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SCOPE OF WORK FOR BUSINESS IMPROVEMENT AREA SERVICES 10/29/2018 <br /> • East Sprague Business Improvement Area(Spokane) - new district, 2016 <br /> • University District BIA (Seattle) - reinvention and major expansion, 2015 <br /> • Metropolitan Improvement District (downtown Seattle) - renewal and major ex- <br /> pansion, 2013 <br /> • Pioneer Square BIA (Seattle) - reinvention and major expansion, 2013 <br /> • Columbia City BIA (Seattle) - new district, 2009 <br /> • West Seattle Junction BIA (Seattle) - minor expansions, 2014 &2016 <br /> • Capitol Hill BIA (Seattle) - minor expansion (to the existing Broadway BIA), 2014 <br /> • Chinatown-International District BIA (Seattle) -reinvention and expansion un- <br /> derway <br /> • Alberta Street Enhanced Services District (Portland) - new district underway <br /> Through the course of our work with many business improvement districts in several <br /> states,we have learned that successfully forming a BID is both technical and political. <br /> Technically,Washington State law lays out a number of requirements for what BIAs <br /> can do,who may be assessed, and the process for formation. These requirements are <br /> rigorous and can be tedious,but they are fairly straightforward if well understood. The <br /> more challenging part of creating a BIA is talking the future ratepayers into it. Or, ra- <br /> ther, creating an environment in which the ratepayers themselves can determine what <br /> they want to do, whom they want to include, how much they are willing to pay, for how <br /> long, and with what specific benefits. <br /> BIA DEVELOPMENT PROCESS <br /> The process illustrated in the following diagram and paragraphs reflects our under- <br /> standing of the City of Everett's needs, and our experience with planning and imple- <br /> menting Parking and Business Improvement Areas in Washington (according to RCW <br /> 35.87A.030).We are happy to adjust at the City's request. <br /> The following image depicts the basic elements of a BIA-development process. These <br /> elements include an initial phase of assessing needs and defining goals; developing an <br /> initial program concept and estimating costs; and finally engaging potential ratepayers <br /> in an iterative process of balancing proposed services with stakeholder support and fu- <br /> ture ratepayers' appetite for differing assessment amounts. The objective here is to de- <br /> tail a set of services that will provide sufficient benefits, at a reasonable cost, so that <br /> ratepayers are willing to support the proposal. <br /> BDS 2 <br />