Jamestown Mall Area Plan_DRAFT_May 2011

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JAMESTOWN MALL AREA PLANS

AINT

LOUIS

COUNTY

, MISSOURI

MAY 2011

AT


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AMTN MA AA ANMay 2AT

Design Team

Dover, Kohl & Partnerstown planning

Victor DoverPamela Stacy

James DoughertyJason King

Justin Falango

H3 Studiotown planning

John HoalBryan Robinson

Timothy Breihan

Carolyn GaidisTim Busse

Urban Advisorseconomic analysis

Glenn Kellogg

Ed Starkie

Vector Communications

public participationLaurna GodwinRachel Powers

Stock and Associatescivil engineering

George StockDoug Bruns

JAMESTOWN MALL AREA PLAN

Client Team

St. Louis CountyCounty Executive Charlie A. Dooley

Mike W. Jones, Senior Policy AdvisorAndrea Jackson, Special Assistant to the County Executive

Thomas Curran, Director of Intergovernmental Affairs

Councilman Mike O'Mara, 4th DistrictJo Roche, Executive Assistant to Mike OMara

Planning Department

Glenn Powers, Director of Planning

Lori Fiegel, Comprehensive Planning ManagerJustin Carney, Comprehensive Planning Planner

Gail Choate, Current Planning Land Use ManagerMike Duncan, Research & Statistics Manager

St. Louis County Highways & Traffic

Mike Bardot, Planning Division Manager

Gus Heck, North/West Area Engineer

St. Louis County Economic CouncilDenny Coleman, President & CEO

Jacqueline Wellington, Executive Vice President

Real Estate & Community Development

Timothy Tucker, Vice PresidentEdgar Velazquez, Project Manager

Marketing & Communications

Katy Jamboretz, Vice President

Corrie Hendrix, Marketing Coordinator

was created by:


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ACNMNT AT May 2

St. Louis County Community CollegeFlorissant Valley Campus

Adria Werner

Karen Wade

Kedra TolsonDeb NealeJen Orzel

Jill Hussey

U.S. Congressman Hon. William Lacy Clay, 1st DistrictSandy Houston, Special Projects Coordinator

Missouri House of RepresentativesRepresentative Steve Webb, District 74Representative Rochelle Gray, District 81

City of Black JackMayor Norman McCourtCouncilman Don Krank

Councilman John TaylorCouncilman Ben Allen

City of FlorissantMayor Robert Lowery

Bob Russell, Economic Development Director

Black Jack Fire Protection DistrictMichael J. Gantner, Fire Chief

Missouri Department of TransportationLarry Welty, North County Area Engineer

Steven H. Lockett, Senior Traffic Engineering Specialist

Metro St. LouisJessica Mefford-Miller, Chief of Planning & System Development

Lance Peterson, Director of Service PlanningMark Phillips, Long Range Planner

Jayson Hagen, GIS Specialist

Hazelwood School District

Missouri Department of ConservationTracy Boaz, Community Planner

Property RepresentativesThomas Fear, Carlyle Development Group

Michael Kohan, Jamestown Mall Realty Management, LLC

Marilyn Oliver, Jamestown Mall Realty Management, LLCKathy Hoffman, Jamestown Mall Realty Management, LLC

Joseph Buehrer, Macy's Department StoreHelmut Starr, Polsinelli Shughart

Drew McElligott, Marcus & Millichap

Scott Ruswick, Sears Holding Company

Local ExpertsDean Wolfe, Wolfe Properties, LLC

Alan Bornstein, THF Realty

Rick Randall, Pace PropertiesRichard Shephard, Real Estate Strategies

Bob Lewis, Development Strategies, Inc.Arnold Spirtas, Spirtas Wrecking Company

Christian HospitalRon McMullen

North County AssociationsRebecca Zoll, North County Incorporated

Diana Weidinger, Greater North County Chamber of CommerceDora Gianoulakis, Spanish Lake Community Association

Ken Smith, Old Jamestown Association

VolunteersAtia Thurman

Leann SmartLora Gulley

Paula HughesRichard Ward

Kristen MooreStephanie Von Drasek

Special Thanks To:

...and hundreds of North County residents


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St. Louis County and the St. Louis County Econom-

ic Council commissioned Dover, Kohl & Partners, atown planning firm, to act as an extension of County

staff to create a conceptual plan for the redevelop-ment of the Jamestown Mall that balances the inter-ests of the community, property owners, developers,

and the County.

Dover, Kohl & Partners teamed with H3 Studio (lo-cal town planners), Urban Advisors (market and

economic analysts), Stock & Associates (civil engi-neers), and Vector Communications (public partici-pation strategists) to complete this planning effort.

The charge for the planning team was to balance

their professional expertise as town planners, civilengineers and economists with the knowledge of

developers' and retailers' business models and in-corporating the needs and desires of the commu-nity. The Dover-Kohl team sought to find common

ground between all of these interests; the consen-sus reached through the planning process became

the foundation for the Jamestown Mall Area Plan.

The Jamestown Mall Area Plan is the result of neigh-borhood residents, civic leaders, business owners,St. Louis County, St. Louis County Economic Coun-

cil, local developers, and property owners comingtogether to proactively plan for the future. The

Plan builds upon previous planning efforts alreadyundertaken by the County and Economic Council,

and it addresses market and economic challengesand realities, transportation, community needs, andfunding challenges for the redevelopment of James-

town Mall. The Plan incorporates community input,illustrating the desired evolution of the area, and

outlines achievable steps to get there.


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TRADITIONAL NEIGHBORHOOD DEVELOPMENT PLAN

CONCEPTUAL PLAN SCENARIOS & ALTERNATIVES

GARDEN SUBURB PLAN

The Traditional Neighborhood Development Plan features a block and streetnetwork creating a complete village. A diverse village center is focused

on the northwest parcel and could extend to the plaza at the center of theneighborhood. This scenario develops the site fully including the southern parcelby Coldwater Creek. The operating anchor stores remain as the village center

and neighborhoods develop around them. If the existing anchor stores close, theparcels can be redeveloped to create a more complete neighborhood. As with

the other scenarios, a diversity of housing is offered including townhomes, live/work units, duplexes, multi-family buildings and small homes on private lots.

The Garden Suburb Plan features curvilinear streets, center median boulevards,and larger parks and retention areas throughout the village. Neighborhoods are

planned around a network of enhanced natural systems that connect throughoutthe site and to the natural flowways of Coldwater Creek through the open spacesystems of neighboring subdivisions. Retail is contained within the northwest

parcel, resulting in a focused amount of neighborhood retail. The plan identifiesa potential location for a sports complex prominently on Lindbergh Boulevard.

The southern portion of the site is illustrated with an amphitheater and a largepark that would connect to the Great Rivers Greenway trail system.

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BACKGROUND

PROCESS

FIRST PRINCIPLES

DETAILSOFTHE PLAN

ECONOMICS

NEXT STEPS

APPENDIXCONCEPTUAL DEVELOPMENT COST ESTIMATE

TABLEOF CONTENTS21

2

3

4

5

6

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INTRODUCTION

LOCATION

PROPERTY OWNERSHIP

EXISTING CONDITIONSZONING & LAND USE

SCALE COMPARISONS

THE EVOLUTIONOFTHE AMERICAN MALL

MARKET CONDITIONS

MEDIAN HOUSEHOLD INCOME & POPULATION DENSITY

RETAIL COMPETITION

EFFECTIVE TRADE AREA

EMPLOYMENT

TRANSPORTATION

REGIONAL COORDINATION

BACKGROUND11.1

1.2

1.3

1.41.6

1.8

1.10

1.12

1.20

1.22


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INTRODUCTION

In the 1960s residential development in St. Louis

was spreading north of I-270 and along Highway367 into North St. Louis County. The land between

I-270 and the Missouri River was primarily zonedresidential with relatively low densities. The areanorth of Lindbergh Boulevard was zoned with a

minimum of three acre lots. At that time few par-cels were zoned commercial in the North County

area, requiring residents to travel great distances inorder to meet their commercial needs.

