P3- 60 Recreating Spaces for Making richly designed, pedestrian - - PowerPoint PPT Presentation

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P3-60 Recreating “Spaces” for Making richly designed, pedestrian oriented and economically sustainable ‘Places”

Michigan Municipal League Conference Grand Rapids, Michigan October 6, 2011

Recreating “Spaces” for Making “Places”

• The Creekside Story- Downtown spaces, Blight conditions,

Leadership, Vision, political will, and implementation

• Creekside Innovations - award winning design, strong pedestrian
• rientation, Public-Private Partnership, Award-winning TIF, City Brand
• Creekside: A New Heart for Gahanna – a destination “Place”, economic
• pportunity, entrepreneurial environment, critical mass, lifestyle town

center

• P3-60 Gahanna is recreating “Spaces” for making richly designed, pedestrian

friendly and economically sustainable “Places”

The VISION for the SPACE Creates the “PLACE” “Creepside” 2009

• Home to approximately 36,000 residents
• Conveniently located in Central Ohio
• 5 minutes from Port Columbus International Airport
• 10 minutes from Downtown Columbus (15th largest US City)
• A major regional employment center
• American Electric Power (AEP)
• McGraw-Hill Distribution Center
• Chase Banking Services
• Donatos & Grote Company
• One of the Top 100 “Best Places to Live”
• Money Magazine, 2007
• One of the 20 “Best Places to Retire”
• Black Enterprise Magazine, 2008
• One of 10 Best Places for Small Business
• CNN - 2010

Gahanna Spaces: making Places…

The Creekside Story – blighted Space

Pre-Creekside

• Study conducted in mid 1990s found that:
• City’s Main Street (Mill Street) was underdeveloped
• Post-Office w/ surface parking lot
• Trucking company
• Apartments run down
• Abandoned firehouse
• Foreclosed on gas station (Brownfield)
• Blight conditions, disinvestment, decline
• Natural amenities, the Big Walnut Creek, under-utilized,

inaccessible, dumping grounds.

• Missing teeth syndrome in urban fabric, no CM
• Comprehensive Land-Use Plan said that:
• Current land-use was not economically sustainable
• City should revitalize, redevelop and rehabilitate area
• Connect West and East sides of Creek, City
• Leverage the “Waterfront”
• Mixed-Use Development, High Density, Character
• Pedestrian focused
• Zoning needed to be updated to include mixed-use, density

The Creekside Story: recreating" Space”

The Vision

• Inspired by the Riverwalk Project in San Antonio, TX
• Urban Spaces developed conceptual ‘vision plan’
• Guiding principles included:
• Increased density
• Mixed-use development
• Stealth parking
• Connect street with natural water resources
• Public park and plazas
• Pedestrian friendly
• Entrepreneurial Environment
• Catalytic Economic Project

Creekside Story Chapter I: recreating “Space”

Implementation – Phase I

• Evolved over three distinct phases
• Phase I: Creek Cleanup and Park
• Phase II: Mill and Granville Street Revitalization
• Phase III: Creekside Gahanna
• Phase IV: Olde Gahanna Vision Update
• Phase I: Creek Cleanup and Park
• Big Walnut Creek was restored to its natural meander
• $ 250,000 Nature Works Grant awarded by Franklin County

Greenways Initiative

• Creekside Park commissioned 1998
• Redevelop island in Big Walnut Creek for natural green space
• Bridge gap between East and West Gahanna
• Create a destination place for Gahanna residents
• Home to the Creekside Blues & Jazz Festival and the

Holiday Lights! Parade & Festival

• Main Street Approach - Promotion

• Creekside Park

Revitalization

• Redevelopment efforts

create Creekside Park

• Natural resource

restoration

• 1.2 Million dollar re-

development effort

• Construction of a

waterfall and Creekwalk linking Olde Gahanna

• Pedestrian Friendly

Pedestrian Focused Strategies

• Olde Gahanna Gateway
• 1.875 Million dollar gateway/

streetscape improvement

• visually enhanced the

entrance into Olde Gahanna

• Improved pedestrian

connections from West Gahanna

• reduced the "scale" of the

major intersections

• enhanced the existing

recreational amenities

• Branded the Space

Pedestrian Focused Strategies

Creekside Story: Chapter II- a “Place”

