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

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1 P3-60 Recreating Spaces for Making richly designed, pedestrian oriented and economically sustainable Places Michigan Municipal League Conference Grand Rapids, Michigan October 6,

2 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

3 The VISION for the SPACE Creates the PLACE Creepside 2009

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

5 The Creekside Story blighted Space Pre-Creekside Study conducted in mid 1990s found that: City s Main Street (Mill Street) was underdeveloped Post-Office w/ surface parking lot Trucking company Apartments run down Abandoned firehouse Foreclosed on gas station (Brownfield) Blight conditions, disinvestment, decline Natural amenities, the Big Walnut Creek, under-utilized, inaccessible, dumping grounds. Missing teeth syndrome in urban fabric, no CM Comprehensive Land-Use Plan said that: Current land-use was not economically sustainable City should revitalize, redevelop and rehabilitate area Connect West and East sides of Creek, City Leverage the Waterfront Mixed-Use Development, High Density, Character Pedestrian focused Zoning needed to be updated to include mixed-use, density

6 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

7 Creekside Story Chapter I: recreating Space Implementation Phase I Evolved over three distinct phases Phase I: Creek Cleanup and Park Phase II: Mill and Granville Street Revitalization Phase III: Creekside Gahanna Phase IV: Olde Gahanna Vision Update Phase I: Creek Cleanup and Park Big Walnut Creek was restored to its natural meander $ 250,000 Nature Works Grant awarded by Franklin County Greenways Initiative Creekside Park commissioned 1998 Redevelop island in Big Walnut Creek for natural green space Bridge gap between East and West Gahanna Create a destination place for Gahanna residents Home to the Creekside Blues & Jazz Festival and the Holiday Lights! Parade & Festival Main Street Approach - Promotion

8 Pedestrian Focused Strategies Creekside Park Revitalization Redevelopment efforts create Creekside Park Natural resource restoration 1.2 Million dollar redevelopment effort Construction of a waterfall and Creekwalk linking Olde Gahanna Pedestrian Friendly

9 Pedestrian Focused Strategies Olde Gahanna Gateway 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

10 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 region in 2007 Infrastructure Improvements New bridge with wing walls for pedestrian Gateway feature, arch with G - Brand Improved access to Big Walnut Creek and Creekside Park Entry way feature, barrier wall median and entrance Landscape, traffic calming, pedestrian orientation

11 Creekside Story Chapter II Public Catalyst Land Acquisition by City Assembled several parcels of land with different owners Aggregated parcels for redevelopment over time Acquired catalyst site

12 Creekside Story Chapter II Economic Market Incentives 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

13 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

14 Creekside Story Chapter III P3-60 Public Private Partnership 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

15 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

16 Creekside Story Chapter III A PLACE Entrance to underground parking Plaza Office/Retail C C C C Condominiums Lagoon Plaza Plaza/Community Stage Office/Retail Mill Race Creekside Park

17 Creekside Story Chapter III recreate Space to make a Place Before Redevelopment After Redevelopment

18 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

19 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 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

20 P3-360 The Public Investment Public Development Budget Project Funding Construction Cost: $10,500,000 Public Parking Creekside Park Public Plazas Streetscape & Sidewalks Riparian Improvements Demolition Electric Line Re-location Approved Bond/ Cash Initiative: $14,050,000 Appropriations/ S. Appropriations: $2,106,889 Bond Interest $585,000 Total Budget $16,741,889 Scope Additions: $2,730,544 Utilities & Sidewalk $1,158,797 Soft Costs $2,352,548 Total Cost $16,741,889

21 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

22 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,

23 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 City dissuaded developer from seeking tax abatement by agreeing to assist in finance of the public parking facility. TIF proceeds to date - $372, (Creekside) - $416, (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 $317,964

24 Creekside Innovations Overall Design Incorporates the best of the natural and built environment Draws into itself natural amenities through ornate water features, public plazas, bridge, and Park Built in Flood Plain with protective measures Accentuated by several decorative features: Kinetic art display Statues Lower level lagoon Limestone retaining walls Herb garden Bifurcated sidewalk Boardwalk Boat Dock Architectural integrity maintained with three buildings, multiple facades Respect waterfront Respect Main Street vocabulary Economic ally Sustainable Unique Pedestrian oriented Critical Mass Architectural Standard

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

26 Creekside Story Part IV: Olde Gahanna Vision Plan Continue Place making 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

27 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

28 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% ( ) 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

29 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

30 For more information or questions, please contact: Sadicka White, President Sadicka & Associates Gahanna, Ohio