Downtowns provide access to opportunity, of a downtown, what constitutes a downtown and what high-growth employment sectors. 43% of all citywide essential services, culture, recreation, entertainment and civic activities for everyone. elements should be in or out. Yet it is the hope of this jobs are located downtown and 58% of citywide study that anyone picking up this report and ﬂ icking to knowledge jobs. Overall, employment increased 14% their home city will generally think: Give or take a little, this since 2010, outpacing both the city and region. In downtown boundary makes sense to me for my home city.”2 addition, the number of knowledge jobs grew 28% IDA worked with each UPMO to determine the boundaries during the same period. Per square mile there are The ability of vibrant places to attract new residents, and a regionwide consumer base 85,924 workers on average, more than ten times the VIBRANCY creates value. Vibrancy is the buzz of activity and excitement that comes with high-quality of its downtown for this project, focusing on alignment with experiential offerings like breweries, restaurants, theatres, or outdoor events. Many unique census tracts for ease of incorporating data from the U.S. average job density citywide. regional cultural institutions, businesses, centers of innovation, public spaces and activities Census. are located downtown As the cultural center of a city, downtown typically attracts a large share of citywide visitors and accounts for a large share of citywide hotels and hotel rooms. To measure the value of downtowns relative to their cities, the analysis relied heavily on data that could be collected effi ciently and uniformly for each downtown, its city, and its region. IDA collected data from multiple national databases such as the U.S. Census, Longitudinal Employer-Household Downtowns and center cities often serve as iconic symbols of their cities, and this strong Dynamics program (LEHD), and ESRI. In addition, we asked IDENTITY sense of place enhances local pride. The distinctive cultural offerings in downtown enhance our UPMO partners to collect local data through local its character, heritage, and beauty, and create an environment that other parts of the city channels like county assessors or commercial real estate can’t replicate. Combining community history and personal memory, a downtown’s cultural brokers. We then analyzed the data to identify individual value plays a central role in preserving and promoting the region’s identity. Downtowns and center cities serve as places for regional residents to come together, participate in civic life, downtown trends, benchmark performance against the and celebrate their region, which in turn promotes tourism and civic society. city and region, and compare the downtown against other downtowns in the study.

i Refer to the appendix for the full methodology.

Known Limits to this Study

While this study seeks to quantify the value of downtowns, data also comes predominantly from the 2017 American we several limitations to our approach. Data collection from Community Surveys (ACS), the 2017 LEHD On the Map tool, local sources was inconsistent. Some of the supplemental and ESRI Business Analyst. Due to a lag in data availability, data we asked our local partners to collect was not always some metrics may not align with more recent data from local available, making comparisons based on these metrics downtown, municipal, or proprietary sources. impossible. At times, the data we asked for simply did not Citywide context plays a large role in the analysis. Because exist or hadn’t been collected at the relatively small scale the size of cities varies signifi cantly (e.g., from 20 square of census tracts or downtown neighborhoods. This made miles in Spartanburg to 606 square miles in Oklahoma it challenging to rely on local data for analysis and often City), comparisons of the percentage of citywide jobs and resulted in some missing pieces in our narrative. residents between districts can be skewed. However, since The sample size of 33 does gain representational power each downtown operates within the context of its city, by its selection of downtowns that operate across a understanding the comparative proportion of jobs and range of geographies and within widely varying contexts. residents, along with other metrics, provides an important Nevertheless, we recognize that its extrapolations may not tool for assessing a downtown’s contribution to its city and apply to every downtown across the U.S. Our most recent region.

Improvements and Areas for Future Research

This year, IDA implemented a new data-collection system In addition to all the data collected in previous years, we that allows us not only to expand the database for new study have continued to add new metrics from untapped data participants, but also to make regular updates in the publicly sources. Most notably, we collected new data from Zillow, available data from downtowns analyzed in previous years. the Center for Neighborhood Technology, the Centers for This means that we benchmarked this year’s cohort of data to Disease Control and Prevention, National Register of Historic the updated data from previous years, rather than comparing Places, and Geolounge. older data. We have begun to develop a plan for updating Analysis this year also included maps of population change the local data from earlier cohorts (e.g., tax information, and job concentration in downtown versus the city. We plan visitor counts, etc.) to coincide with the results of the 2020 to develop additional forms of spatial analysis in future census. updates.

12 IDA | The Value of U.S. Downtowns and Center Cities SECTION TWO DOWNTOWN PROFILE 2 2 DOWNTOWN PROFILE DOWNTOWN PROFILE 2

Downtown Profi le | Overview Employment A city’s strength and prosperity depend on a strong downtown and center city, which Population serve as centers of culture, knowledge, and innovation. The performance of downtowns Downtown City Region and center cities strengthens the entire region’s economic productivity, inclusion, vibrancy, identity, and resilience. Jobs 68,191 329,791 1,231,265 Downtown Share 21% n/a n/a At just under three square miles, downtown Tampa makes Study Area up 2.5% of the city’s land area, yet its 16,000 residents Per Square Mile 23,927 2,908 490 represent 4.4% of the city’s population. Worker Population 11% 21% 25% Growth 2010-2017 DOWNTOWN PARTNER Since 2000, downtown’s population has grown by 36%, supported by a torrent of residential construction, which Source: LEHD On the Map – Primary Jobs (2017) Tampa Downtown Partnership has begun transforming downtown from a 9-to-5 central business district (CBD) to a 24-hour neighborhood. The CITY downtown core, the area around the CBD, has doubled in size Tampa, FL since 2000 to become home to more than 1,500 residents. The Inventory downtown study area includes the CBD, Channel District, Water Downtown of City Per Square Mile Growth since 2010 Street, West Tampa, Downtown River Arts District, and Tampa Heights. OFFICE (SF) 10M 17% 3.6M -1.3% Tampa has multiple employment nodes, but downtown packs Residential 21% of the city’s jobs—nearly half of all jobs in the Central Population Tampa planning district—into its small footprint. Major employers include educational services (led by the Hillsborough RETAIL 887K 10% 311K -67% County School District), public administration (Hillsborough (SF) Downtown City Region County and the City of Tampa), and professional services. Employment grew 11% between 2010 and 2017, although the Population 16,316 368,087 2,978,209 RESIDENTIAL city and region grew at an even faster clip during that period. APARTMENT Downtown Share 7,984 5% 2,801 36% 4.4% n/a n/a Downtown saw strong growth in residential and hotel (UNITS) Per Square Mile 5,725 3,246 1,184 development between 2010 and 2018, and offi ce inventory remained relatively stable. Retail square footage, however, HOTEL 3,250 16% 1,140 18% Residential Growth 12% 9.6% 7.0% dropped by nearly two-thirds during that period, mirroring a (ROOMS) 2000-2017 citywide decline in retail.

Source: Costar (2018); American Community Survey 5-Year Estimates (2013 – 2017); Visit Tampa Bay (2018) Source: U.S. Decennial Census (2010); American Community Survey 5-Year Estimates (2013 – 2017)

1418 IDAIDA | | TheThe ValueValue of of U.S. U.S. Downtowns Downtowns and and Center Center Cities Cities downtown.org | © 2019 International Downtown Association 19 2 DOWNTOWN PROFILE DOWNTOWN PROFILE 2

Defi ning Boundaries This study area extends beyond the boundaries of the business Economy | Impact, Innovation improvement district; geographic parameters vary across data sources and don’t typically align with a place management Downtowns make up a small share of their city’s land area but have substantial organization’s jurisdiction. For this study, IDA recommended economic importance. that participating urban place management organizations use the commonly understood defi nition of their downtowns While downtowns and center cities constitute a small share and match boundaries to hard edges like roads, water, of citywide land area, there’s no understating their regional natural features or highways. IDA worked with each group to economic importance. As traditional centers of commerce, Downtown Employment align its study area with census tract boundaries for ease of transportation, education, and government, downtowns incorporating publicly available data from the U.S. Census. serve as economic anchors for their cities and regions. We defi ned downtown Tampa as the area bounded by the Thanks to highly concentrated economic activity, investment Ybor Channel on the east, Garrison Channel and Selmon in the center city yields a high level of return per dollar. Expressway on the south, North Rome Avenue on the west, Analyzing the economic role of downtowns and center cities and Columbus Drive on the north. This includes census tracts in the larger city and region highlights their unique value and 40, 41, 42, 43, 50, 51.01, and 53.01. We defi ne the city as the provides a useful guide for development policy. 21% 13% CITY’S JOBS CITY’S KNOWLEDGE City of Tampa, and the region as the Tampa-St. Petersburg– Benefi ts of Economy: Economic Output, Economic INDUSTRY JOBS Clearwater MSA. Downtown Tampa Study Area Impact, Investment, Creativity, Innovation, Visitation, IDA and the Tampa Downtown Partnership wanted to build a Spending, Density, Sustainability, Tax Revenue, Scale, deeper understanding of downtown’s contribution to citywide Commerce, Opportunity and regional performance across a range of areas. We grouped these areas under fi ve principles—economy, inclusion, vibrancy, Jobs/Industries identify, and resilience—developed in 2017 in workshops with Downtown Tampa serves as the city’s traditional central the fi rst cohort of urban place management organizations that business district and the economic, governmental, and 16% 22% CITY’S CREATIVE 30-TO-54-YEAR-OLD IDA assembled for this analysis. We evaluated data for multiple cultural center for the region. Downtown Tampa holds just JOBS WORKERS factors within each principle, focusing on trends and growth under 70,000 jobs, accounting for 21% of all jobs citywide over time and how downtown compared to the city and the and about 6% of the region’s jobs. Educational services, Source: LEHD On the Map – Primary Jobs (2017) region. public administration, and professional, scientifi c, and technical services constitute the largest sectors. The district’s Nevertheless, knowledge jobs have emerged as an area major employers include Hillsborough County School District of strength downtown, having grown 36% between 2010 and the Hillsborough County government. As seen on the and 2017. Roughly one-quarter of downtown jobs, about map, the Central Tampa planning district, which includes 17,000, fall within the knowledge industry sector. Much of downtown, accounts for more than half of all jobs in the city, this growth reﬂ ects the arrival since 2010 of 2,800 new jobs and downtown alone has more than half of those positions. in professional, scientifi c, and technical services and more than 1,000 new jobs in the management sector. Downtown, Job totals have grown signifi cantly since 2010, although however, captures only 14% of citywide knowledge industry the count for downtown Tampa remains 14% below its 2002 jobs. Several other employment clusters in Tampa, such level. Downtown reached a post-recession peak of more as the Westside business district, have attracted large than 71,000 jobs in 2015, but that number declined slightly concentrations of these jobs. between 2015 and 2017. Because of the large number of Downtown Share educational services jobs tied to the county school district, Creative jobs (in arts, entertainment, and recreation) grew cuts in the district’s budget over the past few years have steadily through the 2007-09 recession, rising from fewer of City Land Area 2.5% contributed to a drop in the number of educational services than 500 in 2002 to 1,500 positions in 2017. Downtown jobs in downtown. The overall decline in downtown jobs may now accounts for 16% of creative jobs citywide, indicating also reﬂ ect the fact that signifi cant recent development in an emerging concentration of arts and entertainment downtown has focused on housing, not offi ce inventory. employment downtown.

