Hempstead, NY Master Concept Plan submitted June 2011

R e n a i s s a n c e D o w n t o w n s /U r b a n A m e r i c a

T h e S t o r y o f H e m p s t e a d R i s i n g

p r e p a r e d f o r t h eV i l l a g e o f H e m p s t e a d

J u n e 1 0 , 2 0 1 1

1 T h e S t o r y o f H e m p s t e a d R i s i n g M a s t e r Co n C e p t ua l p l a n s u b M i s s i o n

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Our Commitment To HempsteadRenaissance Downtowns/ Urban America LLC (RDUA) is proud to be a part of the redevelopment of Long Island’s most important downtown. The Village’s historical place as “The HUB” represents a vibrant place of activity and a crossroads for the region. Through a comprehensive and holistic redevelopment approach, RDUA, in partnership with the Community Development Agency and the Village will work in a holistic and transparent manner to develop a final redevelopment plan for the Village that represents a true “shared vision” for the future of downtown.That vision begins with the submission of this book. It must be noted, however, that this submission represents not the end, but rather the beginning. A jumping off point to build from in the days and weeks to come as the redevelopment vision, the planned uses for downtowns and the look and feel for the Village are finalized through this public and open process. While there are initial planning concepts that are presented within this submission, those concepts are provided solely for the purpose of additional planning. Indeed, the most important aspect of this submission are not the plans, but rather the process. A process that provides a roadmap for the Hempstead Community to understand how their downtown will be transformed, and how they can be included in this effort.From the outset, RDUA has looked to engage the community in this process. After all, downtown belongs to the community first and foremost, and their desires and will must be represented within a final revitalization plan. To this effect, RDUA has held dozens of meetings with community groups, opened up its informational office at Main Street and East Columbia and has launched the region’s first ever Crowdsourced Placemaking program within the Village, “Hempstead Rising.” These efforts will provide the community with an invaluable tool to both inform residents and gather their input in the decision making process, providing a roadmap for an implementable redevelopment plan that truly represents the wants, needs and goals of the entire Hempstead community.

Sincerely yours,

Donald MontiPresident & CEORenaissance Downtowns

Ed ScottSr. Managing Director & Co-CIO, Fund ManagementUrban America

Renaissance Downtowns/UrbanAmerica submits this Master Conceptual Plan (MCP) in accordance with the requirements set forth in the Exclusivity and Planning Agreement executed January 15th 2011. Whereas the MCP is “intended solely to provide a basis for further planning and the negotiation of a Memorandum of Understanding” we request that the Mayor, Trustees and CDA designate RDUA as Master Developer and grant conceptual approval of this Master Conceptual Plan in accordance with the requirements of the Exclusivity and Planning Agreement.

The Mission: To plan the Village of Hempstead’s Downtown in a comprehensive manner, through a transparent collaborative exchange of responsible thoughts and ideas, never losing site of Hempstead’s strong community and adhering to the triple bottom line to development centered on Social, Economic and Environmental responsibility.

2June 10, 2011 Submission

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tsCreating An Enduring Legacy for Hempstead

This Master Conceptual Plan for the Downtown of the Village of Hempstead has been created through a truly collaborative effort with the Village and the Community Development Agency. These efforts built upon the vision presented in the Village Comprehensive Plan, Final Generic Environmental Impact Statement, and RDUA’s North Main Street Urban Renewal Area Request for Proposals. This plan will serve as a road map for future planning efforts in the creation of a vibrant, mixed-use Downtown that will truly display a return to Hempstead’s roots.


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Table of ContentsHempstead’s Renaissance Has Begun 6

Hempstead’s History 7Renaissance Downtowns / Urban America Partnership 9Project Team 10Our Collaborative Planning Process 11RDUA/CDA Joint Planning Sessions 13

Hempstead Rising 16

Existing Conditions 17Existing Uses 18Tax Benefits of Comprehensive Redevelopment 19Redevelopment OPportunities 20Spend Local = Earn Local 21Opportunities to Work and Play Downtown 22Residential Market Opportunities 23 An Inclusive Community Process Has Begun 25Hempstead Rising Community & Committees 27How YOU Can Benefit from the Renewal of Downtown! 29Community Voices 30

A National Model for Revitalization 32

Village Planning - A Step Ahead 33RDUA Plan Consistency with Village Strategies 34Unified Development Approach 35An Infrastructure Strategy 37RDUA Downtown Development Program 38Financing Concepts Toolkit 39


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“Together we will turn great ideas into reality,” - Don Monti - President & CEO of Renaissance Downtowns

Planning TogetherPlanning for Tomorrow 42

Master Conceptual Plan 43What Uses and Community Events Would You Like to See in Hempstead? 44A Central Square Surrounded by Markets, Station and A Boutique Hotel 45Walkable Transit-Oriented Neighborhoods 46North Main St. Offers Cultural Arts, Neighborhood Shopping & Residential Living Alternatives 47Courthouse Square Offers Shopping, Class A Offices & Public Places 48Vibrant Places Linking Neighborhoods & Downtown 49 Mixed Use Buildings Contribute to Vibrant Neighborhoods 50Codes & Ordinances 51Sustainable Development 52Next Steps 53Thank You 54

H e m p s t e a d ’ s R e n a i s s a n c e H a s B e g u n

BEFORE

Artist’s Illustration of North Main Street Facing North near Jackson Street

BEFORE


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Hempstead History“A return to commercial vibrancy”Much is spoken about the heyday of Hempstead’s downtown. It was the Hub – a center of social and economic activity that also provided numerous entertainment and cultural venues. Unfortunately, the Village’s former central business district has experienced an economic decline that is far too typical of once vibrant suburban downtowns. The reasons for this decline are numerous, but are centered on the expansion of the suburban landscape that emphasized auto-driven life at the expense of walkable downtowns. Malls and strip centers began to draw economic activity away from downtown cores and without any significant residential population within these downtowns, the economic base collapsed.These economic realities were further accentuated by policies during the 1960’s, ‘70’s and ‘80’s including Urban Renewal (which RDUA calls “Urban Removal”) which splintered communities and tore away the historic fabric of downtown communities.

