DESCRIPTION OF BID BOUNDARIES

Of primary importance to the process was the establishment of a specific geographic area that defines the boundaries of the proposed BID. After reviewing various models submitted by the Boundaries Sub-committee, the BID boundaries were established as follows:

• Central Avenue from Lark Street west to the City line;
• Colvin Avenue from Central Avenue to Lincoln Avenue;
• Russell Road from Central Avenue north to its terminus;
• Everett Road from Central Avenue to Watervliet Avenue;
• Watervliet Avenue from Everett Road to Watervliet Avenue Extension;
• North Allen Street from Central Avenue to Lincoln Avenue;
• And Washington Avenue from Lark Street to Sprague Place.

(Appendix C)
PRESENT USES OF DISTRICT PROPERTY
The area comprising the proposed CBID is a widely varied mix of business properties and a small portion of residential properties. For practical purposes, the CBID has been identified in three zones:

• The eastern portion of the Avenue (Townsend Park to Ontario Street) is composed mostly of one, two and three story commercial and mixed-use structures, with the exception of a high-rise apartment complex. This area has a number of small minority owned businesses at the street level with a mix of office and residential use on the upper levels.
• The middle portion of Central Avenue (Ontario Street to North Allen Street) has a similar character, with a small number of single/two-family residential units and two high-rise apartment complexes. This area of Central Avenue has a concentration of home improvement type retail.
• The western portion of the Avenue is comprised of a small number of single/two-family residential units. The predominant commercial activity at this end of the Avenue is automotive dealerships (historically known as the "Central Super Auto Mile"). There are also three shopping plazas, big box retailers, and the typical suburban strip development fabric with fast food chains and quick lube shops.

ZONING
The area is primarily zoned C-2 but there are portions zoned C-1, C-2, C-3, C-M, C-O, R-2B, R-4 and M-I. ( C = Commercial, R = Residential)

(Appendix D)
PROCESS
As a result of the survey, information provided regarding the BID concept, and presentations of the success of other BID’s, the task force decided to conduct a pilot program over the summer of 1997 to demonstrate, at a small scale, the effects of district management.

CAMA created the Central BID Demonstration Program utilizing money raised from several local contributions. The funds were allocated to provide two services: a summer clean up program and uniformed, unarmed security staff patrolling the Avenue (“ambassadors”). The clean up crew facilitated a cleaning program for sidewalk maintenance and worked to create pleasant urban environment. The security personnel were assigned specific patrol-style tasks in an effort to deter crime by establishing a continuous presence on the street. To perform more efficiently, the ambassadors were equipped with cellular phones and 2-way radios with direct access to the Albany Police Department. This initiative was designed to be a one-time summer presentation, funded through the voluntary contributions generated by the various constituencies of Central Avenue.

The task force selected July 10, 1997 as a formal commencement date to the demonstration project and scheduled Central Avenue Clean-Up Day. The Albany Local Development Corporation and CAMA co-sponsored and organized the Clean-Up Day and with forty-plus volunteers pitching in to sweep sidewalks, pick up litter, clean out planters, and remove weeds.

(Appendix E)
FIRST PUBLIC MEETING
June 10, 1997 President Donald Metzner called the meeting to order and gave a brief history of the Central Avenue Civic and Merchants Association dating back to the 1930's and how recent history in the Avenue corridor has created an atmosphere that is conducive to the creation of a business improvement district. Members of CAMA stressed the need for a successful improvement program for the corridor and introduced the BID concept and the Task Force’s efforts to date.

Pam Tobin, Executive Director of the Downtown Albany BID, made a presentation regarding the programs and successes of the Downtown Albany BID. The Downtown Albany BID, in operation for 14 months, has made significant strides in revitalizing the City’s urban core. Given the accomplishments of this BID, those in attendance reacted very positively to the notion of the CBID and CAMA was successful in generating more interest and commitment to the Task Force.

Concerns Raised at the First Public Meeting Attendees asked how the assessment worked and what the ramifications are if the BID assessment was not paid. Ms. Fernandes explained the assessment and collection process. The question of a negative referendum was raised. The response by President Metzner was that the entire BID process is governed by State law and no individual BID can controvert legislation in this regard.

