Placemaking

A PUBLICATION OF GREAT LAKES CAPITAL FUND VOLUME 20 | ISSUE 2 | 2013

PLACEMAKING The Creation HOW IT IS EXPLODING IN OUR

COMMUNITIES…PIECE BY PIECE

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D E PA R T M E N T S

F E AT U R E S

PLACEMAKING: CREATING QUALITY PLACES WHERE PEOPLE WANT TO BE ......................................6

MICHIGAN COUNCIL MAKES THE CASE FOR PLACE................................................10

PLACEMAKING WITHIN AN AFFORDABLE HOUSING COMMUNITY CREATES HOLISTIC APPROACH TO LIVING ...............................15

CREEKSIDE CREATES THE NEW "HEART" FOR GAHANNA .................................18

PLACEPLANS: ENVISIONING A NEW FUTURE IN MICHIGAN .....................................24

LEADERSHIP AND PLACEMAKING ..............................28

CEO’s MESSAGE .........................................................5

More Than Making Places

GLCF NEWS .............................................................30

Collaborating For Communities: Great Lakes Capital Fund and Delaware Community Investment Corporation Announce Merger

Silver Star Apartment Homes, Serving Formerly Homeless Veterans, Doubles Capacity & Efforts to House Vets in Battle Creek, Michigan

Terrence R. Duvernay: The Legacy

EVENTS & HAPPENINGS ...........................................34

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CEO’s MESSAGE

MORE THAN MAKING PLACES

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BY MARK MCDANIEL, CEO/PRESIDENTGREAT LAKES CAPITAL FUND

5

I first heard about placemaking* in the 1970’s as part of my urban planning classes at MSU. Back then, it seemed to me it was another utopian academic planner’s exercise. Over the years, I’ve seen parts and pieces of the concept, but due to a lack of vision, funding, and coordination they fell short. In the 2000’s there have been books written on the concept, which were used by many politicians to describe their unique pro-spective on creating economic opportunities in distressed communities. Most of these initiatives were more political than real, due to a lack of coordination amongst the public, private development, and investor sectors. As it has turned out, once people understood that it was demographics that were driving this model and not just catchy phrases, it has gained real development momentum. Bernard Hunt, an architect in London quoted those prior points well, “We have theories, specialisms, regulations, exhortations, demonstration projects. We have plan-ners. We have highway engineers. We have mixed use, mixed tenure, architecture, community, urban design, neighborhood strategy. But what seems to have happened is that we have simply lost the art of placemaking; or put another way, we have lost the simple art of placemaking. We are good at putting up building but we are bad at making places.” The demographics of the millennials and seniors are looking for that place…that place to gather, to communicate…to feel part of a community that has organized functions for people to make a connection. There are exciting examples of this sense of place model in Marquette, Michigan, downtown Indianapolis, Madison, Wisconsin, and emerging in Grand Rapids and even the Central Business District and in Mid-Town of Detroit. It is real and exciting. Great Lakes Capital Fund sees this movement as a model to invest in and provide lending opportunities. We have dedicated this issue of Avenues to providing an in-depth presentation of placemaking and the future of its impact across our footprint. On a side note, we recently announced GLCF’s acquisition of the interests in the Delaware Community Investment Corporation. This is a historic moment in our history of strategic growth. The joining of two like-minded, mission-driven organizations will strengthen DCIC’s presence in Delaware and surrounding states. The strengths of GLCF systems, processes, and reporting will provide the growth necessary for DCIC to continue being a strong partner to its developers and investors. They have a wonderful committed staff and we are blessed to be able to work side by side with them to make a difference in people’s lives in Delaware and its surrounding areas.

* http://en.wikipedia.org/wiki/Placemaking#cite_ref-2

6 GREAT LAKES CAPITAL FUND

Have you ever wondered about or studied how your com-munity was created? Did it start with a couple of buildings at an intersection and blossom from there in a haphazard fashion? Did one person create the original plat for the whole town, complete with all the street names and lots of different sizes? Or did a group of people come together with a vision for the values, look and feel of the community and make choices based on that foundation? Did the vision for the community change over time to address new needs and desires? Perhaps a lack of initial vision, or the ability to adapt to social or economic changes, has led to a lower qual-ity of life in the community where you live. Perhaps people have

been leaving your community as a result, as has happened in many of Michigan’s communities recently. Whatever has or has not happened in the past led to this point. The question that we are now faced with is: How do we do things differently to achieve a better result in the future? The short answer is Placemaking. Placemaking is simply defined as “the process of creating quality places that people want to be in.” Fundamentally, it is about establishing and implement-ing a vision for places that will attract people and create a high quality of life, while meeting current needs and desires for hous-ing, transportation, work, school, recreation, entertainment, etc.

I WONDER

PLACEMAKINGCREATING QUALITY PLACES WHERE PEOPLE WANT TO BE

BY MARY BETH GRAEBERTMICHIGAN STATE UNIVERSITY LAND POLICY INSTITUTE

FEATURE

AVENUES TO AFFORDABILITY 7

In Michigan, we are also pursuing Strategic Placemaking that goes a step further to generate economic development through the attraction and retention of talented people and innovative businesses that want to be in quality places, and will help make us more competitive on a global scale. There is a growing demand for urban living that provides choices, convenience and comfort. The demand for quality urban living is rising fastest among Millenials and Baby Boomers. People want more urban choices than are presently available, especially in Michigan cities. They want more choices in housing and transpor-tation; they want more variety in entertainment, cultural offerings, green space, and recreation; they want more diversity in ages, races, sexual orientation and cultural heritage; they want more business and entrepreneurial opportunities. In short, they want quality Places with allure, pizzazz and interest. This desire is especially prevalent among talented workers, who are not only the economic engines of the Knowledge Economy, but are also highly mobile and can choose to live wherever they want. Talented workers include knowledge workers, the Creative Class and entrepreneurs (of any age, who are often immigrants). Attracting and retaining these people is important for economic development, but when we create the Places that they desire, everyone benefits from a higher quality of life! The characteristics of a quality place include environments that are active, unique, interesting, visually attractive, people-friendly, alluring and green. The simple formula for a quality place is good physical form (aesthetically-pleasing and comfortable), plus good social activity (functional and fun). Places with these two elements generally elicit a positive emotional response, which is what attracts people and keeps them coming back. Attracting a variety and volume of people also tends to lead to economic activity. Good physical form is a critical component of Placemaking that can get lost when communities or places are developed without a vision, or when they are developed to meet a goal other than people-orientation (e.g. automobiles). Good form is the proper arrangement of the built environment (buildings, structures and other objects) and space (public and private). It includes urban design features, such as mass, height, setback, relationship to public right-of-way, door and window openings, etc. Having good form(s) encourages sustained human activity. The process of Placemaking requires engaging and empowering people to participate in helping to shape the form of their com-munity. It embraces a wide range of projects and activities and is pursued by the public, nonprofit and private sectors together. This process is often what created many of the quality places we already have. It can be organic when there is good form, but it usually takes a long time. Examples of placemaking projects include downtown street and façade improvements, and neigh-borhood-based residential rehabs, residential infill and small scale multi-use projects. These placemaking projects can also be

EXAMPLES OF STRATEGIC PLACEMAKING PROJECTS INCLUDE

MIXED USE DEVELOPMENTS IN SPECIFIC NEIGHBORHOODS, ALONG RAPID TRANSIT LINES

(CORRIDORS), AT KEY NODES, AND IN KEY CENTERS. IT CAN OFTEN

BEGIN WITH THE REHABILITATION OF EXISTING STRUCTURES, SUCH

AS HISTORIC BUILDINGS. EXAMPLES OF STRATEGIC PLACEMAKING

ACTIVITIES INCLUDE FREQUENT, OFTEN CYCLICAL, EVENTS

TARGETED TO TALENTED WORKERS, AS WELL AS OTHER ARTS,

CULTURE, ENTERTAINMENT AND RECREATIONAL ACTIVITIES THAT

ADD VITALITY TO QUALITY PLACES.

activities or events, such as neighborhood festivals, public art projects or installation of public seating; the Project for Public Spaces refers to many of these latter projects/activities “Lighter, Quicker, Cheaper.” (www.pps.org). Strategic Placemaking, on the other hand, is targeted to achiev-ing a particular goal in addition to creating quality Places. It aims to create Places that are uniquely attractive to talented workers so that they want to be there and live there, and by so doing, they create the circumstances for substantial job creation and income growth. This occurs because when there are concentrations of talented workers, businesses move to that area to take advantage of the concentration of talent. Strategic Placemaking embraces a wide range of projects and activities and would be pursued by the public, nonprofit and private sectors on a targeted basis over at least 10-15 years. Strategic Placemaking requires a larger vision. It is focused on the creation of quality Places in limited locations through coordinated plans of regional economic development entities


(regional strategic plans) and local communities (master plans & sub-area or project plans at the site level). Strategic Placemaking is a targeted process (i.e. it is deliberate and not accidental) involving projects and/or activities in specified locations that results in qual-ity, sustainable, human scale, pedestrian-oriented, bicycle-friendly, safe, mixed-use, broadband-enabled, green places, with lots of recreation, arts and culture, multiple transportation and housing options, respect for historic buildings, public spaces and broad civic engagement. Targeting Placemaking investments is critical because we don’t have enough resources to completely remake our communities all at once, so we must create urban spaces that will attract talent and jobs.