Today, however, represents a tremendous opportunity for the Village and its residents to capitalize on national trends that support a return to downtown living, working, playing, shopping and learning. By creating a true mixed-use environment that includes a significant mixed-income residential component, downtowns such as Hempstead, especially those that provide transit options that exist in the Village, are positioned for economic success and social betterment in the years and decades to come. Through a holistic and comprehensive redevelopment approach, RDUA will provide the Village with the ability to once again support a vibrant and growing economic base, which will in turn provide social and environmental benefits that range from improved safety and security, to reduction in the tax burden. This submission represents an initial vision of what the process will entail to ensure the resulting plan provides these benefits to the Village which represent a Triple Bottom Line approach to redevelopment centered on Social, Economic and Environmental responsibility.


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Hempstead’s Renaissance Has Begun

Hempstead History

The image to the left of Crane’s Furniture taken in 1960 at the Corner of Front & Main Streets illustrates one of the many hundreds of vibrant businesses that defined a period of prosperity & opportunity in Hempstead. The top image of Strauss Stores, dated 1961 is a striking reminder of the pattern of demolition and urban renewal that continued for decades while small businesses and department stores were closed and downtown lost busi-ness to the shopping centers and malls that dominated throughout central Long Island starting in the late 1950’s.


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Renaissance Downtowns / UrbanAmerica PartnershipRenaissance Downtowns LLCRenaissance, based in Plainview, Long Island, is a privately held real estate development and investment firm focused on the comprehensive and holistic redevelopment of suburban downtowns (“Boutique Cities”) utilizing Smart Growth and New Urbanist planning and development principles. With over 60 years of combined experience in all disciplines of real estate development and finance, Renaissance is uniquely positioned to overcome the significant challenges facing large-scale downtown redevelopment initiatives. Renaissance’s Unified Development Approach™ was designed to meet and overcome the complexities of downtown revitalization through the creation of a shared vision between the Municipality, Renaissance, private property owners and key community stakeholders. This inclusionary approach will enable the Village to begin to realize benefits from their redevelopment efforts upon the return of the market, positioning Hempstead to capitalize on significant changes in consumer preference which have led to a pent up demand for more urban housing within suburbia, located along transit lines.

UrbanAmericaUrbanAmerica (“UA”), a Minority Owned Business Enterprise (MBE) is dedicated to re-investment in the nation’s urban cores and centers, providing a vehicle to rebuild communities and provide for improved quality of life for current and future residents of these urban nodes. The UrbanAmerica team has experience in both the financing and development of projects that have significant similarities to the proposed redevelopment of the North Main Street Urban Renewal area. Through various partnerships, UrbanAmerica has garnered the experience necessary to work through the significant hurdles found within large scale, urban revitalization. UrbanAmerica’s deep and broad industry, political and non-profit relationships have yielded $4 billion in transactions to date. As a registered investment advisor, UrbanAmerica has a distinctive vision for and specialized expertise in urban center real estate investment nationwide. The firm delivers value-added projects, while also stimulating economic impact in its investment locales.

Renaissance Downtowns/UrbanAmerica LLC (RDUA)RDUA is a Joint Venture between two world leading organizations: Renaissance Downtowns and UrbanAmerica. Renaissance, the branded leader in suburban, downtown transit oriented development, is a Long Island based firm led by Principal and Founder Donald Monti who possesses over 35 years of development experience that covers all aspects of real estate. UrbanAmerica is the largest African American owned development firm, with national experience in the redevelopment of communities that possess significant similarities to those found in Hempstead. Combined, these two organizations provide the Village and its residents with unmatched experience and ability, including an understanding of the need to involve and engage the community throughout the redevelopment process.

Together, RDUA’s internal and external resources provide a collaborative framework that combined, will address each and every requirement set forth by the Village to ensure a responsible and successful redevelopment effort occurs, providing significant and lasting positive results for the community.

Partnership plans $2B Hempstead revival

Originally published: April 5, 2011 Newsday

By AISHA AL-MUSLIM [email protected]

Photo credit: Handout / Renaissance Downtowns. | Artist rendering of North Main Street in Hempstead Village.

Rosa Robinson recalls doing most of her shopping in the 1960s and '70s in downtown

Hempstead Village, when its streets were vibrant and filled with stores.

Now, "there is a business here and there," said Robinson, an area resident for 50 years. "For

the past 15 years, Hempstead Village has died."

Partnership plans $2B Hempstead revival

Originally published: April 5, 2011 Newsday

By AISHA AL-MUSLIM [email protected]

Photo credit: Handout / Renaissance Downtowns. | Artist rendering of North Main Street in Hempstead Village.

Rosa Robinson recalls doing most of her shopping in the 1960s and '70s in downtown

Hempstead Village, when its streets were vibrant and filled with stores.

Now, "there is a business here and there," said Robinson, an area resident for 50 years. "For

the past 15 years, Hempstead Village has died."

1 0June 10, 2011 Submission

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Project TeamA hallmark of the RDUA philosophy is a team approach. RDUA is complemented by a team of world renowned experts in their respective fields. These experts have extensive experience in revitalizing communities not to dissimilar to the Village of Hempstead. The RDUA consultant team is:

Looney Ricks Kiss (LRK)LRK has co-led the planning effort for the RDUA team in creating a Master Conceptual Plan for the North Main Street Urban Renewal Area. As one of the largest and most respected full-service architecture, interiors, planning, and urban design firms in the United States with offices across the nation, the firm’s successful integration and multidisciplinary approach to design naturally evolved from a growing diversity of project types, ranging from town centers and urban planning to private homes to corporate headquarters. LRK brings unparalleled national experience designing and building great places. The firm is a regional, national, and international practice with a large set of resources and a very versatile staff.Today, in the firm’s 27th year of business, LRK is structured to provide expertise to design every component of a community:• Station Area Plans & Transit-Oriented Development• Community Visioning and Consumer Research• Downtown Revitalization, Infill & Redevelopment• Design Guidelines• Mixed-Use Town Centers• Traditional Neighborhood Developments• Smart Growth and New UrbanismLRK placemaking has been recognized by Awards for Excellence from the Urban Land Institute and Charter Awards from the Congress for the New Urbanism.

Town Planning Partnership (TPP)TPP has co-led the planning team for RDUA by creating a Master Conceptual Plan for the North Main Street Urban Renewal Area. Their efforts in the Village of Hempstead are led by Mark Evans AICP AIA with over 21 years of experience planning and implementing downtown and neighborhood master plans throughout the United States.TPP has extensive expertise and experience in the Downtown Revitalization, Mechanics of Local Government, Economics of Development, Community preferences, Market acceptance for change, Smart Growth, Traditional Neighborhood Design, Design Guidelines, Mixed-Use Districts and Transit-Oriented Development.

