Getting requite approvals for brownfield-related initiatives, including transportation-oriented developments (TODs), endures far less resistance when an economy is growing, prospering. In a tough economy, when the rubber hit the road, there's far more mobilization and hard work required by all parties involved.

At the Brownfields 2009 Conference in New Orleans Nov. 16, three industry leaders with an affinity for and vision of executing successful TODs and beyond discussed the mindset that private and public stakeholders must adopt during meager economic times. The panel discussed these strategies and tactics during a presentation entitled: " The Road Less Traveled: Transit-Oriented Development from Conception to Implementation during Hard Economic Times. "

"The Road Less Traveled" was geared to provide a "glimpse into the competing interests and overriding elements of TOD in the context of the current economic climate and explored the common threads that enable diametric elements to be woven together to bring a concept to reality. TOD sparks visions of sustainable development, livable and walkable cities, and a sense of place," according to the session's description.

All three panelists presented case examples of local metro markets, articulating how when the economy tanks, stakeholders need to navigate the "road less traveled." Ron Carlee, director, domestic strategic initiatives, for the International City/Council Management Association, made a compelling suggestion during his presentation: "During hard times, plan for good times and take the long view."

One overarching point made during the 90-minute session was the fact that the failure of brownfield re-development projects—be they residential, commercial or industrial—can make or break the success of an ambitious TOD that's tied to that development. The development and the TOD often have a symbiotic relationship, both needing each other to succeed to optimize their own fortunes.

Where's Plan B?
The old expression, "the best-laid plans of mice and men often go awry" could serve as the "poster phrase" encapsulating what the city of Phoenix has been up against in 2009. According to Rosanne Albright, Brownfields project manager, city of Phoenix, several re-development projects in the Valley that at one time were much heralded for their vast potential, are casualties of the bad economy. Case in point: The Chateau on Central, a residential re-development that currently sits vacant and half-built: No units are even being offered for sale as construction had to cease. The poor economy was one reason, but Albright said another was the vision established at the outset. In a follow up interview after the session, Albright, who conducts day-to-day management of the Phoenix brownfields program and serves as liaison with other city departments, government agencies and the public, said that "mixed use" was the lost opportunity. "You have to blend retail with commercial and residential" to make a development such as the Chateau appealing to potential buyers, she said. The Chateau on Central, though, is pure residential.

Successful re-development properties can often help drive TOD's that are connected to them higher. In Phoenix, 20 miles of light rail navigation debuted in December 2008. Thirty-seven miles of the light rail system is scheduled to open by 2012. The project is being carried out in conjunction with the cities of Phoenix, Mesa and Tempe.

Albright said that while ridership numbers on the 20-mile light rail have met the city's expectations over the past 12 months, she added that ridership numbers for the light rail system would be even higher if projects like the Chateau on Central had completed their build-out and were steadily increasing their resident capacity.

Albright said there is still hope for a turnaround in 2010 if the economy improves and other strategies and tactics are deployed. At the TOD session, panelists were asked how stakeholders can go about effecting positive change—and do so inexpensively—in a poor economy.

'Green corridor' established
Albright said Phoenix is doing just that: Phoenix Mayor Phil Gordon helped sponsor a 10-mile "Green Rail Corridor" that will take a 10-mile portion of the 37-mile light rail extension through downtown Phoenix and connect to Sky Harbor Airport—providing individuals with even more reason to leave their autos behind and consider a light rail transit option—and lessen their carbon footprint. "The focus is to initiate all types of green and energy-efficiency initiatives, such as solar energy for residential and commercial buildings, LED street lights—all total we have a 17-point plan within the green corridor," said Albright, who's been instrumental in transitioning the brownfield program from an EPA grant-funded, pilot project to a successful city service with funding from the general fund and capital improvement bond program. This Green Rail Corridor is currently seeking grant funding after being unveiled in May. Albright said the plan is being carried out "relatively inexpensively"—mandatory in a poor economy. And to perhaps jump-start the development projects that sit dormant, the city is creating specific themes around the light rail stations. "One theme is entertainment, one an art district and another recreation—the planning department is engaging the community on what themes would work best for a particular light rail station," said Albright.

Overall, light rail in Phoenix started to catch on about 10 years ago and is only going to become more vital as the Valley of the Sun "spreads out geographically," said Albright. The revitalization of the Phoenix downtown gives rise to ingress/egress trends that will demand less driving and more public transit options, such as clean-powered electric light rail. Arizona State University, which is located in Tempe, has established a Phoenix-based campus setting that adds even more impetus for an expanded light rail system. The road less traveled will be the road of choice for TOD sponsors until the economy improves and enables developments of all types to flourish on a level playing field.

TOD Takeaways: The Road Less Traveled: Transit-Oriented Development from Conception to Implementation during Hard Economic Times.
Panelist: Rosanne Albright, Brownfields project manager, city of Phoenix. Ariz.
Case example: 20 miles of light rail navigation debuted in December 2008. Thirty-seven miles of light rail scheduled to open by 2012.
Execution steps: During difficult economic times and taking into account local redevelopments that might be tied to a TOD, Albright introduced a six-point plan, including: Economic recovery & investment; shifting population and jobs to the urban core; creation of TOD zoning districts (i.e. Station Area Plans); housing appropriate for market; education & awareness of TOD benefits; and expansion of mass transit.

Panelist: Ron Carlee, director, domestic strategic initiatives, for the International City/Council Management Association
Case example: Arlington, Va.
Key takeaway: Engage the local community above and beyond the call. Carlee said residents in Arlington are very engaged in most all development initiatives. As a result, it's instructive for the public/private partners to recognize this involvement and make it an asset, not just pay lip service to it.
Execution steps: Carlee stressed that part of that involvement with the community is extending real hands-on involvement across various phases of the project. This includes dialogue with the design architects. He said scheduling town meetings where residents have a voice in the final design decisions for a re-development project represents powerful ownership in a program and ultimately helps win many of them over.

Panelist: Leo Rebele, environmental services manager for Gannett Fleming, Inc's West Coast operations
Case example: El Monte bus station, El Monte, Calif.
Problem: The station is over capacity and can't handle additional bus service. Metro-articulated buses can't service the station and the lower-level station is inconvenient for patrons transferring. Parking at the transit center is over 90% capacity and the station facility and infrastructure is aging (over 35 years old). There is inadequate security presence and surveillance/communications systems and inadequate passenger information and customer service. There were several environmental issues that had to be addressed.

Potential solution: Under a proposed land use, there would be an updated bus station, a new mixed-use redevelopment with integrated parking and the city would move what it call "non-compatible uses" from the property footprint. Historically, non-compatible uses were ever-present. Other solutions include: Finding innovative ways of using available grant moneys; Working collaboratively with Transit Authority; Implementing innovative "pay later" consulting and project management concept to keep project moving and identify a new developer; Revising development concept and project phasing to reflect near-term economic climate; Developing a Funding plan; and Developing a long-term remediation plan.