Jamestown Mall opened in 1973. The opening of

the mall was an indication that commercial devel-opment was trying to get ahead of residential devel-opment in the suburban fringe of St. Louis County.

Since the opening of the mall, new regional shop-

ping destinations, located closer to larger popula-tions of shoppers, have degraded the effective tradearea of Jamestown Mall causing a decline in sales

and foot traffic. An expansion of the mall was com-

pleted in 1994 in an effort to revitalize the mallby adding two new anchor tenants, expanding themovie theatre, and consolidating the food court.

Stable for a brief time, the quality of merchandiseoffered declined and is now misaligned with the de-

mands of the North County community.

Although two anchor tenants remain in operation, the

two other anchor buildings are vacant. The southernwing of the mall leading toward the former Dillard'shas been walled off and the remaining interior shopfronts have a high vacancy rate, with the majority of

the stores being lower end discount stores.

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LOCATION

Jamestown Mall is located in unincorporated

North St. Louis County. It is bounded by LindberghBoulevard to the north, Old Jamestown Road to

the west, Coldwater Creek to the south, and FoxManor to the south and east. Highway 367 is halfa mile from the mall property, and one mile from

the intersection of Lindbergh Boulevard and OldJamestown Road.

The City of Black Jack is on the opposite side of

Coldwater Creek and the City of Florissant is located2.4 miles to the west down Lindbergh Boulevard.

Downtown St. Louis is 14 miles away, Lambert St.Louis International Airport is approximately 9 milesaway, and I-270 is 3.4 miles to the south.

North County is unique in that it sits by the

confluence of the Missouri, Mississippi, and justsouth of the Illinois Rivers. Wide floodplains createlarge barriers between Alton in Illinois and North

County. Coldwater Creek, a tributary of the Missouri

River, runs along a portion of the southern edge ofthe Jamestown Mall property and has floodplainassociated with it that affects the southern portion

of the property.

A geological condition known as karst topography is

located between the bluffs of the Missouri River andJamestown Mall. Karst topography is a limestone

formation characterized by sinkholes. It is created by

the erosion of the limestone by the movement andflow of water underground. The karst topography isprotected and prevents the area from being denselypopulated.

The agricultural and natural features adjacent to

Jamestown Mall are a benefit to St. Louis County.

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PROPERTY OWNERSHIP

The Jamestown Mall site consists of approximately

142 acres divided between five primary propertyowners.

Three of the anchor tenants, JC Penney Outlet,Macy's, and Sears (now vacant), each own their

building, and portions of the parking lot. Accessto each property is provided from either Lindbergh

Boulevard or Old Jamestown Road.

The former Dillard's building, portions of theparking lot, two outparcels, and the majority of the

lands to the south adjacent to Coldwater Creek areowned by the Carlyle Development Group.

The interior portion of the mall, the movie theatre,a retention pond, and one of the outparcels on

Lindbergh Boulevard are all owned and operated byJamestown Mall Realty Management, LLC.

Multi-parcel ownership complicates the development

of the site so the conceptual plans were developedto allow for single parcel development as otherparcels become available.

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EXISTING CONDITIONS

The mall buildings consists of 1.2 million square feet

of retail space including four anchor stores, a movietheatre, and a food court. Today, two of the anchor

store buildings are vacant and the wing of the mallattached to the movie theatre has been vacated andpartitioned off. The remaining 412,000 square feet

of retail space is sparsely occupied by approximately48 tenants.

Even with a large portion of the vacant retail square

footage out of sight, a gap tooth effect is created bythe leasing of occupied and vacant storefronts.

The mall is surrounded by large, mostly empty,deteriorating, surface parking lots. Parked cars tend

to concentrate around the food court, movie theatreentrance, and by the two anchor stores. Weeds

grow out of the parking lots by the old Dillard'sdepartment store adding to the sense of isolationand disinvestment.

The outparcels around Jamestown Mall were neverdeveloped as intended. The outparcels are currentlybeing leased to a farmer that grows soybeans and

corn in an effort to utilize the land.

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Jamestown Mall's two operating anchors are the

JC Penney Outlet Store and Macy's. The stores arelocated in the anchor buildings that were added

in 1994. The fountains at the crossing of interiorhallways still have their original artwork and severalkiosks are in operation.

The food court has two remaining stores in operation.

Old signs give the promise of more establishmentsopening soon. A new sit-down restaurant has

recently opened across from the movie theatre.

In the mornings the mall is active with recreational walkers; however, most supply their own waterand coffee. Throughout the day the mall has few

shoppers. Most people that come to the mall visitone of the anchor stores, but rarely enter the interior

corridors or visit the independent in-line storesbetween the anchor stores of the mall itself.


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ZONING & LAND USE

The zoning map illustrates the current zoning for Jamestown Mall and surrounding properties. There

are additional commercial properties across Old Jamestown Road and by Highway 367 that are zonedcommercial but that have never been developed, just like the outparcels of Jamestown Mall.

EXISTING ZONING (2010)

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SCALE COMPARISONS

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To put the scale of the Jamestown Mall site in per-

spective, scale comparisons helped community par-ticipants relate the scale of the Jamestown Mall

property to other familiar shopping areas in St. Louisand the French Quarter in New Orleans. All of theplans are shown at the same scale and illustrate one

square mile centered on the highlighted shopping

area with an outline of the Jamestown Mall super-imposed around each area.

These diagrams show the abundance of land at theJamestown Mall site in comparison to many other

known shopping areas in St. Louis. They also il-

lustrate the characteristics of the areas immediatelysurrounding each destination. Each area is either

located adjacent to highways, at major intersections,or within a dense network of residential streets.


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For the pedestrian, the most walkable parts of towns

and cities are where the block size is the smallest. Pe-destrians prefer highly interconnected areas because

it is easier to get from one destination to anotherwhen they do not have to walk along the perimetersof large blocks. Where there are multiple block faces

there are also likely to be more destinations.

The area of Jamestown Mall not only encompasses

the commercial district of the Central West End,it also covers portions of the residential neighbor-

hoods, the hospital district and Forest Park.

The final example of the French Quarter in New

Orleans at the mouth of the Mississippi River illus-trates that much of the historic portion of the city

would fit within the Jamestown Mall property.


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MARKET CONDITIONS


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MARKET CONDITIONS

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As part of Saint Louis County, "North County"

identifies itself as a distinct entity with an economiccharacter that does not always parallel the rest

of the county. While most data is available at thecounty level, much of this study required separatingor estimating North County data wherever possible.

For the purpose of this study, the North County area

is defined by North County Incorporated service areahighlighted in the map to the right. It is bounded

by the Missouri River on the north and west, theMississippi River and the City of St. Louis to the

east, and Page Avenue or State Road to the south.


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MEDIAN HOUSEHOLD INCOME & POPULATION DENSITY

The median household income in the North County

area around the Jamestown Mall is relatively high( see map at upper right); however, the population

density is among the lowest in the region (see map atlower right). This correlation indicates that althoughthe immediate area surrounding Jamestown Mall

has above regional average incomes, JamestownMall is not well located for a regional retail center.

The site is located on the fringe of the populationcenter, where it is not convenient or accessible to

concentrations of residents.