Crowdsourced Placemakers LLC. (CSPM)CSPM’s Crowdsourced Placemaking community involvement methodologies are at the cutting edge of revitalization techniques. As a national leader in development innovation CSPM is an integral part of the Renaissance Downtowns Unified Development Approach™ which encourages public participation in the creation of a downtown that all stakeholders can be proud of.

Clue GroupThe Community Land Use and Economics (CLUE) Group is a consulting firm that helps communities create vibrant, dynamic downtowns and neighborhoods. As an economic analysis firm which specializes in downtowns CLUE Group is headed by Kennedy Smith who directed the National Trust for Historic Preservation’s National Main Street Center for 13 years and is considered one of the world’s leading experts on downtowns, downtown economics, independent business development, and the economic impact of sprawl, with a career in downtown revitalization spanning 23 years. CLUE group heads the RDUA Team efforts as relates to Economic analysis and business development planning including:• Retail market analysis• Business mix and land use analysis• Retail sales gap analysis• Business development plans for commercial districts• Independent business development and recruitment planning• Business profile development• Economic and fiscal impact analysis• Identification and development of niche markets and clusters• Adaptive use and rehabilitation finance strategies for historic commercial buildings

Zimmerman/Volk Associates (ZVA)ZVA has a national reputation for innovative market analysis based on its proprietary target market methodology. The woman-owned company specializes in the analysis of compact and sustainable development; mixed-income, mixed-tenure redevelopment; mixed-use urban revitalization; traditional neighborhood developments; and integrated-use master-planned communities. Zimmerman/Volk Associates is recognized by the leading practitioners of the New Urbanism as the national expert on the market feasibility of New Urbanist communities.ZVA has begun working with the RDUA Team and will play an integral role in residential market analysis efforts as relates to future planning. Laurie Volk and Todd Zimmerman are co-managing directors of Zimmerman/

Volk Associates. They are frequently quoted in a variety of publications, including Barron’s, Forbes, The New York Times, The Wall Street Journal, and U.S. News and World Report, as well as The Washington Post and the Los Angeles Times. They have addressed conferences throughout North America and in Western Europe, and are sought-after speakers on housing, target markets, sustainable development and urban redevelopment.

Project for Public Spaces (PPS)As a nonprofit planning, design and educational organization dedicated to helping people create and sustain public spaces that build stronger communities PPS has consulted for the RDUA Team’s public space design of the Village of Hempstead. PPS has completed projects in over 2500 communities in 40 countries and all 50 US states. In addition to leading projects in our nine program areas, PPS also trains more than 10,000 people every year and reaches countless more through our websites and publications. PPS has become an internationally recognized center for resources, tools and inspiration about Placemaking.

TimHaahs Engineers and ArchitectsTimHaahs provides comprehensive planning, design, and engineering services for mixed-use and parking related projects. As one of the nation’s foremost experts in parking analysis and strategy, firm principal Tim Haahs has consulted, managed, and supervised the design efforts of over 300 facilities, including mixed-use structures with a related parking component, as well as retail, office and residential elements. He has an expertise in master planning and successfully integrating parking into development projects. Mr. Haahs has consulted for the RDUA Team in the creation of the preliminary revitalization plan.

Forchelli, Curto, Deegan, Schwartz, Mineo, Cohn, & Terrana LLP The RDUA team is rounded out by representation from Forchelli, Curto, Deegan, Schwartz, Mineo, Cohn & Terrana, LLP, one of Long Island’s most acclaimed and distinguished law firms. Headquartered in Uniondale, NY, the Firm is conveniently located adjacent to the Village of Hempstead and has extensive experience in working with Long Island municipalities. One of the largest Real Estate Development Law firms on Long Island. RDUA representation is led by Daniel P. Deegan, who is part of the firm’s Zoning and Land Use practice group and heads up the Firm’s Industrial Development Agency (IDA), Municipal Incentives and Government Relations practices, with particular emphasis on facilitating and implementing responsible real estate development projects. He specializes in Real Estate Development Law, Zoning Law, Municipal Incentives/IDA Law, and Government Relations/Municipal Law. Dan has a reputation for “getting things done” with efficiency, effectiveness and integrity.

1 1 T h e S t o r y o f H e m p s t e a d R i s i n g M a s t e r Co n C e p t ua l p l a n s u b M i s s i o n

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Project History

2008: The Comprehensive Plan: Building a FoundationRDUA’s current efforts represent the ability for the Village of Hempstead to implement visions that have been created through a community centric process that culminated in the adoption of the Village’s Comprehensive Plan in 2008. While most municipalities are staying on the sideline during this recessionary period, the Village and CDA had the forethought to finalize their revitalization strategy now, positioning the Village to capitalize on the upcoming upturn in the real estate market. During this process, the Village completed the New York State environmental review process, analyzing potential impacts that might result from the comprehensive redevelopment of the downtown.

2010: Taking the Next Step through a Request for ProposalsThe Village released a Request for Proposals in the Spring of 2010, asking for qualified developers to submit their vision for a revitalized downtown Hempstead. RDUA stood above the crowd in regard to their submission being philosophically aligned with the goals and objectives of the Village along with RDUA’s holistic and comprehensive approach to downtown revitalization. The Village was also eager to work with a firm, such as RDUA, that emphasizes public outreach and engagement throughout the development process.

January 2011: Naming a Preferred Developer – Building a Team to Implement the VisionOn January 15th, 2011, the Village designated RDUA as the Preferred Developer for a Planning and Exclusivity Period of 90 days, subsequently extended by an additional 90 days. It is this period that is currently coming to a close, whereby RDUA demonstrated its capabilities in planning, private property owner outreach and public engagement. This period is not the time during which a development plan would be created, but rather an initial step to provide the CDA and the Village with the assurance that RDUA indeed was the right development team to redevelop the downtown. Should the Village believe this is the case as set forth by this Master Conceptual Plan, this period will serve as a basis for additional, more specific planning in the weeks and months to follow.

Today: This submittal represents the exhaustive works completed by RDUA during the Planning and Exclusivity Period, covering planning and public outreach and engagement (including private property owners). At this juncture, the CDA and Board of Trustees will vote to continue the process with a more formal designation of RDUA as Master Developer for the Downtown which is essentially a continuation of the process (planning and engagement).