1620 IDAIDA | | TheThe ValueValue of of U.S. U.S. Downtowns Downtowns and and Center Center Cities Cities downtown.org | © 2019 International Downtown Association 21 2 DOWNTOWN PROFILE DOWNTOWN PROFILE 2

Fiscal Impact Downtown land carries an assessed value of more than $3.7 billion, or more than 12% of total citywide value. The gure Knowledge Industry Employment Growth 2010-2017 has grown steadily since 2000, with assessed value nearly Finance, Insurance, Management of Professional, Information Health Care and quadrupling during a period when it only doubled citywide. Real Estate and Companies Scientiﬁ c, and Social Assistance On average, land value reaches $1.32 billion per square Rental and Leasing and Enterprises Technical Services mile, a rate almost ve times higher than the comparable gure for the city.

Downtown generates 28% of the city’s property tax revenues, and it drives even higher levels of private investment. The Water Street and Heights developments alone will account for an additional $4 billion in investment. In comparison, public investment downtown in 2017 only reached $22 Downtown million, a mere 0.6% of the city’s total spending, although the 43% 139% 45% -32% 31% Water Street and Heights projects both incorporate some public investment and incentive funding. City 59% 25% 30% -6% 11% Region 34% 64% 34% -8% 8%

Source: LEHD On the Map - Primary Jobs (2017)

Downtown Tampa Investment and assessed value is more than $3.7B, Tax Impact more than 12% Downtown % of City of the city’s total assessed value PROPERTY TAX $49M 28% PUBLIC INVESTMENT $22M 0.6%

Downtown City PRIVATE INVESTMENT $4B n/a Assessed value $3.7B $30B Source: Hillsborough County Property Appraiser (2017), City of Tampa (2017) Area in square miles 2.85 113 Assessed value per square mile $1.32B $270M

Source: Hillsborough County Property Appraiser (2017) Jobs in Tampa by Planning Area Source: LEHD On the Map – Primary Job Density (2017)

1822 IDAIDA | | TheThe ValueValue of of U.S. U.S. Downtowns Downtowns and and Center Center Cities Cities downtown.org | © 2019 International Downtown Association 23 2 DOWNTOWN PROFILE DOWNTOWN PROFILE 2

Source: LEHD On the Map - Primary Jobs (2017)

Downtown Tampa Investment and assessed value is more than $3.7B, Tax Impact more than 12% Downtown % of City of the city’s total assessed value PROPERTY TAX $49M 28% PUBLIC INVESTMENT $22M 0.6%

Source: Hillsborough County Property Appraiser (2017) Jobs in Tampa by Planning Area Source: LEHD On the Map – Primary Job Density (2017)

two random people within the district identify as different Inclusion | Diversity, Affordability races or ethnicities. However, the index does not necessarily reﬂ ect the extent of residential mixing within the study area. Downtowns and center cities invite and welcome residents and visitors by providing For instance, within the Central Business District and the Channel District alone, more than two-thirds of residents are access to opportunity, essential services, culture, recreation, entertainment, and white, a fi gure more in line with the region’s demographic participation in civic activities. profi le. Workforce Racial Diversity Resident Diversity Residents By Race Employment By Race The diversity of the downtown workforce tracks the racial The demographics of the study area reﬂ ect Tampa’s status make-up of city and region, although it differs strikingly from as a multicultural city. Just under 50% of downtown residents T T that of the residential population, which implies that the residents living near the central business district may not are white, 30% are black, and 20% identify as Hispanic or 46% 65% Latino. These demographics generally mirror those found benefi t from the concentration of jobs downtown. In fact across the city, but downtown is more diverse than the 45% 64% only 21% of downtown workers actually live within the city region. Downtown scores well on the Diversity Index, with of Tampa, and just under 800 residents both live and work a score of 70. The Diversity Index, an indicator of the mix of 64% 68% downtown. residents within an area, expresses the probability that any C Benefi ts of Inclusion: Equity, Diversity, Affordability, Civic SC T Participation, Culture, Mobility, Accessibility, Tradition, 31% 17% Heritage, Services, Opportunity 23% 17% “Inclusive spaces 11% 15% in the public realm, SC T C 14% particularly in our cities’ 18% 25% downtowns, can help 14% 18% break down the social 12% S S barriers that often 2% 2% divide us. Thriving 4% 3% Downtown City 3% downtown districts and 3% Region

public spaces promote T T not only economic 2% 2% 3% prosperity, but also Downtown 2% City 1 3% social cohesion.” Region 2% Source: American Community Survey 5-Year Estimates (2013 – 2017) Source: LEHD On the Map (2017)

2024 IDAIDA | | TheThe ValueValue of of U.S. U.S. Downtowns Downtowns and and Center Center Cities Cities downtown.org | © 2019 International Downtown Association 25 2 DOWNTOWN PROFILE DOWNTOWN PROFILE 2

Socioeconomic Diversity Downtown Household Income Households in the study area span the socio-economic Educational Attainment for Residents 25+ spectrum. About one-third of residents earn less than $15,000, and another 30% earn more than $75,000. As with residential diversity, however, these income groups tend 34% 21% High School or Less 39% to live in different parts of downtown. Downtown’s overall 31% Less than $15,000 40% median income is $35,000, but median income in the CBD $15,000-$40,000 reaches $51,000, and the median in the Channel District $40,000-$75,000 24% 8% Some College 25% reaches a high $87,000. $75,000-$100,000 31% Not surprisingly, median rents by district map closely to $100,000 and above 18% 23% income distribution. Renters occupy 80% of downtown’s 23% Bachelor’s Degree 22% housing units, and median monthly rents range from just 19% under $300 in North Hyde Park and Ybor City to more than 18% $1,500 in the CBD and Channel District. Residential inventory Source: American Community Survey 5-Year Estimates (2013 – 2017) Advanced Degree 14% has grown over the past several years, and development 10% promises to deliver an additional 2,000 units within the next three years. This growing supply will help ease upward 0% 10% 20% 30% 40% 50% 60% pressure on housing prices. At the same time, the ability of Downtown City Region Downtown 2010 the core downtown districts to command such high rents today does count as a success, because in 2010 median Source: American Community Survey 5-Year Estimates (2013 – 2017) gross rent in the CBD stood at only $400. Rising rent levels Household also attract further investment and economic activity, which Income in turn support economic and fi scal growth that can benefi t Downtown Residents’ Age Educational Attainment the entire city. DOWNTOWN CITY REGION Since 2010, downtown has experienced a strong shift in MEDIAN educational attainment. In 2010, more than half of downtown 8% residents had only a high school diploma or less, a far INCOME $35K $48K $50K 9% 6% 0-9 greater rate than city or region. Today, more than 40% of the MIDDLE- 8% downtown population holds a bachelor’s degree or higher, CLASS* 10-17 29% 38% 45% surpassing both the city and regional rates. RESIDENTS 18-24 Age HOUSING AND TRANSPORTATION INDEX 25-34 18% Like most downtowns today, residents between the ages 35-64 47% 56% 57% 32% of 18 and 34 dominate in downtown: they represent more *De ned as earning between 67% and 200% of area median income. In 55-64 than half the population. Within this group, 18- to 24-year- Tampa MSA, the AMI is $50,567. 65+ olds account for 32% of the population. The proportion of

Source: American Community Survey 5-Year Estimates (2013 – 2017); CNT Housing & 19% children living in downtown dropped sharply between 2000 Transportation Index (2019) and 2010, from 30% to 20%; since 2010, the proportions of residents within broadly tracked age brackets have seen little Source: American Community Survey 5-Year Estimates (2013 – 2017) change.

Source: American Community Survey 5-Year Estimates (2013 – 2017)

2226 IDAIDA | | TheThe ValueValue of of U.S. U.S. Downtowns Downtowns and and Center Center Cities Cities downtown.org | © 2019 International Downtown Association 27 2 DOWNTOWN PROFILE DOWNTOWN PROFILE 2

Source: American Community Survey 5-Year Estimates (2013 – 2017)

Retail Vitality Vibrancy | Spending, Fun Downtown represents roughly 3% of all retail sales in All Retail Tampa and contains 7% of retail stores citywide. Despite Due to their expansive base of users, center cities can support a variety of unique retail, these relatively low fi gures—especially for a major tourism TOTAL RETAIL BUSINESSES and employment center—downtown still has a strong infrastructural, and institutional uses that offer cross-cutting benefi ts to the region. concentration of retail, with 247 businesses and more than Downtown City Region 300,000 square feet of retail space per square mile. This Downtowns and center cities typically form the regional 247 3,612 20,276 density of retail far outpaces that of the city and region. epicenter of culture, innovation, community, and commerce. Restaurants and bars occupy almost 60% of downtown Downtowns ﬂ ourish due to density, diversity, identity, and Residential storefronts. use. An engaging downtown “creates the critical mass of RETAIL INVENTORY (SF) PER SQUARE MILE The citywide retail market appears very strong, with a low activity that supports retail and restaurants, brings people Change 1.9% retail vacancy rate and average rents of $19.70 per together in social settings, makes streets feel safe, and Downtown City Region square foot. Downtown has a weaker profi le, with higher encourages people to live and work downtown because of RESIDENTIAL Downtown City Region 2 vacancy (4.4%) and lower rents ($16.80/square foot). Most the extensive amenities.” POPULATION 311K 76K 3,271 cities experience higher rents downtown, where stronger CHANGE (2000) 35% 21% 24% demand chases relatively limited space, but downtown Benefi ts of Vibrancy: Density, Creativity, Innovation, NUMBER OF RESTAURANTS AND BARS Tampa still has room to grow in this sector. Downtown has Investment, Spending, Fun, Utilization, Brand, Variety, RESIDENTIAL seen a positive trend over the past few years, however, with Infrastructure, Celebration INVENTORY 36% 7% 7% Downtown City Region CHANGE (2010) 141 1,222 5,915 retail vacancy declining from 12% in 2015 to 4.4% today.