ENGAGING IN STRATEGIC PLACEMAKING Engaging in Strategic Placemaking is not sufficient to achieving quality Places. Following are other critical elements of quality Places that need to already be in place (or simultaneously under development) for Placemaking to be effective:

• Good schools and post-high school education opportunities• Road system in good shape• Sewer, water and storm water services in good shape• Responsive police and fire systems• Good garbage pickup• Street lights that work• Electricity, natural gas, cable, telephone, etc.

What does a community do if it does not have these founda-tional elements in place? In order for Strategic Placemaking efforts to be successful, a community must work on achieving these elements while starting placemaking projects simultaneously in targeted centers, nodes or corridors.

THE BENEFITS OF PLACEMAKING The benefits of Placemaking are numerous. It can:

• Improve global economic competitiveness by attracting and retaining talent and jobs.• Create a growing tax base and tax revenues to support needed urban services while improving return on investment for developers.• Create or restore a higher quality living environment in key parts of a community through urban redevelopment that builds on existing structures and infrastructure with good form.• Provide a wider range of living, transportation, entertainment, recreation and related options than exist at the present time.• Modernize development review and approval processes.• Empower citizens to engage in placemaking.

The Michigan State University (MSU) Land Policy Institute (LPI) has recently been engaged in research to try to quantify some of the economic benefits of Placemaking. Previous studies

have shown that there is a positive impact in the cities where Placemaking is embraced. For instance, Joseph Cortright from CEOs for Cities found that a one-point increase in walkability in a neighborhood (as measured by the Walk Score algorithm at www.walkscore.com) is associated with a $700 – $3,000 increase in surrounding home values in the housing markets he analyzed (including Chicago, Illinois). An LPI pilot study, the results of which were released in March 2012, appeared to provide evidence of the economic benefits of Placemaking as well. For instance, in Lansing, living within a half-mile (walking distance) of restaurants, performing arts, sports facilities and other recreation industries had a positive impact on property prices. Having a mix of commercial and residential properties within a half mile also contributed to higher property prices. In Royal Oak, higher educational attainment (including bachelor, graduate or professional degrees) was associated with higher property prices, suggesting that attracting knowledge workers has a positive local economic impact. The influence of walkability on home prices is just one way to measure the effectiveness of Placemaking. In another study by Grand Valley State University, ArtPrize — a Placemaking activity that brings thousands of artists and art enthusiasts to downtown Grand Rapids (pictured on pages 8 and 9) for the world’s biggest art competition — was estimated to have created up to $7 million in economic activity in 2010. Understanding the economic impacts of Placemaking projects and activities can help communities justify and leverage their investments. While the benefits to Placemaking are clear, and becoming clearer, there are still several obstacles that Michigan communities and the many proponents of Placemaking must face. For starters, local plans and regulations often reflect urban planning methods that create auto-oriented, disconnected places with separated

uses; these policies must be changed in order to enable Placemaking to occur. Also, despite the growing demand for urban living, there are still many people who are used to living in dis-connected communities and driving their cars;

FEATURE

Placemaking will face NIMBY (“Not in My Backyard”) challenges in many communities. As previously mentioned, there are a host of other critical factors that must be in place or underway to support Placemaking; many Michigan cities struggle with providing the good schools, roads, water and sewer infrastructure, police and fire services, utilities and other amenities that are foundational to quality of life. In addition, resources and financing mechanisms for the implementation of Placemaking projects and activities are of-ten hard to come by; so giving local governments, nonprofits, and private developers the access to capital and other tools that they need to support Placemaking is essential to its success. Finally, there remains a lack of understanding among several key stakeholder groups, including developers, lending institutions and the general public, about Placemaking. In fact, a survey in the first quarter of 2012 by LPI and MSU’s Institute for Public Policy and Social Research revealed that only 1.4% of Michigan’s population was “very familiar” with the term “placemaking” and another 13.1% were “somewhat familiar” with the term. Other LPI studies have shown that many local government officials, developers, financial institution representatives and the general public believe in the positive economic impact of Placemaking, though the process, methods and logistics are less clear. Fortunately, there is an initiative, called the MIplace Partnership, underway to provide education and training, tools and technical assistance with regional and local plans to Michigan communities. The goal of The MIplace Partnership Initiative (www.MIplace.org) is to create more jobs, attract and retain talented workers, and raise incomes at least in part, through targeted local and regional Placemaking activities; thereby restoring prosperity in Michigan. The spillover effects of effective placemaking to surrounding neighborhoods, jurisdictions and whole metropolitan regions will help to move the entire state forward. Along with other targeted policies and programs, Placemaking can reverse the effects of a long history of developing communities that led to disconnected places, loss of population and economic downturn by meeting changing societal demands and putting in place the processes that will keep communities vital and sustainable. This means creating the kinds of quality places where people will want to be today and in the future.

AUTHOR MARY BETH GRAEBERT IS THE ASSOCIATE DIRECTOR FOR PROGRAMS &

OPERATIONS AT THE MICHIGAN STATE UNIVERSITY LAND POLICY INSTITUTE WHERE

SHE HAS BEEN EMPLOYED FOR NINE YEARS. SHE EARNED A MASTER’S DEGREE IN

APPLIED ECONOMIC FROM THE UNIVERSITY OF MINNESOTA AND A BACHELOR’S

DEGREE IN INTERNATIONAL RELATIONS FROM MICHIGAN STATE UNIVERSITY. SHE

HAS TAKEN A SPECIAL INTEREST IN PLACEMAKING THROUGH THE WORK THAT SHE

DOES TO ASSESS THE ECONOMIC VALUE OF NEIGHBORHOOD AMENITIES AND

EVALUATE PEOPLE’S PREFERENCES FOR WALKABILITY, MIXED USE AND GREEN SPACES.

9

Arnold Weinfeld, co-chair of the Michigan Sense of Place Council, can tick off a broad set of placemaking success stories without coming up for air. In Alpena, the Art in the Loft gallery, sitting atop a historic mixed-use building downtown, rivals anything you might find in Ann Arbor and is helping the community become the art and cultural center of Northeast Michigan. Marquette is drawing national attention for how it has reclaimed its waterfront to spur economic development. “They’ve got housing down there, they’ve created parks and trails. It’s a great place,” he said. Even in Detroit — especially in Detroit — ”there is “a ton of people on the ground” dedicated to making areas like Midtown and downtown sizzle with excitement. “Midtown has a 2 percent vacancy rate — 2 percent!,” Weinfeld enthused. “That’s because of the strategy they are employing, with the Cultural Center, the Wayne State University Education Center, and the health care centers working together to create the kind of place that their employees want to live.” Across Michigan, communities north and south, large and small, are passionately engaging in placemaking which, simply put, is creating the regions, the cities, the townships, the neigh-borhoods, and even the blocks where people — especially young adults — want to live, work, and play. Not to mention open and grow businesses. They’re doing it out of a sense of civic pride and sheer necessity. Placemaking is driven by a generational shift in lifestyle prefer-ences that is almost seismic. While baby boomers opted to buy homes and raise families in the suburbs, drive to city jobs, and return home, the Millennial generation, now America’s largest, is

taking a different path. More than 80 percent prefer urban living, some studies say. Millennials would rather walk to nearby restau-rants, clubs and parks, and use public transportation, bikes or just their feet to get to work. “I like to call it going back to the future a little bit, to a time when our downtowns were bustling with shoppers and people who lived above those shops. Back to a time when people hung out in the downtown area,” said Weinfeld, Director of Strategic Initiatives for the Michigan Municipal League, which has created a Center for 21st Century Communities (21c3).“ The Sense of Place Council has been a guiding force in envi-sioning and implementing the road to the future through place-based economic development since 2006. Its membership roster is broad enough and influential enough to cover all the bases of placemaking. It includes associations representing local govern-ments, small businesses, urban planners, Realtors, developers, parks advocates, transportation planners, arts and culture, and many others.


M ICH IGAN COUNC I L MAKES THE

CASE FOR PLACEBY NATHALIE WINANSMICHIGAN SENSE OF PLACE COUNCIL

FEATURE


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“Place-based economic development is about creating vibrant, vital, attractive communities likely to draw and retain residents who can contribute to the eco-nomic progress of the community,” says Jeffrey D. Padden, president of Public Policy Associates, Inc., which supports the work of the Council. “It can be the arts and cultural scene, walkable communities, or mixed-use developments. And there is an important element of supporting en-trepreneurship and the synergy among entrepreneurs that makes them more likely to commit to a location for the long term.”