Next Steps:Should the CDA and Village decide to continue with the redevelopment effort in partnership with RDUA (via voting to approve RDUA as Master Developer for the downtown), the next steps will consist of signing a Memorandum Of Understanding (MOU) which will serve a the basis for a formal Master Developer Agreement to be signed between the Village and RDUA. The initial MOU and subsequent Agreement would delineate specific milestones that RDUA must reach on the way to providing a Final Master Development Plan for the Downtown that will include specific placement and square footage of units along with a number of other details to include:Land Acquisition and Disposition Procedures, Financing Mechanisms, Allocation of any Environmental Responsibilities, Default Provisions, Tax Revenue Analysis, State and Federal Assistance to be Sought

Our Collaborative Planning Process

RDUA Selection Process

Exclusivity Agreement- A Basis For Further PlanningOn January 15, 2011 the Village of Hempstead entered into an agreement with Renaissance Downtowns/Urban American as the preferred developer for the North Main Street Urban Rebewal Area. This agreement identified a temporary relationship setting forth the ideas for potential, timing, phasing, parcels to be included & excluded, open space, allocation of uses, percentage of uses, site specific land-use, land acquisition, public & private facilities and utilities, code amendments & and new codes and financing concepts. Two products have been produced to satisfy the agreements in the Planning Exclusivity Contract. The first is the Master Conceptual Plan (MCP) and the second is a Memorandum of Understanding (MOU).

Master Conceptual PlanThe book you are currently reading is the Master Conceptual Plan. The Agreement states “ The MCP is intended solely to provide the basis for further planning, environmental review and the negotiation of a Memorandum of Understanding”. All assumptions developed and presented here, were done within the constraints of this fundamental accord. As described in detail in Chapter 2 Hempstead Rising, the input from elected officials, community leaders, Village residents and all other community stakeholders is of the utmost importance in developing the best plan for the downdown redevelopment of the Village of Hempstead.

Memorandum of UnderstandingThe MOU is intended to set out a framework for continued study of the major points addressed in the Master Concept Plan, specifically those difficult items that require significant thought, research and community involvement. These items include but are not limited to: (i) Future performance obligations & timetable for further approvals, addressing of governmental rules & regulation and construction timetables; (ii) Land Acquisition & disposition procedures including strategic alliances with local property owners; (iii) Allocation of any environmental responsibilities; (iv) Tax obligations; (v) Default provisions; (vi) Examination of state and other legislation; (vii) Procedural requirements for both the Village and RDUA to continue to work in good faith towards a common goal; (viii) Local community benefits program and job training goals and objectives; (ix) Construction and design standards for the Project, including “green” building standards; (x) Mixed-income housing goals and objectives


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Our Collaborative Planning ProcessRDUA Consistency with the Comprehensive PlanHempstead Village and the Hempstead Community Development Agency have undertaken significant steps toward to creation of a downtown redevelopment framework. As such, RDUA is not looking to reinvent the wheel, but rather build off of these past planning efforts to provide a clear path toward the implementation of a downtown redevelopment plan that will provide significant benefits to the community.One of the key efforts undertaken by the Village and the CDA was the creation and adoption of the 2008 Comprehensive Plan, which studied the potential impacts of a redevelopment of Hempstead’s Downtown. It should be noted that RDUA has and will continue to abide by the guidelines as set forth in the Comprehensive Plan including the following goals and objectives which RDUA is in complete agreement and compliance with during its conceptual planning efforts:

HOUSING FOR EVERYONE

GREAT PLACES

COMPACT AND SUSTAINABLE DEVELOPMENT

EDUCATION

IMPLEMENTATION STRATEGIES

MULTIMODAL TRANSIT AND WALKABILITY

Provide a range of downtown residential opportunities • Mix of low and mid-rise units• Mix of income range (inclusive affordability)• Mix of rental and ownership

Incorporate quality public spaces and civic activityEnhance and expand the open space network• Create urban pocket parks • Create a network of green pedestrian trails• Allow for inclusion of agriculture and farming

o Create a community gardeno Create rooftop gardens

Create and enhance gatewaysImprove streetscape and walkability• Street trees• Built-to line buildings with interesting storefronts • Street lights• Crosswalks and pulled-in shoulders

Increase density • to achieve compact development and sustainability by design• to encourage walkability by providing short walk to a mix of uses• to achieve reduced per-unit construction costsSustainability by Design Strategies• Neighborhood Pattern• Green Infrastructure and BuildingsAdaptive reuse of vacant buildingsEnhance and integrate new development

Enhance the educational experience by providing new revenues and safe streets

Unified Development ApproachComprehensive Planning• Zoning Overlay District

• Form Based CodeUpgrade utilities and infrastructureFinancing concepts toolkitContinue to examine the entire FGEIS study area

Incorporate and link multimodal transportation networks (train, bus, car, bicycles, pedestrian)

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ECONOMIC DEVELOPMENT page

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Create substantial economic value through redevelopment • Focus on existing downtown core• Redevelop underutilized sites (parking lots, buildings, brownfields)Create jobs and career opportunities for Village ResidentsProvide net positive tax revenue to the Village and the School

VIBRANT COMMERCEProvide vibrant 24-hour downtown Create diversity of use (live, work and play)• Divert the commercial/retail development toward the downtown core• Provide a range of 1st floor commercial spaces to allow for diverse activity

o Foster entrepreneurship, provide incubator spaceso Support existing retailerso Incorporate destination retailers and restaurants

• Allow a mix of office users Recapture Hempstead as the preeminent regional shopping destination Foster a sense of safety and security

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√ RDUA PlAn Consistent with VillAge objeCtiVes

The symbol above is included through-out the document to illustrate consistency achieved with specific Village objectives outlined on this page.

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Village Objective RDUA Plan Village Objective RDUA Plan

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RDUA / CDA Joint Planning Sessions

Led by Commissioner Claude Gooding, the Hempstead Community Development Corporation has been a true partner during the initial planning efforts. Mr. Gooding’s vast wealth of knowledge regarding the Hempstead community provides important insight into community wants and needs, enabling the redevelopment efforts to best reflect the community that it will serve. It should be noted that the past planning efforts conducted by the CDA, including the preparation and adoption of the Village’s Comprehensive Plan (adopted in 2008) provide an exceptional foundation for RDUA and the current Public-Private Partnership between the developer, the Village and the CDA.