NUMBER OF DESTINATION RETAIL BUSINESSES Source: U.S. Decennial Census (2000), American Community Survey 5-Year Estimates (2013 – 2017); CBRE (2018) Downtown City Region Residential Growth 15 473 2,327 Residential growth signals a fast-changing and vibrant downtown, and downtown Tampa’s population has grown steadily over the past two decades. Since 2000, it has risen Source: ESRI Business Analyst (2017), CoStar (2018) 36%, reaching more than 16,000 today. When considering the city as a whole, downtown has acted as an engine of population growth for Central Tampa, with the population Retail Market in the CBD alone doubling between 2000 and 2017. Downtown Ridgewood Park and Old West Tampa north of the core, Vitality however, lost population in the same period. Retail Sales Share of City SQUARE Downtown City Region Annual FEET OF spending $240M 3% RETAIL 887K 8.7M n/a

RETAIL Downtown City Region Revenue per VACANCY square mile $84M RATE 4.4% 1.9% 5.8% RETAIL Downtown City Region Source: ESRI Business Analyst (2017) RENT (SF) TRIPLE NET $16.8 $19.7 $ 1 7. 5

Source: IDA Analysis of U.S. Decennial Census (2010) and American Community Survey 5-Year Estimates (2013 – 2017) Source: CoStar (2018)

2428 IDAIDA | | TheThe ValueValue of of U.S. U.S. Downtowns Downtowns and and Center Center Cities Cities downtown.org | © 2019 International Downtown Association 29 2 DOWNTOWN PROFILE DOWNTOWN PROFILE 2

RETAIL Downtown City Region Revenue per VACANCY square mile $84M RATE 4.4% 1.9% 5.8% RETAIL Downtown City Region Source: ESRI Business Analyst (2017) RENT (SF) TRIPLE NET $16.8 $19.7 $ 1 7. 5

Source: IDA Analysis of U.S. Decennial Census (2010) and American Community Survey 5-Year Estimates (2013 – 2017) Source: CoStar (2018)

Live Events and Entertainment Additional retail will help strengthen downtown vibrancy, Identity | Visitation, Heritage, Tradition which already benefi ts from the Tampa Theatre, Amalie Downtown Arena, the Convention Center, and eight venues with live Events Downtowns and center cities preserve the heritage of a place, provide a common point entertainment. Tampa has also attracted more national of physical connection for regional residents, and contribute positively to the brand of events, such as the 2019 NCAA Women’s Final Four Games and was awarded as the host city for the 2021 NFL Super the regions they anchor. Bowl. More than half of all outdoor events permitted by the city Downtowns are “iconic and powerful symbols for a city and Downtown Tampa stands as the economic, governmental, take place in and around downtown. Major festivals like the 8 4 often contain the most iconic landmarks, distinctive features, and cultural hub of the city. Each of its districts has a unique Mayor’s Food Truck Fiesta, Rock the Park, and River O’ Green EVENT VENUES FARMERS and unique neighborhoods. Given that most downtowns identity, but downtown’s most recognizable asset—for Fest attract between 13,000 and 18,000 annual attendees WITH LIVE MARKETS were one of the oldest neighborhoods citywide, they offer residents, workers, and visitors alike—is clearly the Riverwalk. 3 downtown. The Winter Village at Curtis Hixon Park is a ENTERTAINMENT rare insights into their city’s past, present, and future.” In recent years, the Riverwalk has grown into an active, central attraction downtown in December, and sees 75,000 The authentic cultural offerings in downtown enhance its pedestrian-friendly place that appeals to both locals and attendees per season. character, heritage, and beauty, and create a unique sense of visitors. It continues to grow today, with new development place not easily replicable in other parts of the city. on both ends—at Water Street, which will establish a 182 1 new entertainment district, and at the Heights, toward its OUTDOOR EVENTS PROFESSIONAL- Benefi ts of Identity:Brand, Visitation, Heritage, Tradition, northern end. The Monument Trail along the river reinforces PERMITTED LEVEL STADIUM Memory, Celebration, Fun, Utilization, Culture the Riverwalk’s attraction, showcasing major events and key fi gures in Tampa’s history. Often compared to St. Petersburg, across the bay, Tampa 43 remains more commercial and business-driven, although the TOTAL waterfront has begun to develop as a leisure destination. CONVENTIONS While retailers are mostly local, unmet demand in downtown Social Media for more national retailers could help strengthen the market overall. 285,397 PHOTOS POSTED ON Downtown has a large concentration of the city’s historic INSTAGRAM WITH structures and public art installations. Apart from the CONVENTION ATTENDEES 19 7, 5 1 4 #TAMAPSDOWNTOWN Riverwalk, downtown also boasts several parks and green #LOVEYOURDISTRICT spaces that serve the wider community. Julian B Lane #DTGETFIT Riverfront Park on the west side of the Hillsborough River Source: Tampa Downtown Partnership Guidebook and Count (2018) #DOWNTOWNTAMPA underwent a $30 million renovation that has sparked #TAMPARIVERWALK redevelopment in West Tampa and garnered an American Architecture Best Projects Award in 2019. 104,000 Downtown’s strong identity translates to a high volume of visitors, and, relative to its size, downtown boasts a high FOLLOWERS ON TWITTER percentage of hotels and hotel rooms, catering to both @TAMPASDOWNTOWN visitors and business travelers. Importantly, all of the assets downtown make it one of the few places in the county where 23,781 people can comfortably walk from one place to another, whether to bars, restaurants, or experiencing the Riverwalk. FOLLOWERS ON FACEBOOK TAMPA’S DOWNTOWN

* Source: Instagram, Twitter, and Facebook counts as of May 30, 2019

2630 IDAIDA | | TheThe ValueValue of of U.S. U.S. Downtowns Downtowns and and Center Center Cities Cities downtown.org | © 2019 International Downtown Association 31 2 DOWNTOWN PROFILE DOWNTOWN PROFILE 2

* Source: Instagram, Twitter, and Facebook counts as of May 30, 2019

Downtown Destinations Resilience | Sustainability, Diversity

At its broadest, resilience means a place’s ability to withstand shocks and stresses. Thanks to their diversity and density of resources and services, center cities and their residents can better absorb economic, social, and environmental shocks and stresses 32 10 than other parts of the city. Diversity and economic vitality equip downtowns and center Economic Resilience HISTORIC MUSEUMS AND cities to adapt to economic and social shocks better than STRUCTURES AQUARIUMS As described in the Economy section, downtown boasts a more homogenous communities. Similarly, density better mix of industries but shows particular strength in educational positions downtowns and center cities to make investments services, public administration, and professional, scientifi c, needed to hedge against and bounce back from increasingly and technical services. However, the total number of jobs frequent environmental shocks and stresses. downtown fell between 2015 and 2017 even as citywide and regional numbers rose steadily. Downtown should continue Hotels Benefi ts of Resilience: Health, Equity, Sustainability, to diversify its mix of industries to help it weather adverse Accessibility, Mobility, Durability of Services, Density, economic events or budget cuts at major institutions, 3 9 Diversity, Affordability, Civic Participation, Opportunity, and the expansion of knowledge economy jobs suggests PLAZAS / SQUARES / PARKS DOWNTOWN CITY Scale, Infrastructure movement in this direction. The growth in the number AMPHITHEATERS of downtown residents who hold a bachelor’s degree or HOTELS 14 168 higher also means that residents can adapt more readily to changing economic conditions. HOTEL ROOMS 3,250 20,272 74% 23M Downtown Community Resources AVERAGE VISITORS 12 OCCUPANCY RATE (COUNTYWIDE) PUBLIC ART INSTALLATIONS (COUNTYWIDE) Source: Visit Tampa Bay (2019) Source: Tampa Downtown Partnership Guidebook and Count (2018) 1 1 16 9 1 9 LIBRARY RECREATION AND RELIGIOUS PARKS AND POSTSECONDARY PRIMARY AND COMMUNITY INSTITUTIONS NATURAL INSTITUTION SECONDARY CENTER AREAS SCHOOLS

Source: Tampa Downtown Partnership Guidebook and Count (2018)

2832 IDAIDA | | TheThe ValueValue of of U.S. U.S. Downtowns Downtowns and and Center Center Cities Cities downtown.org | © 2019 International Downtown Association 33 2 DOWNTOWN PROFILE DOWNTOWN PROFILE 2

Downtown Destinations Resilience | Sustainability, Diversity

Source: Tampa Downtown Partnership Guidebook and Count (2018)