MAKING THE CASE FOR PLACE

The Sense of Place Council has built awareness and support for placemaking by engaging state policymakers and by spread-ing the word to the various organizations, local affiliates, and members across the state. Its work has contributed to the state’s fundamental shift in job-creation strategies from “chasing smokestacks” (big out-of-state companies) to economic gardening, which is about nurturing Michigan-based companies with the potential for growth. Over the past several years, Michigan has been a leader in placemaking in part because the stakes are so high. The state suffered through a single-state recession for years and lost thousands of young college graduates to urban hotspots. A large per-centage of young Michiganders began an exodus — not just for good-paying jobs, but for a lifestyle. Chicago has been the

LANSINGDowntown Lansing has experienced a surge of vitality in recent years. The Stadium District lofts are among the modern housing options, drawing Cooley Law school students and other young adults into the center of the city. Bike paths and sidewalks are being added. Now regional leaders are developing plans for the Michigan Avenue/Grand River Avenue corridor from the Capitol east to Webberville that would dramatically change the look and feel of the region’s Main Street. The Capital Area Transportation Authority will include bus lanes in its new Bus Rapid Transit that speed movement of passengers from Lansing to the Meridian Mall in Okemos.

GRAND TRAVERSE REGIONMore than 15,000 residents across six counties engaged in the development of “The Grand Vision,” a blueprint for the 50-year future of land use, transportation, economic development, and environmental stewardship. The Grand Vision, which has fostered unprecedented collaboration among governmental units, includes affordable housing, “Complete Streets,” and strategies to integrate agriculture and tourism into economic-development planning.

GRAND RAPIDSThe west Michigan city has been the pacesetter in building a happening place where young people want to work and live. Events like ArtPrize, popular entertainment and restaurants, and new mixed-use developments bring thousands of people to Grand Rapids to work, live, or visit. The under-construction Silver Line bus rapid transit will connect Grand Rapids to the neighboring city of Wyoming, get commuters to destinations 40 percent faster than traditional buses, and fuel economic development along the route. “Few small cities, and possibly none in the industrial Midwest, have been nearly as successful,” the New York Times reported last year.

DETROITResidents of the Midtown neighborhood can walk to 10 theaters, nine museums, and over 40 restaurants. Three major employer — Detroit Medical Center, Henry Ford Health System, and Wayne State University — offer incentives for their workers to live there, and the supply of housing cannot keep up with demand. The planned three-mile M1 Rail streetcar line responds to the growing demand of modernized public transit and marks a transportation turning point in the Motor City. Key business leaders including Quicken Loans CEO Dan Gilbert are investing hundreds of millions of dollars in the city and envision Parisian style cafes, ice cream kiosks, and other amenities to make the city a magnet for young, talented people.

MARQUETTEThe development of the downtown Landmark Inn and the Upfront Building (home to a popular restaurant, for storefronts and offices) in the mid-1990s positioned the Northern Michigan city to weather the economic downturn that followed far better than most Michigan cities. It led to the renovation of other businesses, the opening of new restaurants, and the creation of a community center which alternately serves as a farmer’s market and ice skating rink. Several other developments are currently underway, including condominiums and a lakefront hotel.


destination of choice, but sufficient num-bers land in places such as Washington D.C. and San Francisco to support “Michi-gan bars.” It’s why you hear the “Let’s go Tigers” chants in other cities’ ballparks. When the Sense of Place Council was formed in 2006, “we were already hunker-ing down trying to keep cops on the streets and the lights on,” Weinfeld recalled. “At the same time, we were seeing other cities like Seattle and Portland, Madison and Minne-apolis remain economically viable and, in fact, prosper.” The Council looked at the research and found that two-thirds of college graduates 25 to 34 were looking for a place to live first, and then looking for jobs. They wanted denser populations, walkable places, and mixed-use buildings where they could live, shop and hang out with friends. They had plenty of debt from college and didn’t nec-essarily want to buy a home, or even a car. The research also found the urban shift was not limited to young people. A growing number of baby boomers were downsiz-ing and seeking downtown apartments or condos close to restaurants, services and amenities.

EFFECTING CHANGE The Sense of Place Council embraced a set of guiding principles to create the places that people are demanding in the 21st century:

• Metropolitan regions are fundamental economic units with their own identifiable centers and edges.• Cities, townships, and villages should be shaped by public places and community institutions “framed by architecture and landscape design that celebrates local history, climate, ecology and building practice,” according to the Council’s charter.• Economic vitality thrives in well- defined and well-designed places.

The Council’s work contributed to the emphasis on placemaking by Governor Rick Snyder, who in a special message to the Legislature said that “economic devel-

PLACEMAKING across MichiganCOMMUNITIES AND REGIONS ACROSS THE STATE ARE WORKING ON PLACEMAKING. HERE IS A LOOK AT SOME OF THE ACTIVITIES. FOR MORE INFORMATION ABOUT THESE LOCATIONS AND OTHER CITIES AND THEIR OWN WORK, VISIT WWW.MIPLACE.ORG.

FEATURE


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opment and community development are two sides of the same coin.” Bill Rustem, who was a founding member of the Sense of Place Council, is now the governor’s Director of Strategy. The Council is also supporting the planning and implementation of the MiPlace Partnership, a groundbreaking effort to provide coordinated state support for place-based economic development. The Partnership provides education, training and technical assistance to community leaders. MiPlace.org serves as a gathering place to highlight placemaking across the state.

SUPPORTING MICHIGAN BUSINESSES, EMBRACING ENTREPRENEURSThe Sense of Place Council has also played an influential role in reshaping Michigan’s approach to attracting, retaining and growing businesses. For decades, Michigan, like many states, pursued “economic hunting,” In other words, using tax credits and other incen-tives to try to persuade large manufacturing companies to open plants and create jobs. And how did that work out? Not so well. The wins were fewer and farther between. Michigan shed more than 400,000 manu-facturing jobs between 2000 and 2010, according to the U.S. Bureau of Labor Statistics. The Council embraced a white paper describing the alternative strategy of eco-nomic gardening, which focuses on sup-porting second-stage companies with the potential to grow and create jobs. Researched and produced by Public Policy Associates, Inc., at the request of the Small Business Association of Michigan (SBAM), the white paper equipped the Council to advocate for this new approach. The Council members promoted economic gardening with their statewide constituencies and helped inject it into the 2010 gubernatorialcampaign. “The essence of place-based eco-nomic development is not so much about attracting businesses from outside your

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community as it is building from within,” said Rob Fowler, executive director of the Small Business Association of Michi-gan and chair of the Council’s entrepreneurial workgroup.

Fowler said it’s important for communities to support an en-trepreneurial spirit because most people want to start businesses where they live. “Microsoft is in Redmond, Washington, because that’s where Bill Gates lives,” he offered as an example. A poll commissioned by the Council in 2012 showed that Michigan residents overwhelmingly understand the importance of entrepreneurs. Some 88 percent said that entrepreneurship was “very important” or “critical” to the state’s economy, and 82 percent said they would advise their children to start a business, according to the EPIC-MRA survey. The Council also conducted a comprehensive review of the activities at Michigan’s 15 public universities to support entrepre-neurship in 2012. Fowler was surprised, and pleased with what he learned. The study found that the universities had dramatically

increased course offerings, degree programs, business outreach and support for commercialization of university research. The findings were presented to the governor’s office and to the Presidents Council / State Universities of Michigan.

A BROAD AND INFLUENTIAL CONSORTIUM Perhaps what makes the Council’s work and influence most important is the breadth of its membership. That ensures that all of the pieces of placemaking are taken into account. “You are talking about people who represent huge constituen-cies and have large memberships,” said Gary Heidel, co-chair of the Council and Director of Program Policy and Market Research for the Michigan State Development Housing Authority. “When they believe in something, they will drive their memberships, or their memberships are driving them to say, ‘Hey, we’ve got to do something about this.’” The involvement of private developers, like Quicken Loans founder Dan Gilbert in Detroit or Pat Gillespie in Lansing, has been absolutely essential to the success of place-based economic development. “In many ways it’s being led by the private sector in collaboration with local governments,” Heidel said. Council members recognize there’s still plenty of work to be done to help communities and regions redesign themselves to meet the wants and needs of the Millennials, the baby-boomers, and the X generation in between.

“We have a lot of education to do, both with the public in general and policy makers,” the Michigan Municipal League’s Weinfeld said. “We have to be vigilant to keep legislators up to speed on the latest demographics and trends and making the case for investments in communities.”

NATHALIE WINANS, A RESEARCH ASSOCIATE AT PUBLIC

POLICY ASSOCIATES INC., IS SPECIAL ASSISTANT TO THE

MICHIGAN SENSE OF PLACE COUNCIL. WINANS

HOLDS A MASTER’S DEGREE IN URBAN AND REGIONAL

PLANNING FROM MICHIGAN STATE UNIVERSITY AND

A BACHELOR’S DEGREE FROM THE UNIVERSITY OF

MICHIGAN. SHE SERVES AS CHAIR OF THE LANSING

HISTORIC DISTRICT COMMISSION AND IS A CO-FOUNDER

OF THE HISTORIC PRESERVATION ADVOCACY GROUP

PRESERVATION LANSING.