When the Jamestown Mall property was developedthere were few other retail options in the NorthCounty area. The developers of the mall anticipated

that as other retail options became available, newresidential units would be added around the mall,

especially north of Lindbergh Boulevard, eventhough it was not zoned to hold much residentialdensity at that time. Developers of Jamestown Mall

also counted on serving the growing communities to

the north and east around Alton.

However, the karst sinkholes and the floodplain

prevent any significant development on the landnorth of Lindbergh Boulevard around the mall.Alton Square opened in 1978 in direct competition

to Jamestown Mall, providing more convenientservice to residents on the other side of the Missouri

and Mississippi Rivers.

The geologic and geographic constraints of the siteleave the immediate trade area characterized bylow density neighborhoods and agricultural uses.

This provides an amenable setting for living closeto nature, but does not provide a strong primary

market to support a regional mall.

2010 Median HH Income

by Census Tracts

$72,178 - $178,047

$57,839 - $72,177

$46,474 - $57,838

$33,622 - $46,473

$0 - $33,621

Jamestown Mall

2010 Population Density

by Census Tracts

5542.7 - 15941.7

3637 - 5542.6

2604.9 - 3636.9

1103.8 - 2604.8

0.0 - 1103.7

Jamestown Mall

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The lack of critical mass in population surrounding

the mall is visible when compared to the 1 milesurrounding Jamestown Mall and the Shoppes

at Cross Keys. Much of the land surroundingJamestown Mall cannot be developed with moreresidential homes. By increasing the number of

residential households on the mall property itself,some new retail in addition to the existing anchor

stores will be sustainable in this location.

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RETAIL COMPETITION

Although Jamestown Mall is located half a mile from

Highway 367, it is not in the regionally preferredhigh traffic corridor of Route 40 (I-64). The map

of local retail facilities begins to communicate that,like most of America, this region has far more retailspace than is supportable by the population. Area

retail professionals have suggested that the centerof gravity for retail in the North County area is

closer to Lindbergh Boulevard and New Halls FerryRoad, 3 miles to the west of the site. Discussions

with local development consultants revealedthat the Jamestown Mall site is better suited to

neighborhood type uses because regional drawswould not likely locate, or be adequately supported,in this location.

Other mall locations, outside of the central business

corridor, are also underperforming.

Regional malls typically draw from a primary

market of over 200,000 households; North County

has 150,000 households.

Regional malls typically locate near concentrated

employment centers with around 180,000 jobs5;while all of North County is home to 180,000 jobs,they are primarily located to the south and west and

Jamestown Mall is in the northeast.

Typical required traffic counts for a regional mall

are over 30,000 trips per day; Lindbergh Boulevarditself only has 17,500 trips per day and Route 367has 24,000.

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Drive time trade areas are one way economists and retailers determine where the

majority of shoppers will come from for a given retail location. Given a choice,customers will shop at stores that are closest and most convenient to their homes

that have the products they want to buy. In evaluating the local capacity to sup-port retail in this location, a seven minute driving time was looked at. The sevenminute driving time is a typical trade area for local serving retail.

The seven minute driving radius around Jamestown Mall is home to 11,700

households which could support around 600,000 square feet of retail6. Sincethis trade area already includes the Crossings at Halls Ferry, Shoppes at Cross

Keys, existing anchor stores at the Jamestown Mall, and all the other miscella-neous retail and restaurant offerings along Lindbergh Boulevard and the front-age roads of Highway 367 already exceed this figure it limits the amount of

auto-oriented retail able to be supported in this location.

EFFECTIVE TRADE AREA

Jamestown Mall

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Jamestown Mall

Cross Keys

Jamestown Mall

Cross Keys

Crossing at

Halls Ferry

Jamestown Malls trade area also overlaps with the Crossings at Halls Ferry, with

which the market must also be shared, further reducing the effective primarytrade area of Jamestown Mall. The Crossings at Halls Ferry has approximately

140,000 square feet of commercial space.

The driving radius around Jamestown Mall intersects with the radius around the

Shoppes at Cross Keys. The centers are in competition for local retail dollars. Noticethat Cross Keys is located near the intersection of New Halls Ferry and Lindbergh,

with better access to the more densely populated areas to the west. The Shoppesat Cross Keys has approximately 340,000 square feet of commercial space.

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Cross Keys

Crossing at

Halls Ferry

Jamestown Mall Jamestown Mall

The resulting effective trade area, highlighted in blue below, contains 4,700

households which can potentially support a maximum of around 200,000square feet of retail within the next 5 years, depending on the type of retail and

restaurants that are offered.

Jamestown Mall must share its primary market with the other two, better located

local centers. The effective primary market (in blue below) is the area for whichJamestown Mall is the most convenient alternative.

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EMPLOYMENT

The site is not located in proximity to other clusters

of employment, which in the North County areagravitate to the I-270 corridor. The closest major

employer to the Jamestown Mall property isChristian Hospital, with 2,100 employees.

A loss of jobs in the North County area wasexperienced several years ago due to cutbacks in the

defense and auto industries.

Attempts by the property owners to lure healthservice corporate offices away from downtown have

been unsuccessful. One of the existing buildings onthe Jamestown Mall property has been marketedfor use as a call center, but due to the high cost of

infrastructure improvements needed to re-purposethe building for the necessary communications

access and the competitive nature of the market fora stagnant industry, it is an unlikely prospect at thistime.

A new facility for the National Archives and Records Administration (NARA) is under construction inNorth County on Dunn Road. This will be the largest

national archives facility outside of Washington, D.C.and will relocate approximately 800 jobs from southof the airport to the North County area. Employees

for this facility may find housing in a village settingat Jamestown Mall desirable.

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TRANSPORTATION

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Jamestown Mall is located at the northeastern

end of Lindbergh Boulevard. Daily car trips inthis segment along Lindbergh Boulevard average

17,000 a day. Although Jamestown Mall is locatedat the intersection of Lindbergh Boulevard andOld Jamestown Road, Old Jamestown Road is a

local serving street and does not have a significantamount of daily use.

Alternately the Shoppes at Cross Keys, which

replaced a dead mall in 2004, has approximately50,000 daily drive-by car trips. The Shoppes at

Cross Keys has the added benefit of being at theintersection of a major crossroads so it receives anadditional 30,000 daily car trips as people travel

along New Halls Ferry Road.

To improve traffic, safety, and congestion problemsalong Highway 367, the Missouri Department ofTransportation (MoDOT) reconfigured the road in

2007. The road was reconfigured to have grade

separated intersections north of I-270 while south ofI-270 the road is configured as a four-lane dividedparkway with a landscaped median.

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REGIONAL COORDINATION


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GREAT RIVERS GREENWAY

The Great Rivers Greenway District is connecting the

region to the rivers by linking greenways, trails, andpaths that primarily follow the waterways and then

connect into populated areas. They are working onimplementing the network one project at a time.

Although Coldwater Creek has been on the map ofgreenways since the Districts inception, no projects

have been completed yet. Attention is currentlyfocused on linkages in other areas.

Future development at Jamestown Mall should take

the adjacency to Coldwater Creek and the connectionbetween the Creek, the Great Rivers Greenway, andthe region into consideration.

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6RXUFH*UHDWLYHUV*UHHQZD\%XLOGLQJWKHLYHULQJ$&LWL]HQULYHQHJLRQDOODQ

2


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AT May 2

PR O C E S S 22.1

2.2

2.6

INTRODUCTION

CHARRETTE PREPARATION

PUBLIC ENGAGEMENT

KICK-OFF EVENT

BACKGROUND INFORMATION

TOURING ST. LOUIS

THE CHARRETTE

HANDS-ON DESIGN SESSION

OPEN DESIGN STUDIO

OPEN HOUSE

TECHNICAL MEETINGS

WORK-IN-PROGRESS PRESENTATION


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PUBLIC ENGAGEMENT

CHARRETTE PREPARATION


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PUBLIC ENGAGEMENT

St. Louis County, Economic Council, and Vector

Communications endeavored to get maximumparticipation throughout the public planning

process. Beginning in late May 2010, flyers beganto be distributed at community events, and save thedate cards were sent out to residents.