Social Resilience Environmental Resilience Downtowns serve as hubs of social resilience. Their dense New Mobility Options Thanks to density and proximity to jobs, services, and nature gives residents and workers access to a multitude of amenities, downtowns don’t just power economic growth community resources in a small area. With nine parks and BIKESHARE STATIONS 41 and social resilience, they also promote environmental natural areas, fi ve playgrounds, a library, recreation center, resilience. Downtown residents generate fewer greenhouse and numerous religious institutions, downtown offers E-SCOOTERS 2,400 gas emissions, and downtown offers multiple transit options. multiple places where residents, workers, and visitors can Environmental resilience has particular importance for Tampa, meet, learn, and participate in civic life. Downtown also ELECTRIC CAR CHARGING PORTS 6 given a coastal location that makes the city more vulnerable serves as a center of education, with both the University to sea-level rise, ﬂ ooding, and the effects of climate change in TOTAL TRANSIT STOPS of Tampa and, for younger learners, nine primary and INCLUDING RAIL AND BUS 106 coming years. secondary schools. The average downtown household emits an estimated 4.6 Access to these resources plays a critical role in boosting Source: Coast Bike Share (2019); Tampa Downtown Partnership Guidebook tons of greenhouse gas annually, 36% below the citywide the social resilience of low-income residents. About 4,500 (2018) average of 7.1 tons. The availability of more sustainable residents, or 28%, live in poverty in downtown. About half transportation choices downtown represents a major reason of renter households are rent-burdened, which means they for this difference. Residents benefi t from more than 40 spend more than 50% of income on housing. Although Environmental bikeshare stations, a plethora of electric scooter options, both the city and the region have even higher rates of rent- and Downtowner and streetcar service. 13% of downtown burdened households, civic leaders may need to read this Resilience residents walk to work, a much higher rate than in the city or as a warning that the changing housing market will require a DOWNTOWN CITY region. Downtown Tampa has a Walk Score of 86, compared consistent focus on maintaining broad affordability. Downtown to only 50 citywide. LEED Typically, downtowns with good access to resources have a Commuting Patterns* BUILDINGS 31 192 Nevertheless, high rates of car use degrade downtown’s air higher life expectancy than the city and a lower percentage quality and undermine its general environmental friendliness. BIKE % OF LAND FOR of residents who don’t exercise. Downtown Tampa residents Car use and its accompanying parking demands represent Downtown City Region OPEN SPACE have a slightly lower life expectancy (76.6 years) than the 3% 5% one of the biggest issues raised by downtown residents and region at large (78.5 years), but more downtown residents do 1% 1% 1% ANNUAL GHG employees alike. Compared to other downtowns in this study, regularly exercise than residents citywide. TRANSIT EMMISIONS PER Tampa has a much higher rate of people who drive alone to HOUSEHOLD 4.6 7.1 Downtown City Region work. A recent study showed that downtown has an ample (IN TONS) parking supply—but in the wrong locations. Exacerbating the Social 5% 3% 2% issue is the fact that residents, workers, and visitors all perceive CAR POOL the walk from available parking to their destination as longer Source: US Green Building Council (2018); City of Tampa (2018); CNT (2018) Resilience Downtown City Region than it actually is—largely because the environment along the way doesn’t feel welcoming for people on foot. Additional RESIDENTS IN investment in streetscape improvements—street furniture, POVERTY 28% 7% 9% 9% Walk, Bike and Transit Scores Downtown WALK City shade trees, and ground-ﬂ oor activity—as well as more transit RENT-BURDENED that connects downtown to other parts of the city would go a Downtown City Region RESIDENTS 50% 86 long way toward increasing mobility options and making living 50 and working downtown more sustainable. AVERAGE CRIME 13% 3% 2% RATE (PER 1,000) 59 71 AVERAGE LIFE DRIVE ALONE 55 EXPECTANCY (CBD) 76.6 Downtown City Region 68 NO LEISURE-TIME 73% 83% 86% 26% 34 PHYSICAL ACTIVITY *Percentages may not add up to 100% due to rounding and exclusion of taxicabs.

Source: Walk Score (2019) Source: American Community Survey 5-Year Estimates (2013-2017); Tampa Source: American Community Survey 5-Year Estimates (2013-2017) Police Department (2016); CDC (2018)

3034 IDAIDA | | TheThe ValueValue of of U.S. U.S. Downtowns Downtowns and and Center Center Cities Cities downtown.org | © 2019 International Downtown Association 35 2 DOWNTOWN PROFILE DOWNTOWN PROFILE 2

Source: Walk Score (2019) Source: American Community Survey 5-Year Estimates (2013-2017); Tampa Source: American Community Survey 5-Year Estimates (2013-2017) Police Department (2016); CDC (2018)

Downtown Profi le | Summary

Tampa has a strong downtown. A crucial economic base Compared to its peers, downtown Tampa holds a much for the city, it has seen its residential population grow by DOWNTOWN SUSTAINABLE COMMUTE higher percentage of citywide jobs and residents. As a more than a third since 2000. As the Riverwalk evolves Emerging Downtowns result, it also has higher densities than its peers, with DOWNTOWN EMERGING EMERGING DURHAM HUNTSVILLE TAMPA and new developments around it open, downtown will TAMPA DOWNTOWNS CITIES nine residents per acre, compared to just seven across all add signifi cant new assets that can help reverse the jobs EL PASO LANCASTER TOLEDO emerging downtowns. Population grew 36% between 2000 GRAND RAPIDS OKLAHOMA CITY TUCSON decline that began in 2002 and strengthen retail growth. GREENSBORO SAN ANTONIO WICHITA 27% 29% 17% and 2017, outpacing the 17% average for other emerging HOLLYWOOD SPARTANBURG downtowns. In fact, the residential sector ranks Tampa as Based on the data collected for The Value of U.S. one of the strongest emerging downtowns, based on its Downtowns and Center Cities study, we identifi ed three Average of 2.1% of the citywide land area, with rate of growth and density. tiers of downtowns, defi ned by stage of development. We an average assessed value of $1.6 billion (5.8% of divided the study downtowns into established, growing citywide assessed value). Comparison of other metrics: Undercut by the Great Recession, however, job totals DOWNTOWN EMERGING and tiers based on the citywide signifi cance of DOWNTOWN EMERGING have not yet rebounded to 2002 levels. While the overall emerging TAMPA DOWNTOWNS residents and jobs, density of residents and jobs within the TAMPA DOWNTOWNS number remains lower, since 2010, downtown has seen district, assessed value per square mile, and the rate of CITYWIDE POPULATION 4.4% 3.1% % CITYWIDE jobs grow by a healthy 11%. Downtown has a slightly RETAIL SALES 3% 6% growth in residents and jobs from 2000 to 2017. MILLENNIALS LIVING CITYWIDE 8.2% 4.5% lower percentage of citywide knowledge and creative jobs RETAIL SALES PER than the average emerging downtown, but overall it has The accompanying tables show how downtown compares SQUARE MILE $84M $123M* a higher percentage of all the city’s jobs, marking it as a to its peers in the same tier, and to citywide averages for *This gure excludes retail sales per square mile for Hollywood and San Antonio, DOWNTOWN EMERGING EMERGING which are outliers for emerging downtowns. center of economic activity in the city. tier cities. To see the full set of cities by tier, accompanying RESIDENTIAL TAMPA DOWNTOWNS CITIES data points, and methodology, please refer to The Value of GROWTH Downtown’s retail sector stands as a weak point, U.S. Downtowns and Center Cities compendium.* AVG. 2000 – 2017 36% 16% 16% accounting for only 3% of citywide retail sales and DENSITY producing below-average sales per square mile. A Tampa’s downtown falls in the “emerging” tier. RESIDENTS / ACRE 8.9 7. 5 4.5 thriving retail scene would boost vibrancy substantially Emerging downtowns do not yet have the high citywide DIVERSITY INDEX 70 64 70 DOWNTOWN EMERGING and build on downtown’s strong hotel numbers. Finally, signifi cance in jobs and residents found in established MEDIAN TAMPA DOWNTOWNS on sustainable transportation, downtown ranks as highly downtowns, and that have relatively lower density than HOUSEHOLD INCOME $35K $36K $47K walkable, but compared to its peers, a slightly lower other downtowns. Emerging downtowns have lots of HOTELS 14 12 percentage of residents commute by sustainable modes potential; typically, property value per square mile remains HOTEL ROOMS of transportation. Additional investment in alternative low relative to other urban places, allowing developers 3,250 1,439* transportation options and encouraging less reliance on to get much greater return for their investment dollar. EMPLOYMENT *This gure excludes hotel rooms for San Antonio, which is an outlier for emerging downtowns. abundant parking will move downtown toward greater Similarly, lower rental costs make these downtowns DOWNTOWN EMERGING vibrancy and resilience. attractive to small businesses and creators/makers. TAMPA DOWNTOWNS GROWTH IN DOWNTOWN DOWNTOWN EMERGING EMERGING EMPLOYMENT (2002 – 2017) -14% 2.1% WALK SCORE TAMPA DOWNTOWNS CITIES

CITYWIDE JOBS 23% 15% 86 81 38 CITYWIDE KNOWLEDGE JOBS 13% 18% BIKE SCORE

CITYWIDE CREATIVE JOBS 16% 18% 71 74 43 RESIDENTS HOLDING A BACHELOR’S DEGREE 42% 37% TRANSIT SCORE OR HIGHER 68 44 22 *The compendium report is available at the IDA website, downtown.org.

3236 IDAIDA | | TheThe ValueValue of of U.S. U.S. Downtowns Downtowns and and Center Center Cities Cities downtown.org | © 2019 International Downtown Association 37 2 DOWNTOWN PROFILE DOWNTOWN PROFILE 2

Downtown Profi le | Summary

CITYWIDE JOBS 23% 15% 86 81 38 CITYWIDE KNOWLEDGE JOBS 13% 18% BIKE SCORE

CITYWIDE CREATIVE JOBS 16% 18% 71 74 43 RESIDENTS HOLDING A BACHELOR’S DEGREE 42% 37% TRANSIT SCORE OR HIGHER 68 44 22 *The compendium report is available at the IDA website, downtown.org.

APPENDICES PROJECT METHODOLOGY PRINCIPLES AND BENEFITS DATA SOURCES ADDITIONAL IDA SOURCES BIBLIOGRAPHYa a a APPENDICES APPENDICES

PROJECT PURPOSE Appendix I: The project measured the performance of U.S. downtowns using metrics developed collaboratively and organized under fi ve principles that contribute to a valuable urban center. This Project Framework and Methodology study:

• Provides a framework of principles and metrics to guide data collection for evaluating the value of downtowns and center cities.

• Standardizes key metrics for evaluating the economic, social, cultural and environmental impacts of American downtowns.

• Develops an industry-wide model for calculating the economic value of downtowns, creating a replicable methodology for continued data collection.