Implementation – Phase II

Phase II: Mill and Granville Street Revitalization

• New construction and restoration
• Installation of sidewalks
• Founder’s Plaza
• Multi-tenant building with multiple facades
• Minimal set-back
• Bridge House (now “Pour House”)
• Historical representation of previous structure
• n site
• Old Bag of Nails
• Facade designed to incorporate elements of both the creek and

the street

• Voted the best outdoor patio in Columbus region

in 2007

• Infrastructure Improvements
• New bridge with wing walls for pedestrian
• Gateway feature, arch with “G” - Brand
• Improved access to Big Walnut Creek

and Creekside Park

• Entry way feature, barrier wall median and entrance

Landscape, traffic calming, pedestrian orientation

• Land Acquisition by City
• Assembled several parcels of

land with different owners

• Aggregated parcels for

redevelopment over time

• Acquired catalyst site

Creekside Story Chapter II – Public Catalyst

• Creation of Public Sector Incentives
• Acquisition, Aggregate, and Assemble

Land

• Existing CRA within Olde

Gahanna

• Property Tax exemptions for real

property improvements

• (15) Year 100% Property Tax

abatement on the construction of commercial property

• Ability to use Tax Increment

Finance Tool (TIF)

• Construct public infrastructure

and water features prior to private sector

Creekside Story Chapter II – Economic Market Incentives

The Creekside Story: making a “Place”

Implementation III Phase III: Creekside Gahanna

• Request for Proposals issued in 2003
• Outlined guiding principles while encouraging innovation and creativity
• Offer land as incentive to promote development
• Six applications received
• The Stonehenge Company, in partnership with Bird-Houk Collaborative selected as

the preferred developer in 2004

• Mixed-used, Market based approach; parking solution
• Initial proposal Private Sector approach to develop a more market-based “Place”
• Many design elements, however, were preserved including the public park/plazas,

water features and architectural (façade) design

• “P3-60 “ Public/Private Partnership formed City, Developer and CIC

• 2004 RFP for Re-development of

Creekside

• Based on Adopted “Planning Parameters”
• Creation of a destination Columbus

Region

• Creation of “Place” (cultural, heart)
• Mixed Use, Dense Development
• Urban Design: street frontage, pedestrian
• riented
• Developer created a “Market Based”

Economically Sustainable Private Deal

• Public Funding: created “Public Place”
• Public Parking for THE DOWNTOWN

District, pedestrian oriented

• Dynamic Natural elements, Waterfront

Creekside Story Chapter III –” P3-60” Public Private Partnership

• Results of RFP
• Selection of the Stonehenge Company/

Bird Houk Collaborative scheme

• Public Approval Planning Commission and

Council Process, Fall/2004

• Negotiations among the Partners - Developer,

the Community Improvement Corporation (CIC) and the City; Winter 2006

• Development Agreements- Infrastructure,

Ground Leases, Parking, Reciprocal Easement, Management…

• Construction Begins Spring/2006 –

Completion, June 2008

Creekside Story Chapter III – “P3-60”Public Private Partnership

Creekside Story Chapter III – A “PLACE”

Condominiums Office/Retail Office/Retail Plaza Entrance to underground parking

Plaza/Community Stage Plaza Mill Race Lagoon

Creekside Park

• C

C C C

Creekside Story Chapter III –recreate “Space” to make a “Place”

Before Redevelopment After Redevelopment

Creekside by the “SPACE”

• Site:
• Adjacent to Big Walnut Creek/Flood Plain
• Public land 3.5 acres
• Private land 1.5 acres
• Downtown; blighted, under-developed, under-utilized
• Old grocery/post office, blighted apt, abandoned gas station, residential

turned commercial; no historical significance

• Scope:
• 240,000 sq. ft. of market-based, mixed-use development space
• 58,413 sq. ft. of Office Space
• 43,570 sq. ft. of Retail Space
• 71 luxury loft condominiums w/private parking garage
• Parking Facility w/539 parking spaces (389) public spaces
• Unique Architectural Design
• Below street level- Pedestrian Oriented Board walk