Preliminary RDUA Study Area Boundary Downtown Streets Network Diagram Existing Buildings Diagram Preliminary Linework Diagram Pedestrian & Open Space Network Diagram

Parking & Pedestrian Network Diagram Downtown Retail, Office, Entertainment, & Hospitality Use Diagram Downtown Residential Land Use Diagram Downtown Office Land Use Diagram North Main Street Urban Renewal Area Concept Plan Preliminary Downtown Concept Plan

Aerial Photo With GEIS & Urban Renewal Boundaries

Mr. Kirkpatrick, an attorney and city planner, is a founding partner of the White Plains law firm of Oxman, Tulis, Kirkpatrick, Whyatt & Geiger LLP. With more than 35 years of experience in land use planning and development, he concentrates his practice in the areas of land use and environmental law. He represents developers and municipalities on a wide variety of projects from 500-unit residential developments to neighborhood banks, high-rise affordable housing projects, and zoning code comprehensive revisions. Prior to his admission to the bar, Kirkpatrick served as a principal planner for Frederick P. Clark Associates. A graduate of the University of Pennsylvania, he also holds a Masters in Regional Planning from Cornell University and a Juris Doctor from Pace University School of Law.

Led by Principal Frank Fish and Associate Todd Okolichany , BFJ has brought their decades of experience and expertise to the table, working in partnership with the CDA and RDUA. Frank is a Fellow at AICP with over 30 years’ experience covering the full spectrum of planning, having conducted work for both municipal and private sector clients. Frank played a key role in the recent update to Nassau County’s Comprehensive Master Plan, and has provided keen insight to the development team to ensure a well thought out redevelopment plan is created and implemented within downtown Hempstead. Currently, Mr. Fish serves as a member of the board of directors of the New York Planning Federation.

The planning process has been a true team effort, with significant input by the Hempstead Community Development Agency under the leadership of Commissioner Claude Gooding along with Oxman Tulis Kirkpatrick Whyatt & Geiger LLP and BFJ Planning working as consultants to the CDA.

THIS SELEC TION OF RDUA PLANNING DOCUMENTS FOR DOWNTOWN HEMPSTEAD HIGHLIGHT THE IMPORTANCE OF THE COMPREHENSIVE APPROACH THAT HAS BEEN CENTRAL TO THE RDUA/C AA PLANNING SESSIONS


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tsRDUA/ CDA Joint Planning Sessions


RUDA and the Village of Hempstead CDA have worked diligently to achieve remarkable results in developing the Master Conceptual Plan for the redevelopment of the Village of Hempstead Downtown. The input from Commissioner Gooding as well John Kirkpatrick of Oxman Tulis Kirkpatrick Whyatt & Geiger LLP and Frank Fish & Todd Okolichany of BFJ Planning, has been of great value to the creation of MCP. Please find below a summary of the accomplishments organized by our face-to-face Planning Workshops.

Feb 3rdFull comparison to Village Comprehensive Plan & FGEIS. Detailed analysis showed that the goals & objectives of RDUA were in direct alignment to the goals & objectives of the Village of Hempstead.Preliminary Plan Details including• Conceptual placement, description & distribution of Retail & ground

floor commercial• Conceptual placement, description & distribution of Residential• Conceptual placement, description & distribution of Commercial Office• Conceptual placement, description & distribution of Open Space and

Pedestrian connections• Conceptual placement, description & distribution of initial parking

strategies




Feb 17thExpanded Re-Development Plan Details• Detailed discussion on parking strategies and Pedestrian Connections/

open space

• Conceptual Preliminary Parking Management Plan- additional details• Conceptual Preliminary Neighborhood Character Plan• Conceptual Preliminary Suggested Placement of Uses• Conceptual Public Outreach Discussion- Outreach Trailer placement &

Social Networking Web Site

March 3rdConceptual Program Distribution DetailsMaps & Spreadsheets of all soft sites and potential new Programz were examined. Details were examined by use and floor of every existing and potential new building.• Potential New & Existing Residential• Potential New & Existing Commercial• Potential New & Existing Retail• Potential New & Existing Parking• Potential New and Existing Public Spaces• Potential New & Existing Civic & Cultural Uses• Potential Relocation Strategies to ensure that existing businesses do

not have to close

March 17th• Review Conceptual Preliminary Neighborhood Maps & Preliminary

Phasing• Detailed discussion on potential Main Street Retail & Leakage by

Kennedy Smith of CLUE Group

• Discussion on Potential Residential Market by Laurie Volk of ZVA• Preliminary discussion of process to acquire Village owned parcels • Discussion on agreements with Private Property Owners

March 31st• Review implemented changes to Conceptual Preliminary Neighborhood

Maps & Master Conceptual Plan• Review Potential Fiscal Impacts to the Village• Discussion on benefits of 90 day extension to Community Outreach

Program

April 28th• Discussion on Deliverables during Extension Period• Review of Final Planning Concepts of Master Concept Plan• Discussion on what must be presented to the CDA & Village Boards • • Focus on NMSURA for MCP Submission

May 12th• Review Submission schedule• Review Items to be completed before submission

June 3rd• Review Draft of Master Concept Plan Submission Book• Review Memorandum of Understanding

Feb 3rd

Feb 17th

March 3rd

March 17th

March 31st

April 28th

May 12th

June 3rd

THE NORTH MAIN STREET URBAN RENEWAL CONCEPT PLAN HAS BEEN INFORMED BY THE BROADER DOWNTOWN PLANNING IMPAC T STATEMENT STUDY

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Hempstead Rising

BEFORE

Artist’s Illustration of North Main Street Facing West near Kellum Place


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Existing ConditionsDemographic and Population OverviewThe Village of Hempstead provides a diverse local population, which is well suited to the creation of a vibrant mixed-use downtown. With a residential population of more than 52,000 people, the Village is ethnically diverse with 55% African Americans, 26% White and over 37% Hispanic or Latino. The businesses of Hempstead are similarly diverse and reflect the multicultural backgrounds of the Village and surrounding region. Of the 15,472 occupied residential dwellings in the Village, 45% are owner-occupied and 55% are renter-occupied. Over 70% of the residents are in the labor force and the median household income in 2009 was $53,601. While the median household income is lower than the region as a whole, it does provide a basis for the introduction of a mixed-use neighborhood centered around the transit nodes of the Long Island Railroad and the Rosa Parks Bus Terminal. There is a strong entrepreneurial spirit within the Village, fed in part by a recent influx of new immigration along with historic retail root from longtime residents, which bodes well for the successful implementation of a vibrant retail setting within the downtown. In order to create a vibrant mix of uses the development team must first work to discover what uses exist within the current downtown before determining what uses are needed. The RDUA Team has worked with the Village and the CDA to begin a more detailed parcel by parcel evaluation of the identified sites. Initial response from Private Owners has been very encouraging as a starting point for full implementation of the RDUA Unified Development Approach.