FEATURE

PLACEMAKING WITHIN AN AFFORDABLE HOUSING COMMUNITY CREATES HOLISTIC APPROACH TO LIVING

O ne of the biggest challenges with providing “affordable housing” is that the provider is only providing housing

which does not necessarily mean success, independence or sustainability for the occupants residing in the homes. By just providing housing for the residents and not educating, supporting or encouraging our residents to reach for higher levels of living physically, emotionally and spiri-tually, often results in high delinquency, lease violations, criminal acitivity, turnover and in many cases the community suffers from a negative reputation and image. It is important to understand that for an individual to reach independence and

success-sustainability, many areas of their lives must be touched upon in addition to housing to ensure full success. Creating “Placemaking” within an apartment com-munity or around your community is the first step in this plan. Amin Irving, the President of Ginsosko Development believes “The future of affordable housing will address change by changing the dynamics of the address to enhance the social well-being of the residents and the community at large. The new affordable housing community will be viewed as an economic and social benefit to the area rather than a location that bundles the economically disadvantaged”. Renaissance Village Apartments, located in

Northwest Detroit, Michigan, is an excellent example of Mr. Irving’s vision. I have had the privilege and honor in assisting Irving and his team with creating and implementing his plan resulting in such a community. At Renaissance Village, we believe that when a new resident moves in, they don’t just change their address…THEY CHANGE THEIR LIVES. Renaissance Village, built in the 1940s, is an “affordable community” that has just recently completed a 30 Million Dollar ren-ovation that resulted in 2 and 3 bedroom open floor plan apartments and townhomes with beautiful finishes, new appliances, flooring, electrical, plumbing and so much more. By providing resources, support and activities that improve participants’ minds, body and spirit through referrals, com-munity activities and one-on-one care to address each individual residents’ needs we have created our own “Placemaking” at Renaissance Village.


WWW.LOVEFUNDING.COM

CONTINUED ON PAGE 16

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In order to achieve Placemaking within Renaissance Village, we have created nu-merous outdoor living areas encouraging family, fitness and appreciation of nature including an Urban Farm and amphithe-ater to hold concerts and other perfor-mances for the residents. Within our com-munity building we have a large activity room, fitness center, computer/ business center and a romper room for the children to play in while their parents are working out or taking a computer class. We also have the “Neighborhood Network”, which is a group of offices for local organizations, agencies and nonprofits to use free of charge to serve our residents and the surrounding neighborhood, extending and creating our community far past the property lines. The Neighborhood Network offices are overseen by our two primary nonprofit strategic partners who assist in maintaining the res-ervations for these free offices and working directly with the residents touching many areas of their lives and providing a truly holistic approach to living. Urban Link Village, one of the two strategic partners, is a community based organization with the mission to improve the life opportunities of at-risk youth using a comprehensive approach aimed at developing their capabilities. They link together the necessary tools needed to teach, equip and empower our youth and provide the resources necessary to assist in stabilizing their family and influence

change in their community. Urban Link Village aspires to influence transformation that will effectively impact the lives of inner city youth. To effectively reach youth, they teach preventive methods and provide social awareness. In an effort to avoid educational underachievement, low self-esteem, poor health, antisocial and behavioral problems, they provide a comprehensive, accessible, personally developed curriculum using a multifaceted strategy design for youth that adapts to their needs, interests and provide FUN!!! Ways to Family Self Sufficiency, Inc., a strategic partner of Renaissance Village, is a group of committed people empowering people to “break the cycle of poverty”

with a clear vision in the success of their participants through self-sufficiency and to strengthen communities. Their vision is to cultivate strong, cohesive families and to foster leadership in the community and they accomplish this by a number of programs including Employment Case Management, Family Investment Program, Financial Education /Coaching and Emer-gency Application Assistance and advocacy with programs such as: Food Stamp, Medical or MiCafe’, WIC, utility assistance and child care. For this community and the Placemaking efforts to be successful, the due diligence included a lot of research, planning and finding out what our residents wanted. We had to be sure that we not only asked our residents but listened to what ameni-ties, activities and resources they said were important, would use and saw value in. We did a number of resident meetings, surveys and one-on-one resident, meetings, includ-ing them in this process every step of the way. The full, final, and specific objective was not just to provide safe and decent housing; rather it was expanded to social and economic empowerment for our resi-dent and the homeowners and occupants of the neighborhoods surrounding Renais-sance Village.

COMMITTED PEOPLE EMPOWERING PEOPLE TO “BREAK THE CYCLE OF POVERTY” WITH A

CLEAR VISION IN THE SUCCESS OF THEIR PARTICIPANTS THROUGH SELF-SUFFICIENCY AND

TO STRENGTHEN COMMUNITIES.

FEATURE

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The City of Gahanna has become a “sensory experience”. There is energy in its downtown streets, plazas and shops. The tantalizing aromas from eateries remind the senses there are new dining destinations in Olde Gahanna. And the water — one of the City’s defining attributes — creates an oasis of peace and an aura of place. Welcome to Creekside Gahanna — a case study for placemaking and a downtown revitalization public-private mixed-use town center that has elevated the City of Gahanna’s public profile in Greater Columbus, Ohio and the national stage. In 2007, Money Magazine named Gahanna to its annual coveted 100 Best Small Cities to Live. Creekside was acknowledged as one of the City’s key attributes.

Creekside is the first phase of a broader revitalization vision plan for Olde Gahanna that began in 1995 when Gahanna’s City Council traveled to San Antonio and was inspired by The River Walk. Council members felt there was potential to create a smaller-scale version along the Big Walnut Creek in their own backyard. Creekside was completed in 2007 after more than 10 years in the making. It is the culmination of a 1997 Community Vision Plan that aligned the City’s goals for a sustainable market-based redeveloped downtown and the community’s desire for a pedestri-an-friendly commercial and recreational town center. Although the timing of Creekside’s opening, during the worst economic recession in decades, created challenges for the original

CREEKSIDE CREATES THE NEW “HEART” FOR GAHANNA

Just when you think it's getting dull around here…

FEATURE


Developer, today Creekside has been the economic engine and catalyst for the redevelopment of Olde Gahanna. It commands a starring role in the City’s brand image and in attracting experiential tourism and events. Since the project was constructed, several new businesses have moved to Olde Gahanna to take advantage of increased foot traffic, façade improvements have been made throughout the adjacent corridor and residential property values in the neighborhoods surrounding the development have increased by 40 percent (since 2004). The City also completed an Updated Vision Plan for Olde Gahanna defining architectural and developmental standards for the area in the future.

CREEKSIDE BEGAN WITH A VISION PLAN IN 1997 Former Gahanna Development Director Sadicka White reflects on Creekside’s timeline from 1997 when Council took the initial plan to the community for input. She admits it was too big, too encompassing — but what the initial plan did was launch com-munity conversation and strengthen the political will. Goals and opportunities were identified to restructure, redevelop, revitalize and reinvest. But White adds it was clear the solution had to be a market-based approach — and the City could not do it alone. In 2003, the City of Gahanna began to seek a private sector partner. Because the plan for redevelopment was so conceptual and unique to Gahanna, capitalizing on its natural assets to create

CREEKSIDE TODAY IS NOT ONLY THE ECONOMIC ENGINE AND CATALYST FOR THE REDEVELOPMENT OF OLDE GAHANNA — BUT COMMANDS A STARRING ROLE IN THE CITY’S BRAND IMAGE AND IN ATTRACTING EXPERIENTIAL TOURISM AND EVENTS.

PHOTO CREDIT: STUDIOHIO AND OHM ADVISORS


an image-enhancing amenity, the City issued an open-ended RFP to developers. They wanted developers to master plan the buildings, identify the mix of uses and validate parallel support for the City’s economic vision plan and the community’s goals for a vibrant, pedestrian-friendly town center with spaces for dining, retail and recreation.

MARKET-BASED SOLUTION RESULTS IN PUBLIC-PRIVATE PARTNERSHIP Columbus-based developer The Stonehenge Company respond- ed to the RFP with planning /architectural firm OHM Advisors. The firm’s design expertise and keen understanding of market-driven economics and project feasibility were paramount in creating the foundation for the mixed-use master plan.

The master plan was based on two core principles:• To create an economically viable and environmentally sustainable town center, the plan required a mixed-use urban, high-density approach.• To create a traditional town center that met the needs and suburban preferences of the community, convenient parking had to become a component.

The proposed master plan included several vertically-integrated, mixed-use buildings designed around a unique public plaza. The site, located in a 100-year flood plain, required raising habitable space above street level. The design/development team recom-mended an underground parking garage with access to a central plaza and building platform.


NESTLED INTO THE URBAN FABRIC OF THIS 240,000 SQ. FT. MIXED-USE DEVELOPMENT,

ARE SEVERAL PUBLIC PLAZAS AND A SUNKEN PARK. THESE

PUBLIC AREAS PROVIDE SPACE FOR OUTDOOR DINING,

STROLLING AND EVENTS. A CURVILINEAR LAGOON WITH

A 60 FOOT WATER WALL IS THE FOCAL POINT OF THE

DEVELOPMENT.