(modeled - San Antonio Riverwalk)

• Waterfront Development-connectivity, accessibility
• Mixed-Use Development, Four Facades, Time Context
• (1) four-story and (2) three-story buildings (private)
• Structured & Underground Parking facility (stealth)
• Flood Control gate system under pedestrian bridge
• 7 ornate water features- lagoon
• Public plazas (10,000 sq. ft.)
• Community stage & Kinetic Art Structure
• Public park with waterfront access, boardwalk

Creekside - The New “Place”

• Total Initial Investment - $60 million
• Private sector investment ($ 45 million)
• Public sector contribution ($16.7 million)
• Economic Impacts
• Since the Grand Opening, Creekside has:
• Attracted 45 new businesses; retained 80% businesses
• 90% of Office Space occupied
• 70% of Retail Space occupied
• Total employment since construction - 260 employees
• Increased property values in Olde Gahanna by 30 to 40 percent between

2005 and 2010

• Natural destination center and source of pride for the community
• 90% of residents have visited Creekside
• 70% of residents surveyed said that Creekside was the ‘right’ type of

development for Gahanna

• “A City that found a way of reinventing itself”
• Attracted 15 additional new businesses to the downtown area

P3-360 The Public Investment

Public Development Budget

Construction Cost: $10,500,000

Public Parking Creekside Park Public Plazas Streetscape & Sidewalks Riparian Improvements Demolition Electric Line Re-location

Scope Additions: $2,730,544 Utilities & Sidewalk $1,158,797 Soft Costs $2,352,548 Total Cost $16,741,889

Project Funding

Approved Bond/ Cash Initiative: $14,050,000 Appropriations/ S. Appropriations: $2,106,889 Bond Interest $585,000 Total Budget $16,741,889

P3-360 The Public Return on Investment

Operating Revenue (City)/ Year (Proposed) TIF Payments (From PILOT) $416,000 Parking Garage Income $116,800 Ground Lease Income $2.00/S.F. on Land used by developer Total Ground Lease Income $169,800 Income Tax Generated $351,000 Total $1,053,600 Operating Expenses (City) Debt Service on Bond $755,000 Net Revenue (City) $298,600

Creekside Innovations

• Land Assembly
• Working with Gahanna’s Community Improvement Corporation (CIC),

the City assembled nearly five acres of property along Mill Street and the Big Walnut Creek for redevelopment.

• The CIC recommended that the City retain ownership of the property

after the project was built.

• “ P3-60” Developer’s Agreement (Public-Private Partnership)
• Negotiated between The Stonehenge Company and the City of

Gahanna

• Included Land Lease Agreement that stipulated:
• Gahanna retains ownership of property, but leased

development rights to the developer for 99 years plus.

• Created one of three revenue streams used to finance public

improvements to the site

• Annual Lease Revenue for buildings on Public land
• Reduced initial Cost of land over time for developer
• Lease Revenues to date - $$148,590
• Income Tax - $56,386 - 2010

Creekside Innovations

• Tax Increment Financing District (TIF)
• Two districts were created; one for the project site and the other for Olde

Gahanna.

• TIFs were created to capture property value appreciation
• TIF was recognized by the Council of Development Finance Agencies as the

Best TIF Program in the United States in 2007.

• City dissuaded developer from seeking tax abatement by agreeing to assist

in finance of the public parking facility.

• TIF proceeds to date - $372,333 -2011 (Creekside)
• $416,690 -2011 (Olde Gahanna)
• Parking Facilities
• There is an underground and above ground (vertical) parking garage at

Creekside.