• Provides individual analysis and performance benchmarks for participating downtowns in this standardized framework, including supplemental qualitative analysis.

• Empowers and continues to support IDA members’ BACKGROUND economic and community development efforts through comparative analysis. In 2017, IDA launched the Value of U.S. Downtowns Guiding questions for this project included: and Center Cities study. IDA staff and the IDA Research • What is the economic case for downtowns? Committee worked with an initial group of 13 downtown What stands out about land values, taxes, or city organizations, Stantec’s Urban Places as a project advisor, investments? and HR&A as an external consultant to develop the THE FIVE PRINCIPLES valuation methodology and metrics. Since 2017, IDA has • How do downtowns strengthen their regions? added another 20 downtowns or urban districts to the • Can we standardize metrics to calculate the value of a study database, and worked with their respective urban downtown? place management organizations (UPMOs) to collect ECONOMY INCLUSION VIBRANCY IDENTITY RESILIENCE local data, obtain data from agencies in their cities, and • How can downtowns measure their distinctiveness, combine these metrics with publicly available statistics cultural and historical heritage? on demographics, economy, and housing. Data collected • How does a downtown’s diversity make it inclusive, included publicly available census fi gures (population, inviting, and accessible for all? demographics, employment, transportation), downtown economic performance, municipal fi nances, capital • What inherent characteristics of downtown make it an projects, GIS data, and the local qualitative context. The 33 anchor of the city and region? downtowns and urban districts studied to date represent • Due to its mix of land-uses, diversity of jobs, and diverse geographic regions and have relatively comparable density, is downtown more socially, economically, and levels of complexity and relationships to their respective environmentally resilient than the rest of the city and cities and regions. region?

• Provides a framework of principles and metrics to guide data collection for evaluating the value of downtowns and center cities.

• Standardizes key metrics for evaluating the economic, social, cultural and environmental impacts of American downtowns.

• Develops an industry-wide model for calculating the economic value of downtowns, creating a replicable methodology for continued data collection.

• Provides individual analysis and performance benchmarks for participating downtowns in this standardized framework, including supplemental qualitative analysis.

What factors make a vibrant downtown?

Downtowns have differing strengths: some function as employment anchors, some as tourist hubs, and some as neighborhood centers. Some are all three. We distilled the factors for measuring the value from attributes common to all downtowns regardless of their specifi c characteristics.

D D

A I A 1. Downtowns are typically the economic engines of their regions due to a density of jobs, suppliers, customers, professional clusters, goods, and services.

2. Downtowns offer convenient access to outlying markets of DETERMINING PRINCIPLES FOR A VALUABLE residents, customers, suppliers, and peers thanks to past DOWNTOWN and ongoing investment in transportation infrastructure.

This project began with a Principles and Metrics Workshop 3. Downtowns provide a concentration of culture, recreation, held in 2017 with representatives of UPMOs from the 13 pilot and entertainment. downtowns. The workshop focused on developing value 4. Downtowns offer choices for people with different levels principles that collectively capture a downtown’s multiple of disposable income and lifestyle preferences. functions and qualities, and its contributions to the city and region. They identifi ed fi ve principles that became the 5. Because of their density and diversity, downtowns organizing framework for determining benchmarking metrics. encourage agglomeration, collaboration, and innovation.

Downtown advocates tailor their advocacy to the interests 6. Downtowns are central to the brand of the cities and of different audiences. For instance, the fi gure for sales tax regions they anchor. revenue generated downtown would have resonance for 7. Downtowns can be more economically and socially government offi cials but likely wouldn’t hold much interest resilient than their broader regions. for visitors and workers. For these audiences, a UPMO might assemble data showing the types of retail available downtown, 8. Downtown resources and urban form support healthy whether the offerings meet user needs, and how fully lifestyles. residents, workers, and visitors use these retail establishments. 9. Downtowns’ density translates into relatively low per- The study team sought arguments that would appeal to capita rates of natural resource consumption. multiple audiences and worked to identify metrics that could support multiple statements about downtown value. The 10. Relatively high rates of fi scal revenue generation and workshop identifi ed these value statements: effi cient consumption of public resources mean that downtowns yield a high return on public investment.

What factors make a vibrant downtown?

D D

A I A 1. Downtowns are typically the economic engines of their regions due to a density of jobs, suppliers, customers, professional clusters, goods, and services.

METRICS SELECTION comparison to peer downtowns or case studies of best DEFINING DOWNTOWN practices. To identify metrics that allow comparisons across This study defi ned the commercial downtown as extending jurisdictions, we made sure necessary comparison data was At this level, a UPMO could argue that its city’s fi nancial beyond the boundaries of a development authority or a available for every (or almost every) downtown, city, and services sector is healthy and thriving. Comparing business improvement district. For one thing, geographic region. We favored data that would be: the growth of this sector in other downtowns, or the parameters vary across data sources and frequently did not concentration of fi nancial services jobs relative to align with a UPMO’s jurisdiction. 1. Readily available to most downtown management other downtowns would highlight the strength of the organizations (and ideally public). Urban place management organizations vary widely in how downtown’s appeal to fi nancial services businesses. they defi ne their service geography. To make boundaries 2. Replicable (enabling year-to-year comparisons), and 3. Qualitative assessments inject anecdotal context and replicable and comparable across data sources, the study 3. Scalable across jurisdictions, allowing for benchmarking color into an argument. team recommended aligning each downtown study area with and regional comparisons. commonly used census boundaries. In most cases this meant For this level, the UPMO might include news reports of using census tracts, the smallest permanent subdivisions that Specifi cally, we chose metrics like population, employment, fi nancial services companies choosing to opem offi ces receive annual data updates under the American Community and assessed value for which we could reliably obtain data. downtown. An interview with a company executive on Survey. They make ideal geographic identifi ers, since new We used more specialized data—l fi gures for downtown why a fi rm chose to locate downtown would also be a data is released regularly, and tract boundaries do not visitors or hotel tax revenue—when it helped tell a particular powerful anecdote on downtown’s appeal. change. downtown story. Comparisons across jurisdictions, however, Together, these different types of information allow IDA focus on commonly available metrics. Employing census tracts may not accurately reﬂ ect the value and the UPMO to communicate a downtown’s unique value of every downtown. In some cases, census block groups We expect most downtowns to rely on similar sources of to its city. more accurately captured the downtown boundaries. Though proprietary data, but participating downtowns may prefer the Census Bureau occasionally subdivides block groups one source over another when obtaining similar data on over time, block groups also receive annual data updates metrics like commercial real estate (e.g., Colliers vs. CBRE). and are compatible with most data sources. We looked to To the extent possible, instructions require that data sources the 2012 publication, The Value of Canadian Downtowns, for remain consistent across geographic scales (downtown, city, effective criteria: region) and consistent over time for longitudinal analysis. 1. The downtown boundary had to include the city’s The study team analyzed metrics and comparisons to fi nancial core. develop value statements about each downtown or district. Three types of data fully illustrate each argument: 2. The downtown study area had to include diverse urban elements and land uses. 1. Absolute facts provide quantitative context and a feel for the scale of the characteristic being used to make 3. Where possible, we sought hard boundaries such as the argument. major streets, train tracks, or geographic features like rivers. For example, under economy, a UPMO might want to make the argument that a thriving fi nancial services 4. An overarching consideration was that data compiled sector plays a critical role in the city’s economy. The align with selected downtown study areas. number of fi nancial services jobs, the share of the Each downtown provided IDA with the geography city’s fi nancial services jobs located downtown, and selected for its downtown, which IDA then worked the number/list of large fi nancial services companies to refi ne, given local conditions and UPMO needs. headquartered downtown will help make the case that Customized shapefi les or census tracts defi ned the downtown has great importance to that sector and downtown boundaries. For city and regional boundaries, therefore the city. IDA worked with the downtown management organization 2. Indicators measure an argument at a secondary level to confi rm the accuracy of the respective census- by focusing on inputs or outputs and may reﬂ ect designated place or MSA. the subject geography or serve as benchmarks for

PROJECT PROCESS Enter value for downtown, city, and region Computed automatically Selected and refined by downtowns DATA COLLECTION

Both IDA and the local partner spent the fi rst phase of INPUTS CALCULATIONS ARGUMENTS the project collecting data for the study. IDA collected data primarily from national databases (see Appendix • Total land area • Jobs per mi² downtown vs. city “As the economic engine of the (dividing jobs by total land area) 3 for data sources), and the local partner worked with • Number of jobs city, downtown has a density of its data partners to obtain other locally-specifi c data. In • Growth in jobs over time jobs nearly three times the city (comparing past totals to the current year) average, a rate of job growth twice instances where local data was not available, we allowed the city average, and nearly 40 substitution or approximation for some metrics if clearly • Percentage of city jobs (dividing downtown jobs by city jobs) percent of total city jobs.” noted and explained.

CALCULATIONS AND ANALYSIS BENCHMARKING TIERS After compiling the data, we plugged all the information Established – These downtowns contain high proportions into an IDA database for analysis. The database organizes Based on the data collected for this study, we of their cities’ jobs and residents, are dense and highly the data by metric, year, and geography for each district. identifi ed three tiers of downtowns, defi ned by stage of valuable to their cities. This specialized tool also tabulates numerous ratios, development. We divided the 33 downtowns that have Growing – These downtowns have not yet hit a critical percentages, changes, and comparisons used in the participated to date into “established,” “growing” and level of density and citywide signifi cance but show steady report. As an example, after plugging in employment and “emerging” tiers. Our analysis compared downtown movement toward that critical mass. This group includes land area data the tool can calculate: fi gures to study-wide medians in three areas: both larger downtowns with lower growth rates, and • Percent of citywide and regional jobs • Density smaller downtowns with exceptional growth rates.