FEATURE

Based on the design concept submitted for the City’s consid-eration, Gahanna forged an innovative public-private partnership with The Stonehenge Company in 2004. Months of negotiations between the Developer, the City and the Community Improve-ment Corporation (CIC) were part of the process. Public input was also sought and engaged through a series of public forums and several boards and commissions. Said White, “They (the design/development team) came back with a market-driven fundamental idea of what would work based on our vision plan and community goals. The revitalization project was refined and revised several times during the process. It was not the private sector dictating the project. It was based on economics.” OHM Advisors Creekside Principal-in-Charge Gerry Bird explained that Creekside complements Gahanna economically and aesthetically. “It works within the surrounding housing, office and retail markets. It integrates natural site components, ties to a


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public park system and establishes a varied design vocabulary for future development,” he said. “These are things that were important to the public and to the success of the project.” OHM Advisors Creekside Urban Designer Tony Slanec said a project like Creekside begins with a vision plan — but it takes strong political will, consensus-building, trust and incentives to forge a public-private partnership to take the vision to reality. “There must be a fusion between the project, the health of the economy and the private sector influence,” he added. “When we put this together, there was no way to predict what kind of businesses or offices were going into Creekside. We had to design the floor plate with some flexibility to react to the market, based on market trends and economic analysis.” The use of architectural elements with an eclectic look and flexible outdoor spaces for community gatherings were part of the master plan for making Creekside an integral, recognizable part of Gahanna’s social fabric. “We wanted people to feel connected with

PHOTO CREDIT: DAVID ALDRIDGE, STUDIO 187


it and to be connected by it. It’s a part of the community’s image,” says Bird. In addition, the City and Developer posed critical questions to determine project costs:

√ What is supportable by rents/sales, office rents, retail rents, and condo prices? √ What cost /scope can be marketed/ financed by the developer?√ What “gap” needs to be closed? √ Can the economic tools close the “gap”?

“A project like this would have never been feasible without some public funding, in particular the cost of the 389-space (public) underground parking garage — which was an engineering feat because it was located in the flood plain,” said OHM Advisors Vice President Jim Houk. “The public had to fund the gap to allow rents to be comparable in the marketplace.” The foundation of the public-private partnership was establishing a 30-year, non-school TIF (Tax Increment Financing) district passed by City Council in 2004 as a public purpose/economic development project. The TIF was created as a vehicle in which to service the debt incurred by the City to pay the $16 million public portion of the $61 million project.

NEW OWNERSHIP, NEW RESIDENTIAL MIX Creekside has evolved in recent years. Strathmore Development Company pur-chased the development in 2012 and worked with OHM Advisors to alter the residential component to suit the current market conditions, enhance public spaces and create a new wayfinding package for the entire development. Just 14 months into ownership, a healthier mix of retail has taken root within the development, including nine new businesses, and all office space is full: Strathmore is converting the original 71 luxury condominium lofts into 83



FEATURE


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luxury apartment units and 11 owner-occupied units. The finished apartments, which range from 768 to 2,290 square feet, are fully occupied and are leasing for top dollar. Says Terry Benton, vice president of real estate at Strathmore Development Co., “We’ve got a list of a dozen people who are waiting for the remaining units. Demand is greater than availability, which is a nice problem to have.” OHM Advisors Architectural Director Gary Sebach explains, “People want the urban setting, but are waiting to purchase until financing becomes more accessible. Rather than sitting on vacan-cies, developers are using the opportunity to lease.” He adds, “After Creekside opened, the residential market tanked and Stonehenge had a tough time finding buyers for the condos. This (conversion) is a longer-term investment for Strathmore, but when the market comes back they will have the flexibility to sell the units or hold onto them as high-end rentals.” Continuing the public-private partnership initiated several years ago, Strathmore and the City host weekly events in the plaza — including a very popular summer concert series. On any given day, the development is alive with people enjoying the sights and sounds of a uniquely “Gahanna” experience. With all office space occupied, including 9,000 square feet by OHM Advisors, residential space spoken for and 75% of retail built

out with demand for the remaining spaces, Creekside has come of age. A “shade structure” has been added to benefit businesses in the development and enhance the public plaza. This shared outdoor dining space is used by restaurant tenants of Creekside for remote dining and rented out by Gahanna’s Parks and Recreation Department for private outdoor events. “This truly has become a destination place,” says Sebach. “When I leave work at night, the parking garage is always packed with people stopping in for ice cream, dinner, a walk in the park or some kind of event. This development is doing what it was intended to do. It’s bringing people to the area and attention to Gahanna. It has been a catalyst project for future planning and development. ” Adds Benton, “It’s taken a lot of hard work to get us to this point, but we look forward to more successes in the future as we work to build a better community for everyone to enjoy.”

JAMES M. HOUK, ASLA, AICP IS VICE PRESIDENT AND DIRECTOR OF OHM ADVISORS’

PLANNING, URBAN DESIGN, AND ARCHITECTURE GROUPS, JIM HOUK IS A 32-YEAR

VETERAN OF THE PLANNING PROFESSION. HE HAS WORKED EXTENSIVELY AS A

PLANNING CONSULTANT FOR PRIVATE INDUSTRY AND FOR PUBLIC ENTITIES

FOCUSED ON REDEVELOPMENT AND SMART GROWTH.

ENVISIONING A NEW FUTURE IN MICHIGAN

FEATURE

PlacePlans is a joint effort between Michigan State University (MSU) and the Michigan Municipal League (MML) to help com-munities design and plan for transformative placemaking projects. It is part of the MIplace Partnership, a public-private partnership supported by the Snyder administration and implemented by state agencies such as MSHDA and external stakeholder groups such as MML and MSU (www.miplace.org). In autumn 2012, we put out a call for interest. Despite a very short window for response and limited promotions, we received applications from more than 30 communities. With advisory input from Michigan State Housing Development Authority (MSHDA) staff, we selected projects based on a number of criteria including potential for implementation and potential to support private sector investment in housing redevelopment. Four cities were selected to serve as the pilot PlacePlans communities: Allegan (downtown riverfront development); Alpena (downtown public plaza); Dearborn (transit oriented development); and Sault Sainte Marie (downtown alley district development). MSU faculty led a series of public meetings in each city, which collectively attracted more than 1,700 attendees. Participants influenced the project vision both during participation in the meetings and by submitting comments online. Concurrently, MML staff interviewed key influencers in each city, such as property owners, major employers and representatives of anchor institutions. After carefully considering community input, the MSU and MML teams jointly developed conceptual design plans and implementa-tion recommendations. In June, final recommendations along with written reports were presented to each of the communities. The reports (available at placemaking.mml.org) include recommenda-

tions for funding sources, ordinance changes and public-private partnerships the city leadership should pursue. Let’s examine in more depth the new community visions in two of the four cities.

DEARBORN’S TRANSIT-ORIENTED DEVELOPMENT DISTRICT In Dearborn, Mayor John B. O’Reilly, Jr. didn’t need to look far for inspiration when he addressed a group of community leaders and staff about the construction of a new multi-modal transit station in Dearborn. He began by asking the crowd to imagine a Dearborn in which children could safely and cheaply bike or ride public transit to shop, visit friends, or attend a Detroit Tigers game. He talked about workers switching between transit modes with ease on their way to or from the office. Lest the audience think he was being unrealistic, he revealed that this was his memory of Dearborn as a child and young man. The city, and the wider Detroit region, he said, had in the ensuing years become too one-dimensional in terms of transportation and land use. The construction of a new transit station offered Dearborn a chance to lead the way back to a more balanced approach. In Dearborn’s case, the PlacePlans effort addressed dual challenges: diversifying the community’s housing stock and its transportation options. City staff identified the lack of connected, walkable/bikeable neighborhoods featuring a mix of housing types and commercial and office uses as an obstacle to attracting and retaining residents. Consumer research has increasingly shown that these types of districts are preferred by large segments of the population. Connected, walkable /bikeable neighborhoods are fur-ther enhanced when they are connected to regional transit systems.


SUCCESSFUL PLACEMAKING IS NOT ABOUT IMPLEMENTING A “ONE SIZE FITS ALL” STEP-BY-STEP METHOD THAT WORKS IN EVERY SITUATION. IT IS A DYNAMIC, STRATEGIC APPROACH TO ECONOMIC REVITALIZATION BASED ON INDIVIDUALLY EVALUATING EACH COMMUNITY’S STRENGTHS AND WEAKNESSES AND THEN DEVELOPING TOOLS AND STRATEGIES THAT USE THOSE STRENGTHS TO MEET THE CHALLENGES AT HAND.

BY LUKE FORREST AND ELIZABETH SHAWMICHIGAN MUNICIPAL LEAGUE

THE PLACEPLANS TEAM CHOSE TO ADDRESS DEARBORN’S HOUSING AND TRANSPORTATION CHALLENGES BY FOCUSING ON TWO OBJECTIVES:

1 Mapping the existing mobility network, including all modes of transportation, and building on that map with ideas for network improvement.