Representatives spoke and handed out flyers at

Black Jack and Florissant City Council meetings,the Labyrinth Festival and Picnic, North County

Community Festival, Fiesta in Florissant,neighborhood association meetings, community

events, and neighborhood gatherings to publicizethe planning process and encourage people tospread the word.

The Economic Council updated their website page

for Jamestown Mall with information regardingthe planning process and charrette events. Pressreleases were sent out from the County for each

of the public meetings that resulted in wide media

coverage in both TV, print, internet, and radio.Coverage included segments on News Channel 4,FOX2now.com, articles by stltoday.com, St. Louis

Beacon, St. Louis Post-Dispatch, St. Louis Business

Journal, Suburban Journals, andKMOX.

KICK-OFF EVENT


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Audience members were invited to share questions and comments about the mall and the upcoming planning process.

KICK OFF EVENT

County Executive Charlie A. Dooley held a press

conference on the morning of Thursday, July 15,2010 to raise awareness of the public process and

the initial Kick-off Presentation that was to be heldthat night. The purpose of the Kick-off Presentationwas to introduce the design team to the public, have

an informational discussion, and to raise additionalawareness for the charrette.

Over 300 residents, County leaders, elected officials,

and local stakeholders gathered in Theatre 2 of theJamestown 14 Cin for the event. The theatre was

filled to capacity.

The evening began with an introduction by County

Executive Charlie A. Dooley, who emphasized theimportance of citizen involvement throughout

the process to ensure the creation of a plan trulyrepresentative of their ideas. James Dougherty,Director of Design at Dover, Kohl & Partners, outlined

a summary of the previous planning efforts and

provided an introduction to the upcoming charretteprocess, an overview of planning principles, anda description of successful mall retrofit projects

around the country. At the end of the presentationthe floor was opened to the public for questions andcomments.

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County xecutive Charlie A. ooley kickedoff the process bywelcoming the community and stressing the importance of being involved in the plan.

BACKGROUND INFORMATION & STAKEHOLDER INTERVIEWS


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Dover-Kohl gathered base information, studied

the existing physical and economic conditions,reviewed previous plans and studies, examined

existing County ordinances and land developmentregulations, and analyzed the physical, social, andeconomic characteristics of the Jamestown Mall site

and its surroundings.

Members of Dover, Kohl & Partners team joinedlocal team members in St. Louis County to meet

with elected officials, County and Economic Councilstaff, property owners, business owners, residents,local ministers, local developers, development

consultants, community groups leaders, and otherlocal stakeholders in preparation for the September

charrette. The meetings, interviews, and researchhelped the team to better understand the dynamics

of North County, the local development community,and gain a full appreciation for the challenges andopportunities facing Jamestown Mall.

The design team and County met with development consultants local ministers and others during the site visit.

The team reviewedbackground information includingprevious plans andstudies of the North

County area.

TOURING ST. LOUIS


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The design team spent a few days studying and

touring the Jamestown Mall property and well-loved, historic and mixed-use areas in St. Louis

and St. Louis County. Team members exploredthe Boulevard, Historic Florissant, Wildwood TownCenter, New Town St. Charles, the Shoppes at Cross

Keys, the Loop, Maryland Plaza, Lafayette Square,Washington Avenue, and Tower Grove Park, studying

characteristics such as building form and placement,architectural elements, street design, and natural

features.

While in the downtown St. Louis area, the

team explored City Garden and enhanced theirunderstanding of local vegetation and landscaping

and how it can be incorporated into parks in anattractive, low maintenance manner. The study

tours familiarized the team with local precedentswhich the community values, offered examples ofrecent mixed-use developments, and showcased the

historic building tradition and development patterns

prevalent in St. Louis City and St. Louis County.

The team noted local urban features such as street widths placement of buildings and building use.

THE CHARRETTE

HANDS-ON DESIGN SESSION


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The six day charrette was held September 9 14,

2010, at the St. Louis County Community CollegeFlorissant Valley Campus in the Student Center Multi-

Purpose Room.

On Thursday, September 9 the Hands-on Design

Session officially marked the beginning of thecharrette. Over 100 community members, County

leaders, elected officials, and local stakeholdersgathered for an evening presentation and interactive

hands-on table session.

The evening began with a brief presentation by

Victor Dover, principalincharge of Dover-Kohl andcharrette team leader. The presentation outlined the

challenges and opportunities facing Jamestown Mall,laid out the goals for the table session, introduced

participants to the base maps, and set ground rulesfor the evening.

Working in small groups of eight to ten people pertable, participants gathered around ten tables to

draw and share their varied ideas for the future ofJamestown Mall. Each table was equipped with a

base map of the site, markers, measuring tools, anda table facilitator from the Dover-Kohl team, Countyplanning department, or a local planning volunteer.

Participants were given the premise that the mall is

unlikely to become viable again in its current form

and asked to discuss and illustrate how they mightlike to see the Jamestown Mall site evolve overtime. Groups drew on the base maps describing thebuilding forms, open spaces, and services they hoped

to one day see at this location.

The community worked together in small groups to establish a vision for the future of the amestown Mall site.


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ample table map

ample exit surveys

At the end of the session, a spokesperson from each

table presented their tables map and ideas to theentire assembly so everyone would be able to hear

the results of conversations happening around theroom. In addition to the table maps and grouppresentations, participants were also asked to fill out

an exit survey as an additional way to express theirideas, hopes, and vision for the property.

Big deas

A Center of the Community

A lace to ine hop and isitNeighbors

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ndoor (year round) ecreationalacilities

utdoor ecreational paces

iversity of ousing Types

reserve nvironmentally ensitive

Areas

A New raw for North County

ach group had a representative from their table like ep.teve ebb from table 8 present their work to the larger assembly.


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OPEN DESIGN STUDIO


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From Friday, September 10 through Monday,

September 13 the design team continued workingalongside the community in an open design studio in

the Student Center Multi-Purpose Room. The studiowas open day and night, offering community membersthe flexibility to come by when they were available to

check the status of the plan, provide further input, andto make sure the design team was on the right track.

The convenient location of the studio, as well as the

community interest, led over 50 people to participatethroughout the weekend. The table drawings andplans from Thursday nights Hands-on Design Session

were placed around the room for easy review as newpeople became involved. While community members

visited the studio, the design team analyzed theinformation gathered during charrette preparation

and from the community to formulate the conceptsand First Principles of the plan.

The design team began with creating a synthesis plancombining the ideas of all 10 table groups. The plan

highlights the locations of varying uses such as retail,residential, mixed-use, and open space where there

was the most consistency throughout the table groupsplans. The synthesis plan became the foundation forthe vision developed throughout the charrette.

Glenn Kellogg and Ed Starkie of Urban Advisors

worked throughout the week to analyze the economicsand practicality of various plans. They examined the

potential market for development at JamestownMall and researched potential funding sources andmechanisms for implementation.

The design team worked on multiple versions of the plan.

ynthesis lan A combination of the overlapping ideas fromthe andson esign table session.

lanners worked on details of how to phase the implementation of the plan. xperts in local real estate conditions assisted the team.

E h i h d i h d f i f l


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Many versions of plans and renderings were created to narrow down the most suitable options for the redevelopment of the site.

Each evening the design team gathered for informal

evening pin-ups of the plans. Most pin-ups wereattended by members of the public that were visiting

the studio. Plans, renderings, and initial concepts

created during the day were pinned-up to the wallsand discussed. Technical aspects such as economics,

land ownership, phaseablity, and first steps werediscussed. Members of the public listened in and

added their comments and observations to the planas it was developed and refined.