Analysis of Existing Land UsesThe Renaissance Team conducted a preliminary analysis of the current uses in Downtown Hempstead to inform the planning process. The following discoveries include:• Lack of commercial and retail uses in many sectors• Excess vacant land and improperly placed surface parking• Lack of residential home type options• Lack of newer residential constructionAmong Downtown Hempstead’s many advantages exists the opportunity to redevelop significant vacant and underutilized property. Existing surface parking lots are essentially blank slates providing the opportunity for the Hempstead to truly reinvent itself in a way that many communities cannot. The repurposing of these sites can also significantly increase revenue generation from what might otherwise be less significant revenue opportunities.The map to the right depicts developable soft sites within downtown as identified in the Villages Final Generic Environmental Impact Statement, including municipally owned land and privately owned land that is ripe for significant redevelopment. With the transit hub as the “hole in the donut” surrounded by additional redevelopment opportunities, the Village of Hempstead is well positioned to successfully achieve a comprehensive downtown revitalization.

FINAL GENERIC ENvIRONMENtAL IMPAC t StAtEMENt “SOFt SItES” ASSESSMENt MAP

Land Designated in the village

Comprehensive Plan as Available for Development in the

Downtown

Draft Generic Environmental Impact Statement 17

Ferrandino & Associates Inc. September 2008

LAND USES

√Economic dEvElopmEnt

compact & sustainablE dEvElopmEnt

• Create substantial economic value throughdevelopment

• Adaptivereuseofvacantbuildings


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Soft Site Map w Tags04.29.2011

Hempstead Rising

Summary of Existing Buildings designated by the village Comprehensive Plan Update of 2008 as “Soft Sites” appropriate for redevelopment

One initial step in the RDUA revitalization process is to analyze the existing uses that presently lie within the Downtown. The RDUA team uses both Geographical Information Systems (GIS) Data and feet on the streets physical investigation to determine the current use square footages for each building in the North Main Street Urban Renewal Area. When analyzing buildings consideration was given to the soft sites that lie both within 26 acre North Main Street Urban Renewal Area as well as those identified for the entire downtown in the Village’s Comprehensive Plan updated in 2008.

In addition to identifying the residential, retail and commercial square footages that exist the RDUA team has taken a large step forward in the process of meeting with property owners to both confirm current uses and discuss the potential for added value development strategies.

The below charts display the parcel and use details for each property studied. This data will be essential in determining additional uses that build upon current uses in the creation of a truly vibrant environment that offers an extensive variety of live, work, shop and play options.

Existing Uses

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Soft Site Map w Tags04.29.2011J a c k s o n s t r e e t

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tax Benefits of Comprehensive Redevelopment

Missed Opportunities for Revenue Distribution Map

Missed Opportunities for RevenueThe map below and associated spread sheet (right) both detail the current Property Tax income to the Village of Hempstead based on existing land use in the North Main Street Urban Renewal Area. Significant land mass accounts for little to no property tax income for the Village and School District. This same problem exists throughout the FGEIS Study Boundary.

Significant portions of the NMSURA consist of under utilized parking lots which bring in little to no income for the Municipality. Additionally, many properties in the North Main Street Urban Renewal Area receive significat tax exemptions. A detailed study of the area demonstrates that the Village and School District receive only 50% of the total potential Tax revenue from properties today, this is detailed in the Tax Assessment Data Chart (above). If the under utilized parking lots were to be developed to their Highest & Best Use the Village could realize a significant increase in its tax base even without changing the status of the tax exempt properties in the area.

The Final Generic Environmental Impact Statement adopted by the Village in 2009 estimates that the net tax benefit to the community could be in excess of $7,000,000 per year. The North Main Street Urban Renew Area only represents a portion of the opportunity discussed in the FGEIS, however, these two graphics clearly demonstrate the potential for net property tax benefits for the Village upon implementation of a comprehensive mixed-use redevelopment in downtown.

Residential Commercial tOtAL(a) total Revenues $26,451,600.00 $2,662,800.00 29,114,400.00(b) total Expenditures $19,813,974.06 $2,186,873.95 22,000,848.01Net contribution (a-b) $6,637,625.94 $475,926.05 $7,113,551Land Use Ratio (Exp/Rev) $1 : $0.75 $1:$0.82 $1 :$0.76

Potential Net tax Revenue for the Downtown Redevelopment as Identified in the village of Hempstead FGEIS

Number of

Properties

Assessed

ValueNon School School Total

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payment

Total Tax

Exemption

103 $575,709 $397,239 $2,440,563 $2,837,802 1,477,865$ (1,359,937)$

Tax Assessment Data


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Hempstead Rising

transit Oriented Development Opportunities

The Village of Hempstead possesses transit assets that are unmatched within the region. Providing a true multi-modal center that includes the Long Island Rail Road and Nassau County’s bus HUB, the downtown is exceptionally well positioned to capitalize on regional and national trends that support the creation of mixed-use neighborhoods anchored by transit opportunities. The existence of both rail and bus transit will support all uses within the downtown, creating a true walkable neighborhood. There is a high demand for residential options within proximity to transit, as such a location lessens or eliminates the need for the automobile (and the associated cost in excess of $10,000 per year to own and operate a vehicle). The opportunity for residents to walk to the train or bus to get to work (including direct access to Manhattan via the LIRR) is a huge economic advantage as compared with other communities within the region.The proximity of transit also provides additional opportunities to capture commercial tenants, who strongly desire locations that provide a work-live environment (whereby employees can walk to work) enhanced by transit connections. In fact, national trends support a return to downtown employment centers as opposed to isolated suburban office buildings and industrial parks, creating a scenario where the Village can capture a significant percentage of regional tenants who desire a location within a walkable, mixed-use transit oriented environment.

Local Businesses & Local Jobs are the Keys to a Successful Downtown

995 Existing

Businesses

Redevelopment Opportunities

JOBS! JOBS! JOBS!Downtown Hempstead is a major generator of small, independently owned businesses. The RDUA team believes strongly that the overall success of any downtown revitilization must include the existing business owners and local employment base. The best way to increase jobs for local residents currently struggling to find work is to provide the tools for existing businesses to grow and continue to hire locally. Kennedy Smith of the CLUE Group has provided preliminary studies of the existing business base so we can begin to understand what is missing in the market and then help business owners provide it. Entrepreneurship is Strong In HempsteadThe US Census Bureau’s Economic Census (conducted every five years, in years ending in -2 and -7) collects data only from businesses with employees. Because the owners of many small, independently owned businesses take owners’ draws, rather than paying themselves salaries, most of these businesses are not classified as “businesses with employees” and are therefore not included in the Economic Census. The discrepancy between the number of business entities in the overall Village of Hempstead that are included in the 2007 Economic Census (854 in all of Hempstead) and the number of business entities just within one-half mile of the intersection of Jackson and Main Streets (995-see table) provides one indication of the number of small, independently owned businesses in downtown Hempstead and of the district’s role in cultivating and supporting small, independently owned businesses.