2 Developing a vision for the transit-oriented development (TOD) district surrounding the new transit station, supported by attractive visual images of a possible future.

Dearborn has numerous individually strong land uses near the new transit station, including:

• two downtowns • two health centers • a community college • a state university• a regional mall, and • numerous large office complexes.

Access to these nodes is, in most cases, primarily oriented around private automobiles. University of Michigan’s Sustainable Mobility & Accessibility Research & Transformation (SMART) team was brought in as a technical advisor for this piece of the project. SMART focuses on innovation and implementation in the arena of “New Mobility,” defined as “connected, multi-modal, sustainable, door-to-door sustainable transportation & accessi-bility.” In mapping Dearborn’s mobility network, SMART found a plethora of existing and potential assets, from Amtrak to two regional bus systems to a growing network of trails and bike lanes. However, these assets are not integrated or user-friendly. After the community workshop, which included transportation researchers and entrepreneurs working globally, SMART gathered and prioritized the ideas for better integration into a top 10 list for city implementation. The team from Michigan State University’s School of Planning, Design and Construction (SPDC), led by faculty members Warren Rauhe and Wayne Beyea, was charged with developing design con-cepts and ordinance recommendations to reflect the vision of the many Dearborn residents who participated in the series of public workshops. The recommendations were rooted in the principles of transit-oriented development (TOD), summarized by Beyea as:

• Focus upon the pedestrian as the highest priority• Transit station is the prominent feature of town center• High-density, high-quality development within 10-minute (½ mile) walk encompasses the station• Includes collector-support transit systems (e.g. buses, taxis, trolleys, streetcars, light rail, etc.)• Designed to accommodate other modes of transportation (e.g. bicycles, scooters, rollerblades, etc.)• Managed parking located within 10-minute (½ mile) radius around town center/transit station


The vision for Dearborn’s TOD district and mobility hub is ambitious. It should be, as it has the potential to be transformative for the community. Redevelopment of the train station site is underway, aided by a $28 million grant from the Federal Railroad Administration. City staff estimate that implementation of the broader goals will take a decade or more. They credit the Place-Plans process with building support among residents and other stakeholders for significant changes and creative solutions to the community’s challenges.

ALLEGAN’S RIVERFRONT REINVESTMENT Allegan’s potential riverfront redevelopment project involves both a design concept and accompanying urban planning strat-egies. The proposed site includes the Kalamazoo Riverfront that borders Downtown Allegan along Hubbard Street. The city of Al-legan, the Allegan Downtown Development Authority, and local stakeholders envision transforming the identified riverfront site into a quality destination space recognized throughout the region. As the location of the world headquarters of the Perrigo Com-pany, one of the largest employers in southwest Michigan, Allegan endeavors to further solidify its place as a choice destination to live, work and play within west Michigan through the develop-ment of its riverfront property. The redesign will encompass a variety of upgrades to locations around the downtown riverfront such as facades of historical buildings, fishing facilities, the 1886 steel truss bridge, and the Veteran’s Riverfront Park. Objectives of the riverfront development design within down-town Allegan include further enhancement of the city’s natural beauty, capitalizing upon its historic districts, and jumpstarting economic development. The project will also support and maxi-mize the potential of the regional festivals and events for which Allegan is known, including July Three Jubilee, Oktoberfest, and a series of summer weekend concerts.

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The city has leveraged investments and partnerships that will complement and assist with the success of this site. During 2013 improvements will be made to the Veteran’s Riverfront Park using matching grant funding provided by the Michigan Department of Natural Resources. Allegan has also completed a Safe Routes to School Plan, which will facilitate assistance from the Michigan Department of Transportation in improving walkable access to down-town. A completed plan for the M-89 Corridor will further address access to its downtown. The city is also reviewing its planning and development processes with assistance from the Michigan Economic Development Corporation’s Redevelopment Ready Communities program. Track further developments at PositivelyAllegan.org. Building on the successful teamwork from this first series of PlacePlans, the Michigan Municipal League will again be coordinating with MSU SPDC over the course of the next year to support another round of projects. Luke Forrest is a Program Coordinator and Elizabeth Shaw a Communications Coordinator with the Michigan Municipal League. The MML is a statewide nonprofit providing a variety of services to over 500 Michigan communities (www.mml.org).


Anyone can go into a community, talk to people, ask what they want, come back with an idea, and say — we’re going with this. When this happens, however, people are removed from the process. In order to create something that people really want and need, everyone has to be included in the process — from start to finish – to create something that no “one” can create alone. Placemaking employs each person’s skill set. Placemaking helps people to think things through, to form their own ideas and opin-ions, and to identify their own vision, goals, and needs. When Placemaking is working, people think, debate, and decide things together. Each person’s opinion is included in a way that they receive respect from others and, thus, give respect in return. Each person is a valuable asset, who has something to contribute to the process. Take Habitat for Humanity, for example, they listen to what people want. There is a neighborhood called Morningside Commons that is close to the neighborhood where I live. From what I understand, they just reached their 100th house. People who live there are part of the process. They use the skills that they have —painting, building, gardening, etc. Habitat for Humanity engages all of their resources in creating a community that includes the people who will benefit — from start to finish. One day last summer, I was at a neighborhood grocery store. While I was in the store, I struck up a conversation with another shopper (I’ll call her Amanda). She and I chatted quite a bit as we made our selections in the store. When I left the store, I saw Amanda standing at a bus stop across the street, so I stopped to offer her a ride. She was going to a neighborhood that was quite a few miles away, but I didn’t mind. I asked why she was shopping in this neighborhood, rather than her own, and she was quite was excited to explain…

Amanda told me that she had a house in the Morningside Commons, and that she was helping to build it. She said that the people from Habitat for Humanity had engaged her and also the other people who were to live in the neighborhood. She was asked, personally, about her needs and opinions about not only her home, but also about the whole neighborhood. “Working on our homes is very tiring, but it is so worth it!” she said. She told me that, every day, she came to work on the house. She had such a sense of pride because, not only would she own the house, she had actually worked on it, too. She told me that the new home owners in the neighborhood worked on their own homes, and that they helped others with their homes as well. She went on to say that she already knew and felt connected to these people more than the neighbors who she had lived near for years. At the end of the day, placemaking is about people knowing that they have played a big role in the process. They have played a part in something bigger than themselves, they are proud of it,

LEADERSHIP AND

PLACEMAKINGBY NAOMI BEASLEY / ART OF LEADERSHIP ALUMNUSMASTER OF ARCHITECTURE, UNIVERSITY OF DETROIT MERCY

“MY PERSONAL LIFE VISION IS OF A WORLD WHERE PEOPLE VALUE

THEMSELVES AND EXCEED THEIR POTENTIAL. THERE’S POTENTIAL IN EVERYONE, AND WE EACH HAVE

THE CAPACITY TO EXCEED IT. PLACEMAKING HELPS US TO

CREATE COMMUNITIES WHERE THIS BECOMES POSSIBLE!”

FEATURE


they want to use it, they will use it. The most important part of the process is that the people feel a sense of ownership and that they feel really proud. As I think about it, I see many similarities between Place-making and Leadership. Back in 2001, I was one of the “Original 12” students in the Art of Leadership youth program. My class-mates and I, all 11 year-olds, were selected by our school to take part in this brand new program in our school, Cornerstone Middle School, in Detroit. During that first year in Art of Lead-ership, we went to a neighborhood in Detroit. As 6th grade Detroiters, we were asked, “What do you see in this commu-nity?” “What do you like, and what don’t you like?” “What do the people of this community need, want, hope for?” While we didn’t realize it at the time, ALF was engaging us in designing our community in a way that met our needs and also met the needs of our neighbors. We had to tap into our personal visions and values and to create a mission for the neighborhood that would work for everyone in it. As we went through our first community service project, “A Very Berry Newberry,” we spoke with residents, teachers, students, and ALF volunteers to determine the exact goals and scope of our project. In the end, we decided to paint the ex-terior of 14 homes, clean years throughout the neighborhood, plant flowers and grass, and give each home owner a brand new address sign, featuring the Art of Leader-ship logo. During the project, neighbors pitched in, along with nearly 200 volun-teers, to complete this all in just 3 days! Some helped to paint, others cooked lunch and snacks for us, and others provided “volunteer support,” bringing water and snacks to each of us as we worked. During this project, we were in the very early stages of learning…and living…placemaking! During my time in the Art of Leader-ship program, I was not conscious of the correlation between the leadership skills that I learned and how they would serve me in my career. As a designer, who is com-

mitted to urban redevelopment (placemak-ing), I employ leadership, management, and coaching skills every day. I draw upon the communication skills that I learned; I utilize effective listening and dialogue skills in my conversations and in planning sessions with others. I find that placemak-ing, like leadership, requires eliciting a clear vision from others and creating a “mosaic of

visions” to form the true Mission to which each person can and will commit. I am excited to see such a strong Place-making movement in Detroit and in other cities across the Nation. I know that this is a process that will help people, in all aspects of each community, become leaders in their own right.