On Sunday, September 12 the design team was joined by Tim Busse, the town architect of New

Town St. Charles. He sat with Urban Advisorsand the design team to give realistic costs in

today's market in the St. Louis area. He also gaverecommendations from a developers perspective to

give the team further insight on what developers arewilling to take on in today's market that can also befinanceable.

The team's irector of esign presented an early version of the plan to the design team and members of the public during an eveningpinup session.

OPEN HOUSE

O S t d S t b 11 f l O H


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On Saturday, September 11, a formal Open House

was held at the studio. The public was invited toreview and provide feedback on the work produced

by their fellow community members during the

Hands-on Design Session, and see how those ideaswere being translated into the plans being drafted.

The design team was available to answer questions,

and several residents took the opportunity to sitwith the designers to discuss their long term vision

for the site. Of the input received, some of themost prevalent ideas centered around children'sdevelopment services and having a place for families

to go and be a part of their community.

Members of the St. Louis County Department ofPlanning and St. Louis County Economic Council

were available throughout the Open House to meet with residents and review the evolving plan forthemselves.

Community members sat with the design team to incorporate their ideas into the overall vision for the property.

TECHNICAL MEETINGS

Members of the design team met with County


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Councilman Mike 'Mara and andy ouston met with theplanning team in the design studio.

Members of the design team met with County,

regional, and State representatives in a series oftechnical meetings and conference calls. Technical

meetings included meetings with developers,

Missouri Department of Transportation, Metro, theBlack Jack fire chief, Department of Conservation,

Great Rivers Greenways as well as others. Duringthese meetings the team answered design questions

and discussed the draft plan to gain input andensure that the ideas being pursued were balanced

by many viewpoints.

Economic Council staff and representatives from the

County Executive's office were on hand throughoutthe charrette to see the progress being made on the

vision and plan. The feedback received from thesetwo groups was vital to the design team creating a

realistic vision that the County could support andthat would be economically sound.

On Monday, September 14 a special walk-through with elected officials was scheduled. Sandy

Houston, a representative with Senator WilliamLacy Clay's office, Councilman Mike O'Mara, and

State Representative Steve Webb stopped by to seethe communitys ideas and how they were beingtranslated into a single vision.

Technical meetings were held throughout the week.

WORK-IN-PROGRESS PRESENTATION

The charrette ended with an evening Work-in-


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The charrette ended with an evening Work in

Progress Presentation at 6:00 PM on Tuesday,September 14 at the Community College. Over 60

citizens gathered at the college for the presentation.

After an introduction by the Senior Policy Advisorto the County Executive, Mike Jones, Victor Dover

began the presentation with a summary of theweeks events.

Victor Dover reviewed the concepts gathered

from the public at the Hands-on Design Sessionand throughout the week and pointed out ideasfound within the plan that came directly from

local residents. The plan was discussed in a seriesof phases. Change will not happen overnight,

but progress can be expected one step at a time.Renderings illustrated how the property could

redevelop over time.

The presentation was concluded with words from

County Executive Charlie Dooley as he addressedthe audience and expressed his enthusiasm for the

plan and his continued commitment to better thecommunity.

At the end of the presentation, attendants were givena survey to assess if the design team had accurately

captured their ideas into the vision for the future ofJamestown Mall. Survey results showed that 83%

of the audience believed the plan was on the righttrack and 89% believed the County leaders should

initiate the redevelopment possibilities using all ofthe tools available to them.

At the conclusion of the charrette, the design teamdeparted St. Louis and returned home to their

offices. Over a period of seven weeks the illustrativemaster plans produced during the charrette were

refined and the report was created.

ictor over welcomed everyone back and detailed the vision created during the charrette.

County xecutive Charlie A. ooley addressed the audienceand expressed his support for the plan. ollowing the presentation people were able to see the plansup close and ask any remaining questions of the design team.


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F I R S T PR I N C I P L E S 3


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3.1

3.2

3.6

A VISIONFORTHE FUTURE

ECONOMIC PRINCIPLES

PLACEMAKING PRINCIPLES

F I R S T PR I N C I P L E S 3


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A VISION FOR THE FUTUREThis chapter presents the broad scope of the vision

for the future of the Jamestown Mall property; spe


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ECONOMIC PRINCIPLES

"Reset" the Property inEveryone's Mind

Balance Private& Public Interests

Keep it Phase-ableto Keep it Feasible

Balance Neighborhood Desires& Developer Priorities

PLACEMAKING PRINCIPLES

Seek to Establish a New"Heart of the Community"

Design Mixed-Use,Walkable, Smart Growth

Emphasize the Strengths of the Site

Build for the Coming Era,Not the Last One

Build Well,

or Do Not Build

F IRST PRINCIPLESfor the future of the Jamestown Mall property; spe-cific design components of each principle are fur-

ther described and illustrated in Chapter 4: Details

of the Plan.

Through the charrette process, community membersand the design team worked together to develop a

series of basic design and policy principles to guidethe appropriate development of Jamestown Mall.

Shaped from public input during the charrette, theFirst Principles outlined in this chapter embody

the citizenrys vision for the future of this important

property.

The First Principles are divided into two categories.Economic principles are those that guide the mar-

keting approach and implementation. Placemakingprinciples concern the design and physical attri-

butes of the development scenario.

The specifics of each principle reflect the sites

unique needs, summarize the results of the publicplanning process and promote responsible growth,

planning, and development.


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KEEP IT PHASE-ABLE


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KEEPIT PHASE-ABLE

TO KEEPIT FEASIBLE

Redevelopment at Jamestown Mall may not occur

all at once. The plan must be phaseable over time.

A phaseable plan recognizes current economic reali-ties which require small increments of developmentthat can grow over time. In todays difficult fiscal en-

vironment, it is hard to gather the funding from insti-tutions to acquire and develop large parcels of land

and to build large single-use mega projects.

For redevelopment to occur a maximum amount offlexibility and phase-ability needs to be worked intothe plan. This allows developers to create programs

that are supportable by the surrounding communityand that make financial sense. By allowing devel-

opment to be of adjustable scale, developers have

greater flexibility to work with financial institutions.With the ability to have smaller increments of devel-opment, lending institutions do not have as muchfinancial risk.

In addition, a successful redevelopment sequence

can increase the worth of future phases. Early phas-es can be used as financial comparables for future

development, making financing for later phases of

the development on the site easier to secure.

Redevelopment should start small and grow a com-plete community while enhancing the surrounding

neighborhoods and surrounding development. Thiswill increase the value of subsequent phases and cre-

ate the potential for higher profitability of the devel-oper and create higher tax revenues for the County.

xisting Conditions tep The western portion of the site redevelops

tep 2 The outparcels develop tep 3 The anchor stores redevelop

BALANCE NEIGHBORHOOD DESIRES


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BALANCE NEIGHBORHOOD DESIRES

& DEVELOPERPRIORITIES

While the Jamestown Mall site holds tremendous

potential, many uses suggested by the communityduring the charrette are unlikely given the site's lo-

cation and market conditions. For instance, theseinclude a larger regional mall, or Class "A" officespace. Although not all of the desires of the com-

munity will be met, many of them can be.

The redevelopment of the mall site and the new orrevamped uses that will be located there need to

make sense from a banker's and developers per-spective. Developers will not invest in a venturethat they do not believe will be profitable. With that

said, it makes sense for a developer to meet the mar-ket demand.

The plan leaves open the possibility for many al-ternatives for uses. The most successful uses of theproperty will be those for which the desire of thecommunity and developers' priorities overlap. One

such overlapping item is the demand for senior liv-ing and creating a diverse mix of housing, not avail-

able elsewhere in North County.