• Percent of citywide and regional land area o Jobs per square mile Emerging – Varying sizes and growth rates mark these downtowns, which generally have lower density and a low • Percent total job growth between specifi ed years o Residents per square mile proportion of citywide jobs and residents. Because the • Percent job growth between specifi ed years broken o Assessed value per square mile study examined growth rates since 2000, many downtowns out by industry • Signifi cance to city that struggled during the recession had a harder time demonstrating signifi cant growth over the longer term • Average jobs per square mile o Percentage of citywide jobs despite stronger growth in recent years. • Percent of employment in knowledge industries o Percentage of citywide residents The compendium report The Value of U.S. Downtowns • Percent of citywide and regional knowledge jobs • Long-term growth and Center Cities: Third Edition has additional data on the located downtown performance of emerging, growing, and established tiers o Percent growth in jobs (2002–2017) • Share of employment by race of downtowns. o Percent growth in population (2000–2017) • Share of employment by age

• Share of workers living and working within the selected area

Applying this analysis across all years collected and all applicable geographies captured trends over time and within larger contexts. The ﬂ ow chart of inputs, calculations, and arguments demonstrates how we move from raw data to making arguments in the report. Research staff also use their expertise and knowledge of downtowns to highlight key trends and draw connections between local insights and trends in the data.

PROJECT PROCESS Enter value for downtown, city, and region Computed automatically Selected and refined by downtowns DATA COLLECTION

• Share of workers living and working within the selected area

INCLUSION: Downtowns invite and welcome all residents Illustrative metrics: of the region (as well as visitors from elsewhere) by Appendix II: Principles and Benefi ts • Average residential vacancy rate providing access to opportunity, essential services, culture, recreation, entertainment, and participation in • Demographics ECONOMY: Within their regions, downtowns have Illustrative metrics: civic activities. • Diversity Index substantial economic importance. • Annual private investment As the literal and fi gurative heart of the city, downtowns • Employment diversity Downtowns and center cities are valuable due to their roles • Annual public investment welcome residents, employees, and visitors from all walks of as economic anchors for their regions. As traditional centers life. Residents of strong downtowns often come from a wide • Foreign-born residents of commerce, transportation, education, and government, • Assessed value range of racial, socioeconomic, cultural, and educational • Homeless residents downtowns and center cities frequently serve as hubs of • Average offi ce vacancy rate backgrounds, and represent all ages. This diversity ensures industry and revenue generators despite only occupying a that as an inclusive place, a downtown has broad appeal to all • House value for owner-occupied housing units small fraction of citywide land area. Downtowns support • Average Class A offi ce rent users and a strong social fabric. • Households by income high percentages of jobs across many different industries • Average Class B offi ce rent and skill levels. Because of their relatively high density of • Median gross rent • Average Class C offi ce rent economic activity, investment in the center city provides a • Median home price greater return per dollar for both public and private sectors. • Employment (primary jobs) • Median household income o By two-digit NAICS employment sectors • Rent-burdened residents o By earnings • Resident population o By residence • Resident population by age o By demographics • Resident population by highest educational attainment • Hotel tax • Resident population by race and ethnicity • Income tax • Residential inventory • Incubator and co-working spaces • Residential units in pipeline (to be completed in three • Investment in construction projects years)

• Number of approved building permits • Residential units under construction

• Number of Fortune 1000 headquarters • Subsidized housing units

• Offi ce inventory • Zillow median rental listing price by number of bedrooms • Offi ce space under construction • Zillow median rental listing price per square foot by • Offi ce square footage in pipeline (to be completed in number of bedrooms three years)

• Property tax

• Parking tax

• Sales tax

• Number of approved building permits • Residential units under construction

• Number of Fortune 1000 headquarters • Subsidized housing units

• Property tax

• Parking tax

• Sales tax

VIBRANCY: Thanks to a wide base of users, downtowns Illustrative metrics: IDENTITY: Downtowns preserve the heritage of a place, Illustrative metrics: and center cities can support a variety of retail, provide a common point of physical connection for • Annual festivals/parades • Convention attendees infrastructure, and institutional uses that offer broad regional residents, and contribute positively to the brand benefi ts to the region. • Average hotel occupancy rate of the regions they represent. • Conventions

The ability of vibrant places to attract visitors and new • Average retail rent Downtowns and center cities are often iconic symbols • Farmers markets residents, as well as a regionwide consumer base, creates of their cities, and this strong sense of place enhances • Average retail vacancy rate • Libraries value. Vibrancy is the buzz of activity and excitement that local pride. The distinctive cultural offerings in downtown comes with high-quality experiential offerings like breweries, • Average visitor length of stay enhance its character, heritage, and beauty, and create an • Locally designated historic districts restaurants, theatres, or outdoor events. As the cultural • Convention centers environment that other parts of the city can’t easily match. • Locally designated historic structures center its city, downtown typically attracts a large share of Combining community history and personal memory, a citywide visitors and holds a large share of citywide hotels • Gyms and fi tness studios downtown’s cultural value plays a central role in preserving • Media mentions and hotel rooms. An engaging downtown “creates the • Hotel rooms and promoting the region’s identity. Downtowns and center • Museums critical mass of activity that supports retail and restaurants, cities serve as places for regional residents to come together, brings people together in social settings, makes streets feel • Hotels participate in civic life, and celebrate their region, which in • National Register of Historic Places districts safe, and encourages people to live and work downtown • Outdoor events permitted by city turn promotes tourism and civic society. • National Register of Historic Places structures because of the extensive amenities.”1 • Population Downtowns are “iconic and powerful symbols for a city and • Number of followers on Facebook often contain the most iconic landmarks, distinctive features, • Retail businesses (retail trade and food & drink) • Number of followers on Twitter and unique neighborhoods. Given that most downtowns • Retail demand (retail trade and food & drink) were one of the oldest neighborhoods citywide, they offer • Number of posts with Instagram hashtag rare insights into their city’s past, present and future.”2 • Retail sales (retail trade and food & drink) • Parks and natural areas

• Retail space in pipeline (to be completed in three years) • Playgrounds

• Retail space inventory • Plazas/squares/amphitheater or other public outdoor gathering spaces • Retail space under construction • Postsecondary institutions • Venues with live entertainment • Postsecondary students • Visitation by origin • Primary and secondary schools (public and private) • Visitors • Public art installations

• Public pools

• Recreation and community centers, both public and private (e.g., YMCA)

• Religious institutions

• Sports stadiums

• Sports teams

• Retail space in pipeline (to be completed in three years) • Playgrounds

• Public pools

• Recreation and community centers, both public and private (e.g., YMCA)

• Religious institutions

• Sports stadiums

• Sports teams

RESILIENCE: Because of their diversity and density of Illustrative metrics: resources and services, downtowns and their inhabitants • Acreage of open space Appendix III: Data Sources can better absorb economic, social, and environmental, shocks and stresses. • Annual greenhouse gas emissions per household NATIONAL DATA SOURCES FOR THE VALUE OF U.S. DOWNTOWNS AND CENTER CITIES As key centers of economy and culture, being resilient to • Average life expectancy Most Recent Data city, regional, or even national shocks is highly important Source Data Available Pricing Geographic Limitations Vintage in the Study • Average property crime rate for ensuring stability, sustainability, and prosperity. Because ESRI Demographic, Housing, Proprietary None; allows for drawing of custom 2017 to 2019 by data set of diversity and density of resources and services, center • Average violent crime rate Detailed Establishments geographies; selection of sub- (Annual Updates) and Consumer Spending geographies down to census block cities and their inhabitants can better absorb economic, • Bike Score group level social, and environmental shocks and stresses than the Social Explorer Demographic, Housing, Proprietary Allows for selection of sub- 2017 (Annual Updates) surrounding cities and regions. The diversity and economic • Bike share stations Crime, Employment geographies down to the census strengths of strong downtowns and center cities equip them • Community gardens block group level to adapt to economic and social shocks better than more American FactFinder Demographic, Housing, Public Allows for selection of sub- 2017 (Annual Updates) homogenous communities. Consequently, they can play a • Commute mode for workers 16 and over Crime, Employment geographies down to the census key role in advancing regional resilience, particularly in the • Commute time for workers 16 and over block group level wake of economic and environmental shocks that hit less • Docked bikes LEHD On The Map Labor: workers and fi rms Public None; allows for drawing of custom 2017 (Annual Updates) economically and socially dynamic areas particularly hard. geographies; selection of sub- • Dockless bikes geographies down to census block group level • Electric car charging points Center for Neighborhood Housing affordability, Public Allows for selection and exporting 2017 (Updates Unscheduled) • Housing and Transportation Index Techology Sustainability, Income of sub-geographies down to census block group level • LEED-certifi ed buildings Zillow Housing and rental costs Public The smallest geographies are April to June 2019 • Miles of bike lanes arbitrarily designated (Monthly Updates) “neighborhoods,” some of which • No leisure-time physical activity among adults line up with the study areas, others aged > 18 in the last month of which don’t or don’t exist. In these cases, we got as close as we • Resident population in poverty could with a ZIP Code

• Scooters National Register of Historic structures and Public None 2019 (Annual Updates) Historic Places districts • Transit Score

• Transit stops (including rail and bus) Geolounge Map of Fortune 1000 Public ZIP Code 2018 (Annual Updates) companies • Unemployment rate Centers for Disease Life expectancy, physical Public ZIP Code 2017 (Annual Updates) • Walk Score Control and Prevention inactivity and other health data

FBI Uniform Crime Crime Rates Public City and Metro 2017 and 2018 (Annual Reporting Updates)

• Scooters National Register of Historic structures and Public None 2019 (Annual Updates) Historic Places districts • Transit Score

FBI Uniform Crime Crime Rates Public City and Metro 2017 and 2018 (Annual Reporting Updates)