(Appendix F)
SECOND PUBLIC MEETING
August 12, 1997 The purpose of this meeting was to make final recommendations on all aspects of the CBID Plan to the public. The agenda was as follows:

• Introduction & Central BID Mission
• What is a Business Improvement District?
• Boundaries, Assessment Rate, Budget
• Budget Details
• BID Board of Directors
• Legislative Process/Sunset Clause
• Questions/Comments
• Other Business

(Appendix G)
SUMMARY OF DISTRICT PLAN BY-LAWS
The Bud’s system of governance has been established within the By-Laws which were discussed, amended and adopted in a series of meetings, including both public meetings.

(Appendix H)
In brief, the by-laws include the following:

Membership
The By-Laws provide for three classes of members of the corporation:

• Owners of record of real property (9)
• Tenants of commercial space (3)
• Persons serving by virtue of appointment as municipal representatives. (3)

The remaining Directors, elected by the membership annually, are apportioned as follows:
Nine (9) shall be owners of real property within the district.
Three (3) shall be commercial tenants in the district.
Eight (8) votes will constitute a forum, except in the case of approval of expenditure of money, in which case nine (9) votes are required.

Staff
The By-Laws provide for the appointment of a district manager/executive director and describe the manager’s responsibilities. In addition, the By-Laws outline indemnification and insurance provisions, require an annual report, and describe the procedures for submitting the annual budget to the Common Council. ASSESSMENT FORMULA The BID’s first year budget is based on the inclusion of approximately 447 taxable commercial properties within the district. With each of these properties assessed at two and one-half percent (2.5%) of the total assessed value, a first year budget of approximately $350,675.00 has been established.

(Appendix I)
CENTRAL BUSINESS IMPROVEMENT DISTRICT
Year One Budget:
Estimated Revenue Program Expenses Clean-up and Security Equipment Uniforms Personnel/contracts Landscaping Vacant Storefronts Lighting Gateway Design Plan (Colvin Ave., Everett Rd. & Townsend Park) Signage Coordination Staff Office Supplies/Expenses

BUDGET NARRATIVE
It should be noted that the task force envisions standing committees will be established for each line item in the budget.

Clean-up & Security
The maintenance, sanitation and security tasks will be supplemental to the services provided by the City. All on-duty personnel will be linked by radio to the police affording a rapid response by our staff who will serve as the “eyes and ears” of the district. Because of the linear nature of the proposed BID area (2.8 miles in length) the clean-up and security tasks will be combined. This will allow the CBID the greatest possible presence in the corridor while at the same time assuring us of both cleanliness and security for those frequenting the area. Since these people will be easily identifiable by their attire, people will be inclined to seek information from them just as they would from someone who is solely dedicated to walking a beat. Further, other BID’s have found that visitors do not exclusively seek out security staff for information, they ask their questions to whoever can be identified as being connected with the BID.

Proper training of personnel is the key to success in this dual role approach to the cleanliness and security. Therefore, personnel will be fully trained in both of the areas they serve.

Visual Improvements
Landscape improvements supplement the activities of the maintenance/security personnel by enhancing the perception of safety and cleanliness through lighting, landscaping, flowers and street banners. Combined they create a sense of identity and activity. Prices for banners have been received and there are plans for more plantings and general grooming of the Avenue.

Parking
The City’s Department of General Services has already completely reworked the parking lot signs on the Avenue. These will be supplemented with maps of the Avenue corridor strategically placed in the area and by brochures available from businesses and other organizations in the corridor. Some of the brick walls of the parking lots have been modified to incorporate some wrought iron work to make the lots more visible from the street. And further study is already underway with the City on improving other parcels to increase the total parking spaces available. Ongoing discussions with the City continue in an effort to maximize available properties for parking purposes.

Marketing and Promotion
This will be the responsibility of the CBID Manager, with the assistance of the appropriate Board committee. They are responsible for organizing special events and promotions to attract shoppers and other visitors to the BID. In addition, the Manager will take steps to recruit businesses that will complement and/or supplement existing retail and service establishments in order to increase the draw of consumers to the area. The CBID will provide oversight regarding whatever negative perceptions impede better business in the CBID area and what should be done about such issues.

Administration and Operations
The BID’s Manager/Executive Director will be responsible for overseeing all contracts of the BID, including the clean-up/security program. The Manager will serve as staff to the BID’s Board of Directors and the working committees which are established (e.g., Visual Improvements, Parking, etc.). The Executive Director will act as liaison with City Hall and generally serve as advocate for issues affecting the CBID. The Director will be supported by administrative and/or clerical staff. The location of the CBID office will be on Central Avenue within the boundaries of the CBID.