A variety of housing types makes it possible to ac-

commodate a more vibrant and diverse population,including a full range of age groups. Several hous-

ing types are offered in North County, however,there appears to be a shortage in smaller homes on

smaller lots for senior housing needs or young firsttime home buyers. In a sustainable community, one

should be able to buy a first home, then later moveto a larger home as ones family grows, and after-wards downsize as one ages, all without leaving the

support of familiar neighborhood services and socialconnections behind.

6HQLRUOLYLQJIDFLOLWLHVDQGVPDOOUHVLGHQWLDOKRPHVIRUVHQLRUVFDQEHZLWKLQZDOLQJGLVWDQFHRIWKHYLOODJHFHQWHUPHGLFDORIFHVFLYLFspaces other residences and shops.


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EMPHASIZE THE STRENGTHS OF THE SITE


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EMPHASIZETHE STRENGTHSOFTHE SITE

St. Louis has a vital but fragile relationship with its farming and natural lands.

The relationship is environmental, economic, social, and cultural. Farming andnatural open space are as integral to the city as a garden is to a house.

North County is fortunate in its unique relationship to nature and natural sys-tems that have an impact on the rest of the County. Wide floodplains caused

by the confluence of the Missouri, Illinois, and Mississippi Rivers create fertilesoil for farmlands. This important convergence also caused the unique geologic

condition of the karst topography, found in North County between the MissouriRiver and Lindbergh Boulevard. The frequent sinkholes caused by the erosion

of the soft limestone by the movement of underground water create challeng-ing conditions for large scale development thereby preserving a rural commu-nity feel throughout the area.

The Jamestown Mall site is geographically related to all of the unique attributes

of North County. The southern portion of the study site is bounded by Coldwa-ter Creek, a tributary of the Missouri River which is just over a mile away. The

karst topography is located across Lindbergh Boulevard. The outparcels of theJamestown Mall site are used for farming lending the surrounding neighbor-hoods a small town/rural setting. This relationship to nature should be contin-

ued at the Jamestown Mall site.

Conservation areas and open lands should be used to define the edges of the village and new neighborhoods while creating a connection to surrounding

natural attributes such as Coldwater Creek, the Great Rivers Greenway trailsystem and the adjacent subdivisions. Parks and open space should enhancethe natural environment with native, low maintenance landscaping as demon-

strated at City Garden in downtown St. Louis.

St. Louis has a rich building tradition. The design of buildings and landscapeshould be formed by St. Louis climate, historic development patterns, and

building practices. A trip through St. Louis' historic neighborhoods shows theprominence of a strong building culture.

Missouri iver as seen from ort Bellefontaine

mall brick homes in historic lorissant


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DETAILSOFTHE PLAN4


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4.1

4.4

4.6

4.84.8

4.14

4.16

4.18

4.20

4.22

4.28

4.30

4.32

INTRODUCTION

WHY MULTIPLE PLANS?

CONCEPTUAL PLAN SCENARIOS & ALTERNATIVES

PLAN AREAS

NORTHWEST (SEARS) PARCEL

EXISTING ANCHORPARCELS

CENTRAL PARCEL

EASTERN

OUTPARCELS

SOUTHERN PARCEL

TRADITIONAL NEIGHBORHOOD DEVELOPMENT PLAN

GARDEN SUBURB PLAN

CENTRAL COMMON PLAN

PARK& VILLAGE PLAN


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The large open parking lots and vacant outparcels

comprising Jamestown Mall represent a tremendousopportunity for future diversification of the sites

INTRODUCTION


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uses. Although the mall property is divided between

several owners, each of the parcels of a significantsize making redevelopment strategies possible that

would otherwise be difficult on sites with smaller ormore fragmented parcels. While the first priority

in any strategy should, of course, be to enhancethe success of current owners, large parcels make it

possible to think in a big picture, coordinated waywhile planning for incremental change over time.

This location could provide a competitive alternativeto New Town St. Charles. The primary goal in the

redevelopment of Jamestown Mall should be togrow an urban fabric that reduces dependence on

the automobile. A wide range of benefits will flowfrom the pursuit of this goal.

In order to make the site more walkable, the currentlarge expanses of surface parking should transition

over time into an interconnected network of streetsforming blocks. These streets should be equipped

with the components necessary to make pedestrianscomfortable, such as street trees, benches, narrowtraffic-calmed travel lanes, and on-street parking.

Ample sidewalks must be provided.

Aerial view of amestown Mall.


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The northwest (ears) site is transformed overtime from the single use mall to a village center.

roposed

WHY MULTIPLE PLANS?

The Jamestown Mall Area Plan is centered on one main idea transforming the

single-use, large footprint building of Jamestown Mall into a mixed-use villagecenter that can easily adapt to changing economic needs and pressures.

Northwest

indberghBoulevard


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Due to many variables and unknown factors, the physical layout of the planmust remain flexible to accommodate changing economic forces, developers

pro-forma, and unforeseen needs or uses. While the built-in flexibility leavessome uncertainty about the exact form, layout, and use of the property, the First

Principles, detailed in Chapter 3, help to create stability and certainty aboutfuture development.

The variety of proposed development scenarios allows for phasing that permitsthe Jamestown Mall site to develop incrementally. Single or multiple parcels

may be redeveloped while others may remain as they are.

The overall plan integrates the geometries of the existing buildings and mainroadways so that access to parcels and businesses is not hindered. The end

result of incremental development is that each new construction project helpsto add to a cohesive, complete village. The plan works equally well should theproperty come under single ownership and is redeveloped all at once.

The conceptual plan scenarios and alternatives look at each large parcel and

illustrate the best use and form of development for that parcel based on itslocation on the site and its proximity to surrounding uses and roadways.

Redevelopment can begin with any of the plan areas.

The different plan areas are:

Northwest (Sears) Parcel

Existing Anchor Parcels Central Parcel

Southern Parcel Eastern Outparcels

In this chapter, potential development scenarios will be described for each of

the plan areas. The plan areas are then stitched together to illustrate overallplans that represent development strategies for the entire site. The plan areas

can be mixed and matched with one another leaving maximum flexibility whilemaintaining a cohesive plan for the site.

Northwest(ears)arcel

outhernarcel

Centralarcel

xistingAnchorarcels astern

utparcels

lan Areas

Economic development strategies are described in detail in Chapter 5: Economicsand implementation strategies and funding mechanisms are detailed in Chapter6: Next Steps.

2' 4' 8'

OldJ

amestownRoad

City ofBlackack

Coldwa

terCre

ek

In addition to following the First Principles (see

Chapter 3), each plan scenario also adheres to fourbasic urban design principles that are common

in historic and new mixed-use communities andwalk


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TA T AN AT May 2

pecial reserved sites for civic buildings and functions

5minute walk

Connected network of walkable streets

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in historic and new mixed-use communities and

suburban villages.

1. There is an identifiable center and edge,

2. Special places are reserved for civic purposes

3. Each is of a walkable size so that residencesare within a five to ten minute walk fromdaily needs

4. There is a connected network of walkable

streets.

5-minu

tewa


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CENTRAL COMMON PLAN PARK & VILLAGE PLAN

indberghBoulevard

indberghBoulevard

obbins Mill oad obbins Mill oad


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The Central Common Plan starts with the premise that all of the mall property

comes under single ownership of a master developer. This scenario allows theproperty to be developed in a manner irrespective of the existing property lines,roadways, underlying infrastructure, and buildings. With more freedom to formdifferent geometries, a larger central gathering space surrounded by shops and

townhomes, similar to Lafayette Square, would be possible. It should be statedthat any of the scenarios would benefit from and could be implemented under

single ownership and a master developer.