Appendix IV: Selected Study Defi nitions

Assessed value Event venue Middle-class Rent-burdened Assessed value is the dollar value assigned to a property Event venues include spaces typically used for public This study defi nes middle-class as between 67% and 200% Households paying more than 30% of their income to rent to measure applicable taxes. This fi gure is an aggregate events such as conferences, conventions, concerts. This of area median income. This range was calculated for each are considered rent-burdened. for all property within the study area, or for the closest metric is somewhat subjective in that data is collected downtown based on the median income of the region. match to the study area for which data is available. locally, and the downtown determines what qualifi es for Retail demand inclusion. For example, a downtown might include a venue Millennial Retail demand measures the total spending potential Acreage of open space that is largely private but represents a part of the fabric of This study defi nes residents between the ages of 18 and of an area’s population, as determined by residential 3 This fi gure is the total acreage of designated public the event community. 34 as millennials. population and household income characteristics. spaces like parks or plazas; it does not include vacant lots. Farmers markets No leisure-time physical activity Retail sales Census block group The number of farmers markets is a count of both Presented as a percentage, no leisure-time physical Retail sales measure total sales by businesses within the A block group is a statistical division of a census tract, permanent and seasonal farmers markets. activity is the share of residents within the geography who observed geography. All estimates of market supply are generally defi ned to contain between 600 and 3,000 have not engaged in physical activity in their spare time in nominal terms and are derived from receipts (net of people, that is used to present data and control block Greenhouse gas emissions within the past month from the time surveyed. sales taxes, refunds, and returns) of businesses primarily numbering in the decennial census. The Center for Neighborhood Technology’s Housing engaged in the sale of merchandise. Excise taxes paid and Transportation Index includes an estimate of CO2 Private investment by the retailer or the remuneration of services are also Census tract emissions per household within a given area. Private investment is defi ned as money from private included—for example, installation and delivery charges A census tract is a small, relatively permanent statistical sources being invested in development. This fi gure is that are incidental to the transaction.4 subdivision of a county or equivalent entity, updated by Housing and Transportation Index sometimes replaced by a sum of the largest development local participants prior to each decennial census. The Housing and Transportation Index, produced by the projects within the study area. Sales to non-residents Center for Neighborhood Technology, measures how Sales to non-residents represents an estimate calculated Creative jobs much an average household spends on housing and Public art installations by using fi gures for retail demand and sales to determine The study uses the NAICS industry sector of Arts, transportation relative to income. This fi gure demonstrates This fi gure counts art installations that may be owned by how much of downtown retail sales are to people who Entertainment, and Recreation to count creative jobs. how urban places often have higher base rents, but much either public or private entities and may be temporary or don’t live in downtown. Simply put, retail sales – resident lower transportation costs. permanent. They must, however, be easily accessible by retail demand = sales to non-residents. Development pipeline the general public. Development pipelines include projects very recently Knowledge jobs Sports teams completed, currently under construction, and planned for Knowledge jobs consist of jobs in the NAICS industry Public investment The number of professional teams within the geography. completion within the next three years. sectors of Information; Finance and Insurance; Real Individual UPMOs may defi ne public capital investment This fi gure excludes college teams. Estate and Rental and Leasing; Professional, Scientifi c, differently, but the fi gure generally includes municipal, Diversity Index and Technical Services; Management of Companies and state, and federal investment in capital projects downtown The Diversity Index is a measurement of the likelihood that Enterprises; and Health Care and Social Assistance. (such as open space or infrastructure). If only a specifi c any two randomly selected individuals will be of a different bucket of public investment is available for measurement race or ethnicity. The closer the number comes to 100, the Media mentions (for example, municipal public investment), this can be more likely the two will be different, indicating diversity. This study sometimes uses independent sources to measured and footnoted in the profi les in lieu of capturing add nuance to the data. Forbes’s list of top 100 metro investments by other levels of government. Employment areas to start a new business represents this type of The study uses the LEHD on the Map tool to count source. Another example might be a travel blog praising “primary jobs.” Distinct from total jobs, primary jobs restaurants or entertainment options within the downtown. count only the highest-wage job when an individual holds While not always quantitative sources, media mentions multiple jobs at a time. This fi gure may not accurately add color and perspective to the report. reﬂ ect less traditional types of employment like gig work or small startups.

Appendix IV: Selected Study Defi nitions

Additional IDA Sources Bibliography

IDA’s Vitality Index, powered by Stantec (2019): The IDA format grocery stores; amount invested in parks and public AARP Public Policy Institute. AARP Livability Index. https://livabilityindex.aarp.org/ Retrieved October 8, 2018. Vitality Index, powered by Stantec, is an interactive, online realm; and number of annual cultural events and festivals. tool to benchmark the vitality of downtowns across the U.S. Alfonzo, Mariela. “Making the Economic Case for More Walkability”. Urban Land. Washington, DC: Urban Land Institute, May The Value of Investing in Canadian Downtowns (2013): This The Vitality Index reﬂ ects the pioneering IDA research in The 8, 2015. http://urbanland.uli.org/sustainabili-ty/houston-economic-case-walkability/ , retrieved October 8, 2018. study provides an extensive portrait of the contributions made Value of U.S. Downtowns and City Centers, and measures by downtown areas across Canada, highlighting innovative ARUP. Cities Alive: Towards a Walking World. London: ARUP, June 2016. https://www.arup.com/perspectives/publications/ vitality through three principles identifi ed in the VODT study: approaches to revitalization and efforts being applied across research/section/cities-alive-towards-a-walking-world, retrieved October 8, 2018. economy, inclusion, and vibrancy. Through these three the nation. It builds on an initial study phase, completed in principles, and fi ve core indicators in each principle, the Baum-Snow, Nathaniel and Daniel Hartley, “Demographic Changes in and near US Downtowns.” Cleveland: Federal Reserve 2012, that examined ten of those downtowns, and tracks Vitality Index aims to capture the pulse of the downtown and Bank of Cleveland, June 2015. https://www.clevelandfed.org/en/newsroom-and-events/publications/economic-trends/2015- population, population density, job density and average block enable urban place managers to quantify and benchmark their economic-trends/et-20150605-demographic-changes-in-and-near-us-downtowns.aspx, retrieved October 8, 2018 size of the downtown core and the municipality. The study district’s performance metrics among peer cities. The index organized data under visibility, vision, prosperity, livability and Birch, Eugenie L. “Downtown in the ‘New American City’.”January 2010. Philadelphia: University of Pennsylvania. http://ann. uses a benchmarking system to understand how each of three strategy. sagepub.com/cgi/content/abstract/626/1/134, retrieved October 8, 2018. vitality principles contributes to an overall combined score, calculated by comparing each metric to the national average. Downtown Rebirth: Documenting the Live-Work Dynamic Center City District. State of Center City. 2018. https://www.centercityphila.org/uploads/attachments/ Most valuable, the index serves as a baseline and provides in 21st Century U.S. Cities: This policy paper represents the cjh25azq7002ollqdi58lpuer-socc-2018-fi nal-web.pdf, retrieved October 29, 2018. insights for the strategic evolution of a community. culmination of a year-long effort by IDA and partners to Cortright, Joe. August 2009. Walking the Walk: How Walkability Raises Home Values in U.S. Cities. CEOs for Cities. http://blog. develop an effective way of quantifying how many people and Quantifying the Value of Canadian Downtowns: A Research walkscore.com/wp-content/uploads/2009/08/WalkingTheWalk_CEOsforCities.pdf work in and around 231 job centers in 150 American cities. Toolkit (2016): This toolkit represents a groundbreaking effort Without standard geographic defi nitions for downtowns and Day, Kristen, Marlon Boarnet, Mariela Alfonzo, and Ann Forsyth. “The Irvine-Minnesota Inventory to Measure Built to provide a common set of data and processes to help downtown residential neighborhoods, previous research Environments Development.” Am Journal Preventive Medicine. 2006; 30 (2). Canadian place management organizations establish and relied on overly simplifi ed boundaries that didn’t capture sustain evaluation and compare progress among downtowns. Florida, Richard. The New Urban Crisis: How Our Cities Are Increasing Inequality, Deepening Segregation and Failing the the idiosyncratic shapes of urban employment nodes and While geared toward Canadian downtowns, the toolkit has Middle Class- and What We Can Do About It. New York: Basic Books. 2017. thus failed to capitalize fully on existing federal data. For the value for urban districts outside Canada looking to move fi rst time,Downtown Rebirth suggests a way both to defi ne Florida, Richard and Steven Pedigo. The Case for Inclusive Prosperity. New York: New York University School of Professional toward data standardization and best practices. In the toolkit, and quantify downtown workforce and population numbers Studies, Schack Institute of Real Estate, NYUSPS Urban Lab. 2017. organizations will fi nd directions and insights on collecting, and document how these employment hubs and live-work organizing, storing, and presenting downtown-specifi c data Gilchrist, Lauren and Paul Levy. Downtown Rebirth: Documenting the Live-Work Dynamic in 21st Century U.S. Cities. environments are changing. to make the case for continued investment and support. Washington, DC: International Downtown Association, 2012. The toolkit includes instructions and rationale for the choice The Value of U.S. Downtowns & Center Cities study expands Glaeser, Edward. Triumph of the City: How our Greatest Invention Makes Us Richer, Smarter, Greener, Healthier and Happier. of data metrics, and it recommends core, trend and pulse on the efforts of IDA’s “Downtown Rebirth: Documenting London: Penguin Random House, 2012. metrics. The kit organizes the core indicators around the the Live-Work Dynamic in 21st Century Cities” study, which principles of visibility (unique identity, brand, defi nition); vision provided guidelines for selecting downtown boundaries. Hahn, Jonathan. “Pro-Housing Urban Millennials Say ‘Yes In My Backyard’,” Sierra magazine, Sept/Oct 2017, page 19. https:// (leadership, planning, collaboration); prosperity (economic This study uses these recommendations to defi ne downtown www.sierraclub.org/sierra/2017-5-september-october, retrieved October 18, 2018. data); livability (residential and uses); and strategy (types beyond the boundaries of a district management organization HR&A Advisors, “The Value of U.S. Downtowns and Center Cities Principles and Metrics Workshop,” Washington D.C., 2017. and values of public investment). The core indicators are using a defi nition of downtown commonly understood by Jacobs, Jane. “Downtown is for people” Fortune. April 1958. http://fortune.com/2011/09/18/downtown-is-for-people-fortune- population density (downtown/city); job density (downtown/ those in that community. classic-1958/ , retrieved October 8, 2018. city); number of new commercial, residential, and mixed-use buildings; current value assessment of downtown properties Katz, Bruce. “The Reinvention of the American Downtown.” The Brookings Institution. Email, 9 November 2017. (commercial, residential, institutional); capital investment Kitsinger, Andy. “A Healthy Downtown is Key to a Strong Community,” Planners Web: Downtowns & Main Streets. 2013. Web: (downtown/city); transportation modal split; number of large- http://plannersweb.com/2013/09/healthy-downtown-key-strong-community/

Additional IDA Sources Bibliography

Leinberger, Christopher. Turning Around Downtown: Twelve Steps to Revitalization. The Brookings Institution. March 2005.