It is logical to assume that, with the availability of new housing, proximity to transit, and proximity to an expanded range of retail and service businesses and amenities, downtown Hempstead will continue to serve this important role as a business incubator.

Businesses Located within a 1/2 mile of Jackson & MainCategory Count Percent

Accounting + tax services 9 0.9%

Attorneys 27 2.7%

Automotive 49 4.9%

Bail bonds 5 0.5%

Communication 10 1.0%

Construction 38 3.8%

Education 26 2.6%

Entertainment 12 1.2%

Financial 35 3.5%

Government 43 4.3%

Grocery 19 1.9%

Hair + nail care 49 4.9%

Industry 15 1.5%

Information + media 7 0.7%

Insurance 6 0.6%

Medical services 90 9.0%

Misc professional services 152 15.3%

Nonprofit organizations 44 4.4%

Other services 46 4.6%

Real estate, management, and real estate services 33 3.3%

Religious institutions 47 4.7%

Restaurants 58 5.8%

Retail stores 131 13.2%

Social services 18 1.8%

Transportation 14 1.4%

Travel agencies 9 0.9%

Wholesale 3 0.3%

Totals 995 100.0%


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It’s YOUR $100 Million

Nassau County is expected to add new residents and jobs over the next 25 years, increasing demand for office space. Although Nassau County suffered significant job losses during the recent recession, the New York Metropolitan Transit Council projects that Nassau County will add 154,000 new residents and 89,000 new payroll jobs between 2005-2035.

Spend Local = Earn Local

RDUA has heard the community’s desire to once again see downtown Hempstead as a center of retail and commercial activity reflecting the Village’s history as the Hub for Nassau County and the region. To achieve this aim, it is essential that the right mix of uses are provided, including a significant residential population downtown. Without this critical mass of residents, there is mechanism to support retail and commercial activity. However, with the right range of mixed-income residential options, independent retailers (“mom and pops”) can once again not only survive, but thrive within the downtown.

village Residents Currently Spend over $100,000,000 every Year in other Communities

Keep Your money here!

The commitment to support local main street businesses can be hard to come by these days. Malls, Big Box stores and national chains have eroded the character of American Downtowns since the mid 1950’s. The Village of Hempstead needs to make a choice to support local entrepreneurs located within the Village. When you shop at a national chain your money is going straight to Wall Street! Local business owners support the local community where national chains will not. These businesses provide quality local employment, they support local religous and civic institutions, they invest in their homes, coach soccer programs and run for local government.

RDUA is committed to encouraging the growth of local businesses currently residing in the Village. According to the Market Analysis prepared by the CLUE Group, Village residents, visitors and businesses are consistently spending over $100 million at businesses located outside of the Village boundaries. which could be captured by the village businesses. This trend erodes the existing tax base, discourages businesses from reinvesting in the community and further extends the commercial downturn that began in the 1950’s with the arrival of the Roosevelt Field Mall and continues today. Despite the loss of major department stores and many categories of retail & entertainment venues, the Village has maintained its commitment to entrepreneurship, evidenced by the existence of almost 1,000 businesses within a 1/2 mile walk of the Transit Hub.

To begin the transformation from exporting retail dollars to help existing and new businesses the Village must initiate the following opportunities:Gateways: Hempstead’s revitalized downtown must be marked by strong gateways and should offer unique goods and services in an attractive mixed-use environmentsignificant demand for retail options: A number of factors suggest significant potential for downtown retail growth, including a lack of retail options currently available downtown along with significant retail leakage “This Village is experiencing sales leakages in almost all major retail categories” -Kennedy Smith, CLUE Group. more offices, employees and residences: Downtown retail would benefit from the presence of downtown area workers along with the addition of significant additional residential optionscomplementary retail: New, downtown retail would likely complement and not compete with existing auto-oriented businesses.

Conclusion: “the time is ripe for development of a distinctive, exciting mixed-use town center in Hempstead”


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tsOpportunities to Work & Play Downtown

Commercial Market Opportunities

Hempstead has a unique opportunity to capitalize on market trends that demonstrate significant growth potential for industries that may be attracted to relocating to a mixed-use, urban setting. The Village of Hempstead already possesses a strong entrepreneurial base of residents and a transit oriented location that will prove increasingly attractive to larger industry looking to improve the cost of living and quality of life for their employees. To achieve the true potential for Downtown Hempstead, there will be a need to create strong synergies, destination draws, and increased exposure in order to build the market for office uses. It should be noted that the same mixed-use environment that is likely to attract housing demand in downtown Hempstead is also going to help attract businesses and office tenants which will grow the commercial base (many of whom will be the same people that are going to rent or buy housing downtown). Initial phases should also focus on building partnerships with growing industries such as health care and minority growth industries such as fashion and applied arts.The dearth of retail, dining and entertainment activity and especially housing deadens street-fronts and reduces pedestrian activity. The lack of an existing, vibrant business mix also limits the opportunity for additional office uses, although a comprehensive redevelopment plan would likely overcome this issue.Office uses currently constitute the largest percentage of current non-residential tenants in downtown Hempstead. More than half of downtown Hempstead’s current business entities use office space exclusively (or almost exclusively). The district’s accountants, insurance agencies,

Hempstead Rising

Hospitality OpportunitiesQuality boutique hotels are the mark of a successful vibrant downtown. The revitalization of downtown Hempstead will create a walkable, mixed-use neighborhood that provides a unique setting within the region. When this redevelopment vision is combined with the existing economic and cultural assets within the Village, the stage is set for the successful inclusion of hotel and hospitality components within a reinvented downtown.Hempstead’s proximity to New York City along with it’s reemergence as a shopping and entertainment destination will fuel demand for travelers to come and stay. These visitors will attract unique retailers that are more suited toward tourists as opposed to local residents and employees.Additionally, a hotel will help attract Class A Office tenants and serve the needs of local Institutions of higher learning and the multitude of medical systems in the surrounding area.