Additional detail on the Central Common Plan scenario is on page 4.30.

The Park & Village Plan scenario is one in which portions of the site are

transformed into a park while others are cleared of their existing conditionsto reduce blight, but are held until economic conditions are more favorable todevelopment. This scenario could be considered an interim stage to the otherdevelopment scenarios.

Additional detail on the Park & Village Plan scenario is on page 4.32.

2' 4' 8' 2' 4' 8' ''

OldJ

amestownRoad

City ofBlackack

Coldwa

terCre

ek

''

OldJ

amestownRoad

City ofBlackack

Coldwa

terCre

ek

egend

t

Civic Buildings

Buildings

NORTHWEST (SEARS) PARCEL

PLAN AREAS

The northwest parcel is located at the intersection of

Lindbergh Boulevard and Old Jamestown Road andis currently home to the vacant Sears building. The

entrances to the parcel are close to this intersection,

indberghBoulevard


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ots

treet Trees

arking

reen pace

p

and it is the most visible parcel from the existingroadways. The visibility from the intersection

presents an opportunity for redevelopment ofthe northwest parcel to be the first phase of

redevelopment.

The northwest parcel is the ideal location forcreating a village center to meet the local retail andentertainment needs of the surrounding community.

A new street connecting Lindbergh Boulevard and

Old Jamestown Road is seen as a future highstreet, while a new access lane along the north and

west sides of the site allows for on-street parkingand access away from the busy intersection.

Two schemes showing potential development of thenorthwest parcel are illustrated to emphasize that

the street network and park spaces can be laid outbefore all final development decisions are made.

Both scenarios use the same basic block and streetnetwork but reveal the versatility of the plan.

illage redevelopment on northwest parcel cenario A

' 2'''

OldJamestownRoad

ighS

treet

Access ane

lan eatures

armers' Market ties the community toits rural surroundings.

quares and greens are spatiallydefined by building frontages.

enior iving acility

0HGLFDOIFHV

etail treet

Bus top ocation

rocery tore is within walkingdistance of many new homes.

Movie Theatre

Multiple entrances into the communityprevent bottlenecking anddisconnectedness of onewayin onewayout communities.

arking is located midblock withgarages placed on alleys.

A

C

B

A

C

B

B

lan Area ey

Scenario A shows a minimal amount of developmentwith a small mixed-use area along with townhouses

and single-family homes. Scenario B demonstrates

egend

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Civic Buildings

Buildings

indberghBoulevard


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TA T AN AT May 2

the potential for more intense development. Theblock and street network accommodates a mix of

uses including retail, coffee shops, live/work units,attached dwelling units, offices, and a senior living

facility.

In both scenarios, several small greens providespaces for community gatherings and civic art. Afarmers market building faces onto a green along

the north side of the property and acts as a focalpoint for the neighborhood.

illage redevelopment on northwest parcel cenario B

lan eatures

esidential lots back toward existingback of house areas and parking lots.

Buildings facades should be aligned aswalls form a room.

A corner store andor civic building at theheart of the community allows residentsto walk to the market instead of having todrive out of the neighborhood.

utbuildings offer additional livingspace and storage.

igh treet is still the main retail street.

Bus top ocation

Additional retail space replaces residential uses.

ivework units add additional homework or small retail opportunities.

A

C

B

ots

treet Trees

arking

reen pace

' 2'''

OldJamestownRoad

ighS

treet

Access ane

A

C

B

B

indberghBoulevard

Sample land use diagrams illustrate in more detail the way that the sameblock and street network can accommodate varying densities. In Scenario

B, some parking may need to be accommodated mid-block on adjacentparcels.


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age 4.


cenario B

Mix of ses - evelopment Area ootprint (sf) pace () nits

HWDLOIFH 2 24

iveork nits 52 52

Multifamilyenior iving 45 25 3

ingle amily Townhouses

arking paces 448

otal esidential nits 4

' 2'''

OldJamestownRoad

indberghBoulevard

OldJamestownRoad

' 2'''

cenario A

Mix of ses - evelopment Area ootprint (sf) pace () nits

HWDLOIFH 2

iveork round pace 28 28 2Multifamilyenior iving 35 85 88

ingle amily Townhouses 2

arking paces 448

otal esidential nits 4

egend

Multifamily Assisted iving

iveork Building

Civic pace

ingle amily Townhouses

ightof ay arking

HWDLOIFH%XLOGLQJ

ample and se cenario A

ample and se cenario B


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TA T AN AT May 2

A mixed of uses contribute to vibrant public places.

The new high street is the central shopping

district of the village center. It is to become thecenter of the community by providing needs suchas shopping, restaurants, entertainment venues,and places to gather. Retail opportunities can be

supported by creating medical and office spaces aswell as providing different types of housing options

not offered elsewhere in North County.

Ample sidewalks, street trees, and on-street parking

are envisioned to create an outdoor public room ofactivity. Parking lots are located mid-block and do notdetract from ones experience while in public spaces.

The high street creates a perfect location for accessto public transit. The linkage between Lindbergh

Boulevard and Old Jamestown Road creates a loopthat will be easy for buses to navigate and quickly

return to their routes. In addition, the activity on

high street makes it an ideal bus stop location.People can wait for the bus with dignity and runa few of their daily errands at the neighborhoodstores while they wait for the bus.

A range of housing can be provided on the northwest

parcel such as live/work units, multifamily dwellings,townhomes, and senior living facilities.


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Complete neighborhoods should have a range ofresidential unit types and living options that cater to

all age groups. A range of housing types makes itpossible for a person to stay in their neighborhood

and close to family and social contacts as they mature.

Zimmerman/Volk Associates and other population

trend analysts estimate that there are 77 million

enior housing such as shown at left above is an integral part of the proposed new walkable village.

Baby Boomers in the country who will soon beempty nesters and many are headed back to new

and existing walkable urban centers. This growingsenior population will be in particular need of living

environments that do not depend on the use of theautomobile. When seniors have the option to live

within a short walk of a grocery store, pharmacy,

and other shops, they are able to maintain a healthy,

productive, independent lifestyle for much longer.

Seniors benefit from close proximity to the diverserange of age groups attracted to vibrant mixed-use

places. Daily contact with people of different agesis stimulating and can increase longevity. Younger

age groups can likewise benefit from the lifetimes of

experience that seniors have to share.


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TA T AN AT May 2

A mix of residential housing could be within the same

block. A corner store could be adjacent to attachedtownhomes which would be next to single familyhomes. Buildings meeting the public space of the

street in a consistent way allow a variety of buildingtypes to coexist seamlessly with one another.

A variety of residential building types would be located within walking distance to shops.

Each plan scenario is designed to incorporate the existing anchor tenants

buildings with their requirements for large-scale parking, direct visibility, andample loading areas into the walkable village center. Ideally this synthesis will

result in a pedestrian-scaled place that is also anchored by the existing retailshopping. However, should the anchor tenants eventually close, the plans are

EXISTING ANCHOR PARCELS

Lindberg


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shopping. However, should the anchor tenants eventually close, the plans aredesigned to extend the block and street network onto these parcels creating a

more complete and cohesive village.

The anchor owners would be located amidst a variety of urban building types,including street oriented mixed-use buildings with commercial shopfronts on the

ground floor and offices on above, townhouses with dooryards or porches, andcourtyard apartment buildings set close to the streets. These building types canrespond to a variety of needs and their uses can change over time because of the

way they address the public spaces is more important than the interior functionof the building. The anchor stores that front large expanses of parking have less

flexibility in use. The integration of the village center and the neighborhoodwith the anchor stores may be important should the anchor stores, which have

less programmatic flexibility and a shorter design life, one day close.

lan eatures

xisting anchor stores coexist alongside newneighborhoods.

xisting arking ieldsntrances into anchor stores from the plazareplace interior corridor entrances.

xisting loading docks are preserved.