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THE COACHES AT ART OF LEADERSHIP KNOW


P assion White was in a tough spot. She was working full-time, but still unable to make ends meet. She lived in a women’s shelter while her children stayed with other family members. Even though she was doing her best, it wasn’t enough.

White knew that something needed to change. Enter Delaware Community Investment Corporation (DCIC). The organization re-vitalizes communities by investing in housing and related activities designed to address the needs of low to moderate income persons and areas throughout Delaware. White found affordable housing through Compton Apartments, owned and managed by Leon Weiner & Associates and financed through DCIC. The affordable rent allowed White to provide a safe home for herself and her family, and a base from which she is building a better life. Every day White feels grateful for the opportunity to live at Compton Apartments. “I see a bigger and brighter future where I can support my children,” said White. “With the assistance of the program, and with stability in my life, I will succeed.” It is stories like this one that point to the real reason DCIC works so hard to reinvest in communities. DCIC was established by Delaware financial institutions in the early 1990’s, and since its founding those banks have invested over $350 million in com-munities through DCIC. With similar successes, Great Lakes Capital Fund (GLCF), headquartered in Lansing, Mich., has worked on community development projects since it began more than 20 years ago. Recently, the two organizations announced a merger that will expand their organizational depth, regional footprint and, most importantly, their ability to reinvest. “We could not be happier about the partnership we have now with Great Lakes Capital Fund,” said Jim Peffley, President of DCIC. “With a 20-year-strong track record of investing and creating affordable housing and commercial developments all around the US, there was no doubt that we had found the right merger partner — one that will enable us to bring greater value to Delaware and expand our shared business model to support communities in surrounding states.”

DCIC made the decision to partner with GLCF in order to expand its capabilities by improving its infrastructure, building its set of products/services and expanding its focus beyond just Delaware. Although DCIC has made strides in these areas, it became clear that the best course of action would be to partner with a like-minded organization to increase its capacity to expand its mission activity. The organization’s goal was to expand its mis-sion activity in the most effective and efficient manner possible. “DCIC is an absolutely wonderful organization,” said Mark McDaniel, Founder and CEO of GLCF. “When I first sat down

with Jim to discuss a possible merger I knew right away that fate had once again directed me to the right person at the right time.” The merger with DCIC presents GLCF with an exceptional opportunity to grow into new and different markets, to expand their business activity, thereby increasing their ability to reinvest locally. The two organizations believe that their collaboration makes sense as both seek to further a com-mon mission and achieve mutually beneficial goals.

DCIC and GLCF hosted a press event and celebration to announce the merger on Wednesday, Oct. 30 at DoubleTree by Hilton Hotel Downtown Wilmington — Legal District in Wilm-ington, Delaware. “When two organizations come together like this for the com-mon good of communities and people, that is definitely something to celebrate,” added Peffley. In attendance at the celebration were public officials, investors, developers, partners in the community development industry, sus-tainable community supporters, media, and of course, members of DCIC and GLCF. Delaware Community Investment Corporation serves as a vehicle for community revitalization by investing in housing and related activities designed to address the needs of low to moderate income persons and areas and to aggregate and coordinate the use of public and private resources to improve and expand community development throughout Delaware. For more information please visit www.dcicnet.org.

GLCF NEWS

COLLABORATING FOR COMMUNITIESGREAT LAKES CAPITAL FUND AND DELAWARE COMMUNITY INVESTMENT

CORPORATION ANNOUNCE MERGER


Situated on Battle Creek’s VA Medical Campus, Silver Star Apartment Homes has been serving 75 formerly homeless Veterans for three years.

Recently, Great Lakes Capital Fund, Michigan State Housing Development Au-thority, The Department of Veteran Affairs, Frontier Development Group, Medallion Management and all of its partners across public, private and non-profit sectors, proudly announce the completion of Silver Star Apartment Homes: Phase II — providing an additional 100 permanent supportive housing apartment homes for formerly homeless Veterans. Silver Star Apartment Homes began as a vision in 2006, and now is a shining reality of how the private sector can work with our government to find real solutions to painful life situations. This affordable housing apartment community is dedicated to the proposition that these men and women can find a new path on life, and have the support to make that personal turn around as much a reality as the building itself. In 2009 Great Lakes Capital Fund (GLCF), Frontier Development Group, Medallion Management, and its many partners delivered the first Housing Tax Credit development in Michigan to provide permanent supportive housing to home-less Veterans. In 2010 Silver Star (Phase I) received nation-wide recognition in the Affordable Housing Finance Readers Choice Award. GLCF financed over $12 million in equity to finance Phase II construction for Silver Star, one of its most prized investments. GLCF financed $4.7million to develop the first phase of the permanent supportive housing apartments.

“When I moved in to the Silver Star Apartment Homes, I felt blessed, happy and content. The move was exciting, at times…overwhelming knowing I had a home I feel safe and secure in,” said United States Army and Navy Veteran Brian Young. “I came from the streets not knowing on a daily basis if I was going to have a mat to sleep on or a blanket to cover myself with. Silver Star and its staff have changed my life and for that I will be forever grateful.” “Silver Star holds a special place in my heart. It has been a hurling effort to develop this community to serve our nation’s Vet-erans,” President and CEO of Great Lakes Capital Fund, Mark McDaniel remarked. “My grandfather was one of the ‘Custer Men’ who served in the 85th Division 310th Engineers Company F during World War One. He trained here, went to war, and for the last 2 of his 96 years, lived next door at the VA Hospital. The support of our in-vestors and the developer’s passion to serve Veterans, honors not only his commitment, but that of the hundreds of thousands who have come after.” “Silver Star is the best demonstration of how the housing first model, coupled with readily available support services, provides positive life changes for residents who have proudly given their service for our country and the freedoms we enjoy,” Managing Member for Frontier Development Group, Marv Veltkamp, said. “Access to high quality, affordable hous-ing is a fundamental need for everyone,” said Patrick Lonergan, Fifth Third Bank Senior Vice President. “Providing supportive services that people need to stabilize their lives with that housing can make a perma-nent difference for our Veterans and their families. Fifth Third Bank is honored to

GLCF NEWS

invest in our Veterans through our partici-pation in Silver Star Apartments. We con-gratulate everyone involved with bringing this innovative and critical development market and appreciate the opportunity to be part of it.” The project site is adjacent to a Veterans Administration (VA) Medical Center, which provides primary and secondary levels of medical care, acute and chronic psychiatric care, substance abuse care and ambulatory care to 131,800 Veteran enrollees. Michigan State Housing Authority (MSHDA) has approved a HOME Loan in the amount of $2.7 million and Permanent Loan financing in the amount of $1.3 million to Silver Star II. This unprecedented development could not have been completed without the unique collaboration between the develop-ers, and the Department of Veterans Affairs, Michigan State Housing Development Au-thority (MSHDA), the Battle Creek Veterans Affairs Medical Center, the VA Domiciliary, HRI of Kalamazoo County, Summit Pointe of Calhoun County, and Family Home Health Care Services. Frontier Development Group serves as Silver Star II’s developer; Medallion Man-agement is the property manager; Wolver-ine Construction is the general contractor; and Progressive ae Architects serves as the development’s architect.

SILVER STAR APARTMENT HOMES, SERVING FORMERLY HOMELESS VETERANS,DOUBLES CAPACITY & EFFORTS TO HOUSE VETS

IN BATTLE CREEK, MICHIGANSILVER STAR RESIDENTS WELCOMING 100 NEW VETERANS TO

SUPPORTIVE HOUSING COMMUNITY

TERRENCE R. DUVERNAY

THE LEGACY

GREAT LAKES CAPITAL FUND

GLCF NEWS

32

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FANNIE MAE DUSBaton Rouge, LA

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FANNIE MAE DUSIndianapolis, IN

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T he Duvernay Award was established in 2002 in memory of the late Terrence “Terry” Duvernay, former MSHDA Executive Director, who was a pioneer in affordable housing and a mentor to many. This honor is bestowed

annually upon someone who has shown great leadership and who reflects the ideals and personal qualities exhibited by Terry. Awardees also receive a cash reward, which is given to the non-profit housing or community development organization for which they work or designate as the recipient. Great Lakes Capital Fund President and CEO, Mark McDaniel,

was honored with the award in 2013 at the annual Building Michi-gan Communities Conference for his commitment to affordable housing. McDaniel, who after graduating from Michigan State University in 1977 with a bachelor’s degree in urban planning went to work at a for-profit developer, credits Duvernay with steer-ing him into the nonprofit side of the affordable housing industry. “This award is truly special to me,” McDaniel said. “It’s the biggest honor anyone involved in affordable housing in Michigan can receive. But what makes it even more meaningful is the fact that it’s named after Terry Duvernay, whom I consider a mentor.”


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After Duvernay helped developed the concept of Great Lakes Capital Fund in the early 1990’s, he helped recruit Mark McDaniel to serve as the organization’s first CEO. Twenty years later, Mark McDaniel remains President and CEO of GLCF, and has led the transformation from a housing syndication firm to the full-service community economic development institution that is it today. Under McDaniel’s leadership, over $2.7 of private capital has been leveraged to support 500 developments across six states. When Great Lakes Capital Fund was preparing to move to its new headquarters in REO Town, employees were encouraged to offer ideas for what the new conference rooms would be called.