Leinberger, Christopher B. and Alfonzo, Mariela. Walk this Way: The Economic Promise of Walkable Places in Metropolitan Washington, D.C. The Brookings Institution. May 2012. Web: https://www.brookings.edu/research/walk-this-waythe-economic- promise-of-walkable-places-in-metropolitan-washington-d-c/

Leinberger, Christopher, and Loh, Tracy. The WalkUP Wake Up Call: New York. Center for Real Estate & Urban Analysis. The George Washington University School of Business. 2017. Web: https://smartgrowthamerica.org/walkup-wake-call-new-york/

Leinberger, Christopher, and Rodriguez, Michael. Foot Traffi c Ahead: Ranking Walkable Urbanism in America’s Largest Metros. The George Washington University School of Business. 2016. Web: https://smartgrowthamerica.org/resources/foot-traffi c- ahead-2016/

Licciardi, Guido, Amirtahmasebi, Rana. 2012. The Economics of Uniqueness: Historic Cities and Cultural Heritage Assets as Public Goods. Washington DC: World Bank. DOI: 10.1596/978-0-8213-9650-6. License: Creative Commons Attribution CC BY 3.0

Litman, Todd. Victoria Policy Institute. “Selling Smart Growth.” 18 July 2017. Web: www.vtpi.org/ssg.pdf

Litman, Todd. Victoria Policy Institute. “Value of Downtown.” Web, July 2017: www.vtpi.org/downtown.pdf

National League of Cities. State of the Cities 2019. Web: http://www.nlc.org/SOTC

New York City Department of Transportation. 2012. Measuring the Street: New Metrics for 21st Century Streets. Available at: http://www.nyc.gov/html/dot/downloads/pdf/2012-10-measuring-the-street.pdf

Ontario BIA Association (OBIAA). “ROI of BIAs: Return on Investment of BIAs Report,” April 2017. Web: https://obiaa.com/ return-on-investment-of-bias/

Polese, Mario. “Why Some Downtowns are Back: Lessons from the Urban Resurgence.” Winter 2014. City Journal. https:// www.city-journal.org/html/why-some-downtowns-are-back-13622.html

Segal, M. Bradley. Progressive Urban Management Associates (PUMA). Top 10 Global Trends Affecting Downtowns & How to Respond at Home, 2017. Web: http://www.pumaworldhq.com/page.php?p=global-trends

Smith, Ken R, et al. “Walkability and Body Mass Index: Density, Design and New Diversity Measures.” University of Utah. 2008. American Journal of Preventative Medicine. Am J Prev Med 2008; 35 (3).

The Sonoran Institute; Urban3. “About Town: Building Revenue for Communities,” May 2012. Web: https://sonoraninstitute. org/resource/about-town-building-revenue-for-communities-summary-05-01-2012/

Urban Land Institute. Bay Area in 2015: A ULI Survey of Views on Housing, Transportation and Community in the Greater San Francisco Bay Area. October 2015. Web: https://americas.uli.org/press-release/bayarea2015/

5474 IDA | The Value of U.S. Downtowns and Center Cities REFERENCES ENDNOTES PHOTO CREDITSr r REFERENCES

rEndnotes r REFERENCES Section One REFERENCES

Endnotes Section 1 Endnotes Section One

1 Engwicht, D. (1999). Street Reclaiming: Creating Livable Streets and Vibrant Communities. Gabriola Island, British Columbia, CA: New Society Publishers.

2 International Downtown Association (2013). The Value of Investing in Canadian Downtowns, p. 89. rSection Two REFERENCES 1 IDA Inclusive Places Council (2018). Inclusive Places: Prioritizing inclusion and equity in the urban place management fi eld: the challenges and opportunities.

2 International Downtown Association (2016). Activating Public Space Council. Activating Public Spaces: A Guidebook for Urban Districts, p.9.

3 Kitsinger, Andy. “A Healthy Downtown is Key to a Strong Community.” Planners Web: Downtowns & Main Streets. Retrieved November 13, 2019. http://plannersweb.com/2013/09/healthy-downtown-key-strong-community/ Appendix Endnotes Appendices

1 International Downtown Association. Activating Public Space: A Guidebook for Urban Districts. 2016 IDA Top Issues Councils Report. 2016, p.19.

2 Kitsinger, Andy. “A Healthy Downtown is Key to a Strong Community,” Planners Web: Downtowns & Main Streets. 2013, http://plannersweb.com/2013/09/healthy-downtown-key-strong-community

3 Methodology Statement: 2017 Esri Retail MarketPlace. (2019, June). Retrieved from https://downloads.esri.com/esri_content_doc/dbl/us/J9675-US_Retail_Marketplace_2017_in_2019_geography.pdf

4 Methodology Statement: 2017 Esri Retail MarketPlace. (2019, June). Retrieved from https://downloads.esri.com/esri_content_doc/dbl/us/J9675-US_Retail_Marketplace_2017_in_2019_geography.pdf

72 IDA | The Value of U.S. Downtowns and Center Cities

56 IDA | The Value of U.S. Downtowns and Center Cities

85 IDA | The Value of U.S. Downtowns and Center Cities

78 IDA | The Value of U.S. Downtowns and Center Cities r REFERENCES

Endnotes r r REFERENCES Section One REFERENCES

Photo Credits Section 1 Endnotes Page 4 Page 30 Howen, Bob. (2017). La Antorcha de la Amistad. San Antonio, TX. Tampa Downtown Partnership. (2019). Bike event in the park. 1 Engwicht, D. (1999). Street Reclaiming: Creating Livable Streets and Vibrant Communities. Gabriola Island, British Tampa, FL. Page 6 Columbia, CA: New Society Publishers. Downtown Cleveland Alliance. (2018). Guardians of Page 36 2 International Downtown Association (2013). The Value of Investing in Canadian Downtowns, p. 89. Transportation. Cleveland, OH. Downtown Grand Rapids Inc. (2017). Public Park. Grand Rapids, MI. rSection Two Page 11 REFERENCES Tampa Downtown Partnership. (2018). Walkway along water. Tampa, Page 37 1 IDA Inclusive Places Council (2018). Inclusive Places: Prioritizing inclusion and equity in the urban place management FL. Ann Arbor Downtown Development Authority. (2018). fi eld: the challenges and opportunities. Storefronts. Ann Arbor, MI. Page 12 2 International Downtown Association (2016). Activating Public Space Council. Activating Public Spaces: A Guidebook Union Square BID. (2017). Union Square Plaza with Outdoor Page 38 for Urban Districts, p.9. Seating. Union Square, San Francisco, CA. BLVD Association. (2017). Lancaster Museum of Art and 3 Kitsinger, Andy. “A Healthy Downtown is Key to a Strong Community.” Planners Web: Downtowns & Main Streets. Page 13 History. Lancaster, CA. Retrieved November 13, 2019. http://plannersweb.com/2013/09/healthy-downtown-key-strong-community/ Tampa Downtown Partnership. (2019). Sykes building on Page 39 waterfront. Tampa, FL. Appendix Endnotes Downtown Tempe Authority. (2014). Mill Ave—Woman Page 15 standing in front of bike mural. Tempe, AZ. Tampa Downtown Partnership. (2019). Buildings on waterfront. Page 40 1 International Downtown Association. Activating Public Space: A Guidebook for Urban Districts. 2016 IDA Top Issues Tampa, FL. Councils Report. 2016, p.19. Downtown Tucson Partnership. (2017). All Souls Event on Page 16 Streetcar. Tucson, AZ. 2 Kitsinger, Andy. “A Healthy Downtown is Key to a Strong Community,” Planners Web: Downtowns & Main Streets. Tampa Downtown Partnership. (2019). Night skyline on Page 41 2013, http://plannersweb.com/2013/09/healthy-downtown-key-strong-community waterfront. Tampa, FL. Charlotte Center City Partners. (2017). 7th Street Public 3 Methodology Statement: 2017 Esri Retail MarketPlace. (2019, June). Retrieved from Page 18 Market. Charlotte, NC. https://downloads.esri.com/esri_content_doc/dbl/us/J9675-US_Retail_Marketplace_2017_in_2019_geography.pdf Tampa Downtown Partnership. (2019). Pedestrians and Page 42 storefronts. Tampa, FL. 4 Methodology Statement: 2017 Esri Retail MarketPlace. (2019, June). Retrieved from Downtown Huntsville, Inc. (2019). People having a picnic. https://downloads.esri.com/esri_content_doc/dbl/us/J9675-US_Retail_Marketplace_2017_in_2019_geography.pdf Tampa Downtown Partnership. (2019). Pedestrians enjoying Huntsville, AL. holiday night market. Tampa, FL. Page 44 Page 21 CVB, Ian Curcio. (2018). AC Hotel at night. Spartanburg, SC. Tampa Downtown Partnership. (2019). Office in the park. Page 45 Tampa, FL. Downtown Greensboro, Inc. (2018). Bike riders. Greensboro, Page 26 NC. Tampa Downtown Partnership. (2019). Outdoor concert crowd. Page 46 Tampa, FL. 72 IDA | The Value of U.S. Downtowns and Center Cities Downtown Indy, Inc. (2018). Highland Park. Indianapolis, IN. Page 28 Page 47 Tampa Downtown Partnership. (2019). Ice skaters on rink. El Paso Downtown Management District. (2018). Tampa, FL. Skateboarder. El Paso, TX. Tampa Downtown Partnership. (2019). Park goers enjoying a Page 48 sunny day. Tampa, FL. Downtown Cleveland Alliance. (2018). Downtown bike share. Cleveland, OH.

78 IDA | The Value of U.S. Downtowns and Center Cities International Downtown Association 910 17th Street NW, Suite 1050 Washington DC 20006 202.393.6801 | downtown.org © 2019 International Downtown Association, All Rights Reserved