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614.678.0214
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 orientation, Public-Private Partnership, Award-winning TIF, City Brand
Creekside: A New Heart for Gahanna – a destination “Place”, economic opportunity, 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 BusinessCNN - 2010
Gahanna Spaces: making Places…
The Creekside Story – blighted SpacePre-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 firehouseForeclosed 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 theHoliday 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 Creekwalklinking 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
on site Old Bag of Nails
Facade designed to incorporate elements of both the creek and the street
Voted the best outdoor patio in Columbus regionin 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 oriented
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
CCCC
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: $10,500,000Public 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 integritymaintained with threebuildings, 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
[email protected], Ohio 43230
614.678.0214