Several employees suggested that our main conference room should be dedicated to Terry Duvernay and his legacy in afford-able housing, and The Duvernay Hall of Fame was quickly agreed upon. The Duvernay Hall of Fame conference room features a wall of fame with a photo and bio of each past winner of the Duvernay Award. Terry Duvernay was a man known for his ability to inspire others with his wit, integrity and unwavering optimism. “You can’t look back in your life and find too many people that have that big an impact on you…Terry was certainly one of them.” said Cap

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Fund’s CFO, Jim Logue. Great Lakes Capital Fund will forever remember Terry Duvernay as a man who helped make we do now possible, and who truly lived by his words, “It’s about the people”.

PAST DUVERNAY AWARD WINNERS:

2013 Mark McDaniel Great Lakes Capital Fund

2012 Evelyn Brown Local Initiatives Support Corporation

2011 Karl L. Gotting Loomis Law Firm

2010 Dennis Sturtevant Dwelling Place)

2009 Mary L. Trucks Executive Director of FiveCAP, Inc.

2008 Melvin Washington President Phoenix Communities and President Castle Construction

2007 Ron Calery Executive Director of the Chippewa- Luce-Mackinac Community Action Agency

2006 Gene Kuthy Board Chairman of the Michigan Interfaith Loan Fund

2005 Noreen Keating Lighthouse of Oakland County

2004 Linda Smith U-SNAP-BAC, Inc. / U-SNAP-BAC Non-Profit Housing Corporation

2003 Jonathan Bradford Inner City Christian Federation

2002 Dr. Kenneth W. Bensen Habitat for Humanity Michigan

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TERRY HAS BEEN ONE OF THE MOST SIGNIFICANT MENTORS IN MARK MCDANIEL’S CAREER. WE SAT DOWN WITH MARK TO ASK HIM WHY HE WANTED TO HAVE A “HALL OF FAME” DISPLAYED IN THE GLCF MEETING AREA AND HERE IS WHAT HE HAD TO SAY:

HOW DOES YOUR LEADERSHIP STYLE COMPARE TO TERRY’S?

I watched Terry lead for years. I remember telling him that I marveled at how he was able to lead people and make monumental change. I even wrote him a letter once telling him that and how I wanted to be more like him. The things I learned from him was to be humble (you are no better than anyone else), remember where you came from, treat people the way you would want to be treated, realize you are not the smartest person in the room and to surround your-self with people who make up for your weaknesses, be available to everyone and be a good listener, and most importantly have a real passion for whatever work you are doing. Terry was a very quiet leader. That is one of the areas where our styles are dissimilar. I tend not to be so quiet. Leading is about what works for you but Terry showed me a lot that I have tried to use in my leadership style.

WHAT PROMPTED TERRY TO REMIND YOU “IT’S ALL ABOUT THE PEOPLE”?

It was in Atlanta just before Terry passed away. Mel Washington and I took Terry out to lunch which was like having lunch with a movie star. He couldn’t go 2 steps without someone coming up and saying hello or wanting to talk with him. A lot of these people were not connected to the confer-

ence we were attending but people on the street. At the end of lunch we offered to take him to his FHLB of Atlanta meeting. While driving there Mel and I were com-plaining about how difficult it had gotten to do our business and how frustrating it had become. When Terry went to get out of the car his parting words related to understanding our frustrations but we couldn’t let it get to us because there are so many people out there that are counting on us. His last words to us were “Remember…it’s about the people.” It stuck with me ever since.

HOW HAS INDUSTRY CHANGED BECAUSE OF TERRY / WHAT IS HIS LEGACY?

Prior to Terry coming to MSHDA the Authority was focused on financing large 100+ apartments in mostly suburban loca-tions. Once in awhile they would do a large scale urban redevelopment type deal but it would be large. Terry brought the view of a community development strategy to producing housing. It was more than just financing and building boxes and that those communities could actually jump start or preserve areas in decline. With-out that kind of vision and refocusing of MSHDA’s work there never would have been a Capital Fund.

WHAT DO YOU HOPE YOUR OWN LEGACY MIGHT BE?

I hope people will see that our works over the years made a better place for people to live. Somewhere that is safe and stable. I hope that our partners and staff felt satisfied with working with us and for GLCF. At the end of the day I hope because of our efforts all of them were able to have stronger families.

Mitchell Milner and Joseph Caringella congratulate Great Lakes Capital Fund for its commitment to the development of housing for homeless veterans.

Milner & Caringella, Inc., are consultants specializing in housing development for

the homeless, veterans, and other special needs groups.

MC

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Mitch: 847-433-8084Joe: 847-433-8085


EVENTS & HAPPENINGS

20 YEAR CELEBRATION CRUISE

Great Lakes Capital Fund was thrilled to join partners, investors and friends aboard the Infinity Ovation Yacht in Detroit to cel-ebrate our 20 Year Anniversary. Please stay tuned for more Celebratory 20 Year events.

UPDATE FROM THE ART OF LEADERSHIP FOUNDATION

The Art of Leadership Foundation is a strategic partner of Great Lakes Capital Fund whose mission is “To inspire vision and leadership in young people, giving them the skills to succeed in their lives and to be leaders in their communities.” Art of Leadership Foundation (ALF) has just wrapped up another successful school year of programming in the Detroit and Lansing Schools. GLCF and ALF would like to thank the many supporters that make its programs possible. ALF was proud to present its annual awards at the Spring Gala, including the new “Exemplary Community Leader Award.”

• Jon Greenawalt Courageous Coaching Award: Coach Jacob Koziske

• Clark Durant Vision Driven Award: Advisory Board Member

• Mark McDaniel Visionary Leader Award: Student Maggie Hinckley

• Exemplary Community Leader Award: Karl Gotting

GREAT LAKES CAPITAL FUND WELCOMES DERRICK COLLINS TO BOARD OF DIRECTORS

Derrick Collins has joined Great Lakes Capital Fund’s Board of Directors. With an extensive career in finance, investment, and most recently, higher education, Derrick currently serves as the Dean for the College of Business at Chicago State University. Previously, he was Assistant Clinical Profes-sor of Finance at Northwestern University’s J.L. Kellogg School of Management.

IS YOUR ADDRESS BOOK UP TO DATE?

GLCF has recently moved our Lansing Headquarters and office. Our new address is 1118 South Washington Avenue, Lansing, MI 48910. All other contact information remains the same. GLCF’s continued development of the Lansing REO Town neighborhood comes at an exciting time as local public utility company, the Lansing Board of Water and Light, opens its new $180 million headquarters directly across the street.

Affordable Housing SpecialistsDevelopment • Management • Investment • Consulting

3333 Founders Road, Ste 120 | Indianapolis, IN 46268 | www.crestlinecommunities.com

James Wilson | 317.257.8922 ext. 11 | [email protected]


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BIKE RACE IN DOWNTOWN LANSING RAISES MONEY FOR VETS

On Saturday, June 22, the Capital Fund Title-Sinas Dramis Law Cycling Team hosted the second annual Festival of the Sun Bike Race in downtown Lansing. Two hundred riders from all over the state converged on the state Capitol grounds to compete on a 1.2 mile course that looped the Capitol building and the shops along Washington Avenue. Besides racing for prizes and fun, the race also served as a fundraiser for Lincoln Apartments, a permanent supportive housing facility for homeless veterans in Indianapolis. Great Lakes Capital Fund, Oakwood Construction, The Loomis Law Firm and Shinberg Insurance assisted as the primary sponsors of the event.

Art of Leadership Advisors ....................................................... 29

Baker Tilly Virchow Krause, LLP ................................................ 2

Chesapeake Community Advisors, Inc. .................................... 14

Clark Hill ................................................................................. 37

Community Economic Development Association of Michigan ... 16

Community Research Services .................................................. 33

Crestline Communities ............................................................. 37

Dauby O’Conner & Zaleski ...................................................... 27

Douglas Company .................................................................... 40

Economides Incorporated Architects ........................................ 11

FHLB Indianapolis ................................................................... 27

G. Fisher Construction ............................................................. 11

Ginosko Development Company ................................................ 4

Keller Development .................................................................. 13

Keystone Construction Corp .................................................... 34

KMG Prestige ........................................................................... 21

Loomis, Ewert, Parsley, Davis & Gotting, P.C ............................ 23

Love Funding ........................................................................... 15

McCartney & Company, P.C ..................................................... 33

Medallion Management, Inc. .................................................... 34

MHT Housing, Inc. .................................................................. 17

Michigan State Housing Development Authority ...................... 38

Milner & Caringella, Inc. .......................................................... 35

O’Brien Construction Company, Inc. ........................................ 39

Pillar Capital Finance ............................................................... 32

Plante Moran ............................................................................ 13

Vogt Santer Insights .................................................................. 35

Wolverine Building Group ........................................................ 34


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