Queens Chamber of Commerce - Strategic Advisement
At the onset of the engagement X years ago, Perch Advisors supported the Queens Chamber of Commerce with program/project specific needs that serve their members. The work has grown to a strategic role that provides advisement that defines, strengthens, and expands the organization's services, capacity, and impact.
Perch Advisors has been able to provide comprehensive reports and recommendations from grantee engagements and the grantee convenings to inform the needs of grantees in their work. Perch Advisors also has provided tools and processes to support management of grantee proposals and reports and schedule management for grantee proposals/reports/renewals,
Overview
Stakeholders and Partners Geography
Coney Island Business Partners Coney Island, NY
BID Formation Steering Committee Members
NYC Department of Small Business Services Timeline
NYC Economic Development Corporation 2019 - present
NYC Department of Parks and Recreation
Challenges
The assessment formula was a particular challenge, as there was a large distinction in the type and characteristics of property between the Amusement District and Mermaid Avenue. A major accomplishment was coming up with a formula that equitably assessed both of these areas.
Coney Island is a unique area in that much of the commercial activity in the Amusement Area takes place on City owned land. Planning for how this City owned land would be assessed required extensive partnership with various City agencies and authorities, including the NYC Department of Small Business Services, the NYC Economic Development Authority, and the NYC Department of Parks and Recreation. This effort was only able to move forward through constant communication and partnership with these city agencies.
As the project set new precedents for the assessment of large amounts of City owned land, there were many questions to be answered that couldn’t be relied on precedent, including the logistics for how City owned land might be assessed, and if and how City affiliates might vote in the outreach phase of BID formation.
The BID formation was taking place in tandem with a planned rezoning of parts of the Amusement Area, which made it complicated to determine how assessments would be attributed to particular lots, as many lots were in the process of being subdivided.
The landscape of business and property ownership is quite complex, including in some cases the split ownership of lots, and various degrees of subleases (in many cases, a business in the Amusement Area was a sub-sub-lessee). This made it complicated to determine the exact number of commercial tenants in the district, and how they would each be assessed.
Our Approach
The Alliance for Coney Island’s long term goal to form a Coney Island Business Improvement District is rooted in the need to build capacity for the organization to continue providing much-needed services to make the neighborhood cleaner, safer, and more fun. Conversations about forming a Coney Island BID started as far back as 2016 in the hopes of building a sustainably funded organization to service the area, and emerging from the pandemic it became even more clear why BID formation was the only path forward for the Alliance, as commercial corridors with BIDs fared much better during the pandemic. The goals of forming a BID were to create a sustainably funded organization that could consistently provide services, and expand upon the services the Alliance was already providing, equipping businesses to capture revenue from the influx of residents moving to the neighborhood as a result of several big development projects. The Coney Island BID formation effort was focused on balancing the needs of the Amusement District, a major tourist destination, and Mermaid Avenue, which services local residents. Similar to the Alliance, a Coney Island BID will aim to honor the area’s robust history while building a thriving area that continues to be an international destination.
Outcomes & Impacts
Management of micro-grant program for small businesses during Covid-19 pandemic; Supporting Chamber with programs and initiatives with the four other borough chambers (ie Small Business Resource Network); Launch of three new Chamber programs funded through state and federal funding that includes support and resources for tech entrepreneurs, technical assistance for food businesses, and legal, accounting and human resources support for small businesses; supporting Chamber leadership through program and organizational growth (more programs offered, staff expansion, and increased outreach across Queens' diverse neighborhoods, businesses, business owners, and stakeholders).
Insights
HOLD HOLD HOLD
Conclusion
HOLD HOLD HOLD