New development on adjacent parcels backWRZDUGSDULQJHOGVDQGORDGLQJGRFV

' 2' 3'

ghB

oulevard

C enneyutlet

Macy's

A

C

B

A

C

B

A

B

B

B

C

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Civic Buildings

treet Trees

arking

reen pace

xisting Buildings

lan Area ey

Lindberg

If the existing anchor tenants choose to relocate in the future, the street network

can be extended across the sites and completed with the fronts of buildingsfacing fronts and the rear of buildings facing alleys. Blocks from adjacent parcels

can be completed, culminating in a cohesive block and street network. Newgreen spaces could be formed creating identity for the final portion of the


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age 4.5

TA T AN AT May 2

ghBoulevard

lan eatures

New development completes the blockand street network begun with previous

development.A direct eastwest connection across thesite is completed.

reen spaces serve the surrounding residences. As a general rule the tighter the ratio of the width of greens and streets to theheight of surrounding buildings the strongerthe sense of place.

quares and greens are spatially definedby building frontages.

reens can be used as playgrounds andtemporary stormwater retention.

mall civic buildings terminate long views.

irect connections are made between thegreens within each segment of the neighborhood.

A

C

B

A

C

B

A

A

4'2' 8'

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Civic Buildings

treet Trees

arking

reen pace

Buildings

g p g y pdevelopment.

Commercial or apartment buildings would then frame the end of the plaza

where the large anchor buildings once stood.

The plaza would then be seamlessly connected into the neighborhood withadditional street connections and links to Lindbergh Boulevard.


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The plaza is intended to be all at one level with

the interior space protected by bollards. The plazacould either be fully urban, with brick, stone, or

cobblestone, or less urban with grass and nativelandscaping.

lan eatures

esidential units complete theblock begun on the northeastparcel.

A

M


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TA T AN AT May 2

If the anchor tenants remain, the plaza wouldprovide a new front door at entrances currently

entered via the interior of the mall. The entranceswould face a high quality public space in addition to

the parking lots they face now. If the anchor storeparcels redevelop, streets can extend out from theplaza continuing the street and block network.

CONCEPTUAL PARKSCENARIO

An alternative for this parcel is that it could also bedeveloped as a recreational park. The block begun

on the northwest parcel is completed with a row ofbuildings.

The streets running north-south can remain intact while the other streets are removed or replaced

with pedestrian paths. When a coherent block andstreet network is in place, blocks can be joined

to accommodate larger uses and create cohesivepedestrian environments.

In both scenarios, the anchor tenants can remain inoperation while development occurs around them.

Community ardens

Cafe

occer ields

Tennis Courts

Basketball Courts omecourts may be enclosed in abuilding for year round play.

arking

verflow parking is accommodated in existing parking lots.

Baseball oftball fields

vent awn

mall etail or Civic Buildings

Civic laza

edestrian connection to thevillage center.

C

B

' 2' 3'''

OldJa

mestownRoad

C enneyutlet

Macy's

M

A

C

B

M

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Civic Buildings

treet Trees

arking

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Buildings

laza pace

The eastern outparcels include the two entrances to Jamestown Mall

from Lindbergh Boulevard. The parcel is made up of three outparcelscurrently being used for agricultural purposes.

Just as in the village center, an access lane would be created adjacentLi db h B l d Thi i f h i i d

EASTERN OUTPARCELS

obbins Mill oad


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to Lindbergh Boulevard. This separation from the existing roadway

adds to the greenbelt around the site and makes a more resilientstreet address and provides on street parking.

The access lane could continue all the way to the village center on the

northwest parcel or it could turn earlier and leave a remnant of theagricultural lands by the farmers market. This vestige of agriculturalland could also be reconfigured as a community garden, linking the

village center to its rural neighbors in North County.

The Fox Manor subdivision wrapping the east and south sides of theJamestown Mall site include stub out street connection points for

inter-connectivity. The plan utilizes these potential connections andlinks into the existing community. Residential lots, comparable in sizeto the adjacent lots, border the existing units to form complete blocks.

Green space flowways protected in the surrounding subdivisions arecontinued onto the site.

lan Area ey ' 2' 3'

LindberghBoulevard

lan eatures

Natural drainage pattern to Coldwater Creek is continued with a parksystem that serves as both civicspace and stormwater management.

"tub outs" from ox Manor areconnected to creating completeblocks.

The ring road becomes a treelinedavenue with a median making residential uses more attractive.

dge lots allow parking from driveways on the sides of lots; howevergarages are always located at therear of the lot.

ndoor ports acility located next tothe illage Center.

A

C

B

A

C

B

B

A

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Civic Buildings

treet Trees

arking

reen pace

Buildings

Agriculture and

During the charrette a desire for indoor basketball or an indoor quarter

mile track and fieldhouse was expressed. TO be built in this location,they would need to be financially viable and supported by additional

feasibility studies. They have been included as an option to illustratehow they could be incorporated into the village neighborhood.

obbins Mill oad


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TA T AN AT May 2

These types of facilities do not need to take up large portions of thesite. Just as with the Park Plan scenario, a few blocks can be joined

to create an appropriately sized parcel for these facilities. A potentiallocation could be to face Lindbergh Boulevard along the eastern

portion of the site.

The sports facilities' main parking would be provided within the

interior of the block. The existing parking fields can be used foroverflow and event parking. In the event that the existing parking

fields no longer exist, parking would be accommodated in mid-blocklocations throughout the village center and neighborhood. The tree

lined streets will provide a nicer atmosphere to walk the short distanceto the facility than the large open parking lots would.

The long, and likely blank, facades of the indoor sports facility andfieldhouse are adjacent to the rear lot lines of homes, minimizing

their visual effect on public spaces.

C enneyutlet

Macy's

' 2' 3'

LindberghBoulevard

lan eatures

ndoor sports center can beintegrated into the villageneighborhood.

ieldhouse with quarter mile track

/RQJEODQZDOOVRIWKHHOGKRXVHdo not detract from the publicrealm by being located in midblocklocation.

ropff for ieldhouse

arking is in midblock location.

YHURZSDULQJLVSURYLGHGLQH[LVWLQJSDULQJHOGVRULQIXWXUHmidblock locations.

esidential development backstoward parking lots and areaccessed through rear alleys.

reserved agricultural land couldalso become a community garden.

An access lane permits onstreetparking and makes a better streetaddress than indbergh Boulevard.

A

C

B

A

C

B

C

egend

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Civic Buildings

treet Trees

arking

reen pace

Buildings

Agriculture and


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ame

stown

Road

A limited amount of residential, senior living or other types of

development could be built in this location. This parcel has manyconstraints and development in the area may be difficult, but is

achievable.

An additional street connection could be added to connect to the Fox


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age 4.2

TA T AN AT May 2

lan eatures

Neighborhood reens

etention ond

reat ivers reenway Trail

Bike hop (Trailhead)

New treet Connection

Naturally reserved pen pace

A

C

B

A

C

B

C

' 2' 3'

City ofBlackack

Coldwa

terCre

ek

Old

JamAn additional street connection could be added to connect to the Fox

Manor neighborhood. This would improve connectivity of the FoxManor neighborhood to the village center while not burdening the

neighborhood with additional traffic.

A

egend

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Civic Buildings

treet Trees

reen pace


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raditional eighborhood evelopmentlan eatures

illage Center

igh treet is the main commercial street

A

B

A

B

Documents

Jamestown Mall Area Plan_DRAFT_May 2011