• The underground facility has 389 public parking spaces
• Source of revenue for debt repayment
• First underground facility in a suburban community in Central Ohio.
• The vertical parking garage has 150 private spaces for condo residents
• Parking revenues through 2010 - $317,964

Creekside Innovations

• Overall Design
• Incorporates the best of the natural and built environment
• Draws into itself natural amenities through ornate water features, public plazas, bridge, and Park
• Built in Flood Plain with protective measures
• Accentuated by several decorative features:
• Kinetic art display
• Statues
• Lower level lagoon
• Limestone retaining walls
• Herb garden
• Bifurcated sidewalk
• Boardwalk
• Boat Dock
• Architectural integrity

maintained with three buildings, multiple facades

• Respect waterfront
• Respect Main Street

vocabulary

• Economic ally Sustainable
• Unique
• Pedestrian oriented
• Critical Mass
• Architectural Standard

Grand Opening Celebration (May 1-4, 2008) Remember this date – Economic Crash! Four day event filled with activities and live entertainment

• 2008 Vision Plan Update… Olde Gahanna
• City of Gahanna Contracts with Bird Houk for

an update to 1997 Vision Plan

• Revisit the Market since Creekside and it’s

affects on the Planning Environment

• Educate Stakeholder Groups about Changes

to the Planning Environment….(S.W.O.T.)

• Build Consensus for Desired Future Planning

Environment…. (Wants & Needs)

• Adoption of Planning Principles that react to

the Communities Wants and Needs…

• Master Plan update that reacts to the Adopted

Planning Principles & Form Zoning

• Priority Development Areas that react to

Updated Master Plan and Planning Principles and New Market – New Normal Economy

Creekside Story Part IV: Olde Gahanna Vision Plan –Continue “Place” making

• Adoption of Planning Principles
• Promote “Olde Gahanna” through a unified

marketing approach

• Identify and Sustain ‘Green’ Infrastructure -

Protect Environmental Systems and Conserve Resources (Open Space)

• Embrace and Foster Diversity in Housing Types

and Mixed-Use Commercial Development.

• Use Urban Design Tools to Enhance Mobility and

Circulation

• Preserve and Unify Olde Gahanna’s Character and

promote a ‘creative’ environment.

• Promote the Creation of Urban Places which are

Oriented to Pedestrians, thereby Promoting Security and Social Interaction, Economic Sustainability

Creekside Story Part IV: Olde Gahanna Vision Plan –Continue “Place” making

Creekside Story Part IV: Olde Gahanna Vision Plan –Continue Placemaking

• Economic Downturn Impacts
• Housing Bubble Burst – less condominium sells
• Bank Financial Crisis/Credit Crunch – less entrepreneurs/retail
• Bear Stock Market – less commercialization/investment
• Job Market – loss of jobs/discretionary income/less demand
• Public Partner Intervention Strategies
• Modified Performa – less revenue to pay GO Bonds
• Parking Facility – free as of 2010
• Modified Tax Abatement for Residential – 100% (2008-2012)
• Marketing/Branding – increased strategies, funding
• Private Partner Strategies
• Developed Six owner-occupied businesses – Suites C, Mezzo, Crazy Goat

Coffee Shop, Casabella Designs & Interiors, Convention & Event Center and Event Catering Co.

• Offered Limited Tax Abatement to stimulate Sales of Condos
• Increased funding levels of Tenant Improvements
• Sold Development to New Owner

Lessons for “making richly designed, pedestrian oriented and economically sustainable “PLACES”

• The Vision Creates the Place:
• “Vision the People Perish and the Place” without it!
• The ‘Vision’ Creates Consensus
• The Vision Reacts to the Public “Wants and Needs”
• The Vision Creates Opportunity
• Vision creates Public Mandate for Opportunity for Public-Private

Partnerships

• The Vision affects creative thinking and decisions-making
• Vision establishes values, principles, guidelines for Program, Design,

Brand and Space

• The Vision allows for Flexibility and Adaptability
• Vision allows Private Development to Creatively Respond to Public Interests for

prosperous Place

• The Vision provides the Political Will and Implementation POWER…
• The Vision is the Beginning of THE PLAN and the “Making of the Place”

For more information or questions, please contact:

Sadicka White, President Sadicka & Associates Sadicka@sadicka-associates.com Gahanna, Ohio 43230 614.678.0214