√ Economic dEvElopmEntvibrant commErcEGrEat placEs

• Createsubstantialeconomicvaluethroughredevelopment• Creatediversityofuse• Incorporatequalitypublicspacesandcivicactivity• Fosterasenseofsafetyandsecurity

medical offices, government agencies, attorneys, and other office users account for 51.3 percent of all the district’s non-residential tenants (Table 2). We would anticipate that the overwhelming majority of these office users, who are already familiar with the benefits of downtown Hempstead’s transit-friendliness, will remain in downtown Hempstead during and after its redevelopment.The district lacks Class A office space. There does not appear to be any Class A office space in downtown Hempstead and very little Class A office space elsewhere in the city. Current downtown office rents appear to be below Nassau County’s averages. According to COSTAR and Loopnet.com, recent actual rents and current asking rents range between a low of $10.00/square foot to $28.57/square foot, with an average of $16.82/square foot and a median rent of $17.75. Cushman & Wakefield’s 1st quarter 2011 analysis of the Long Island office market states that the average asking rate per square foot in Nassau County was $30.72 at the beginning of 2011.Demand for a variety of types of downtown office space has considerable elasticity. Hempstead is home to scores of educational institutions, research institutions, and leading-technology industries, providing a fertile environment for development of spin-off, symbiotic, and supportive businesses. With the new housing and amenities of a mixed-use district bolstering downtown Hempstead’s existing transit strengths, and with a comprehensive strategy in place for positioning downtown Hempstead as a business growth center, we believe downtown Hempstead could potentially support more office space than supply/demand gap analyses might otherwise suggest.The regional office market appears to be improving. According to Cushman & Wakefield’s 1st quarter 2011 analysis of the Long Island office market, the overall office vacancy rate rose in 2010 - but dropped in the last quarter of 2010. Cushman & Wakefield reported other signs of recovery in Long Island’s office market, also, including overall absorption of more than 300,000 square feet in the first quarter of 2011, the first time Long Island has experienced positive absorption in four years.


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Downtown Hempstead is extremely well positioned to capitalize on recent market trends that point toward a strong demand for downtown living within walkable, mixed-use neighborhoods. Demand for a more urban lifestyle as opposed to the sprawl development pattern that has dominated the nation’s landscape for much of the past 60 years is growing. To accurately determine the potential absorption ability for new residential options within a revitalized downtown Hempstead, RDUA and Zimmerman Volk Associates will perform full market studies. These studies will be designed to address the needs and desires of current as well as future residents. As detailed in the the Village’s Downtown Vision and Comprehensive Plan Update, RDUA believes that a mix of residential options is most appropriate for downtown development. A selection of rental and home ownership opportunities should be provided for a range of incomes. As detailed on the following page, the FGEIS and Comprehensive plans studied percentages of each type of unit with a weighted average in favor of one bedroom and studio apartments. Smaller apartments allow for a greater distribution of residents throughout the downtown. This distribution is the key to two principles of smart downtown planning. First, the greater distribution of units allows a builder to keep the heights of most of the buildings to a range of 3-5 stories. This type of low rise construction keeps construction costs low and the cost savings can then be passed on to the end user. Second, the distribution of residential units provides for a greater distribution of “eyes on the street”. Residents who take pride in where they live help to keep a neighborhood safe. by spreading the residential units throughout the entire downtown no part of the area will be vacant and therefor force criminal elements to move out of the downtown development zone. The changes in market preferences combined with a lack of downtown housing options within Long Island create a significant opportunity for Hempstead to provide residential product that is in high demand – and very limited supply.

Residential Market Opportunities

The vitality of downtowns is dependent on the fine-grained mix of uses - rental and ownership

dwellings of a variety of types, and shopping, din-ing and entertainment uses - all connected in a

high-density, pedestrian-friendly pattern of urban streets and blocks.


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RentalRental options, addressing immediate local needs, will drive the early phases of residential construction as value is built for for-sale opportunities in the future. This is true for the following reasons:• New rental housing is the linchpin of urban redevelopment and should

be introduced to the market as quickly as possible.• Rental apartments are required for the establishment of “critical

mass,” because rentals are absorbed at higher rates than for-sale units.

• Rentals are the fastest way to bring a large number of households to a downtown.

• Rentals allow households to experiment with living in an area without the mortgage commitment of home ownership.

• Declining home values create a lack of confidence in the for-sale market.

• Renters form a pool of potential purchasers of for-sale condominiums, and townhouses that can be built in later phases, when the market has recovered.

• Attainable priced options especially for young local workforce and senior population

Home OwnershipHome Ownership opportunities are important for all downtowns. The current financial markets prohibit immediate significant development of condominiums and town homes however, as the markets improve there will be significant opportunities for Hempstead residents to purchase a home. A range of options will make home ownership affordable and attractive to individuals in a full mix of economic classes.

Residential Unit Mix from FGEISStudio 20%1 Bedroom 30%2 Bedroom 40%3 Bedroom 10%

The mix of income range percentage, rental and condominium percentages were not addressed however it is stressed that there should be a reasonable mix of all types.

Hempstead Rising

√ HousinG for EvEryonE

• Mixofincomerange• Mixofrental&ownership• Mixoflowandmid-riseunits

Housing Mix should Provide Many Options

“Rental units, are a significant driver of value for downtown commercial as well as future condominium sales. Renting for a few years can help establish a good credit history for the future first time home buyer in the Hempstead market.”


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An Inclusive Community Planning Process has Begun Community Organizations & Stakeholder Meetings RDUA Project Office

town, County and State StakeholdersADOLFO C ARRION – DIREC tOR HUD, NY/NJDEPUt Y COUNt Y ExECUtIvE- ROBERt WALKERLARRY LEvY-HOFStRARICHARD GUARDINO - HOFStRAJOHN DURSO & ROGER CLAYMAN-AFL-CIOJIM C AStELLANE-BUILDING tRADESMARK HERBSt – LONG ISLAND CONtRAC tORS ASSOCIAtIONJOHN C AMERON - C AMERON ENGINEERINGMIKE WHItE/C ARA LONGWORtH-LIRPCLIRPC-PRESENtAtIONLI INDEx & DAvE KAPPELLSARAH LANSDALE- SUStAINABLE LI/SUFFOLK COUNt Y PLANNING DIREC tORANDREA LOHNEISS-EMPIRE StAtE DEvELOPMENt CORPGERRY PEtRELLA- CHIEF OF StAFF, LONG ISLAND FOR SEN. SCHUMER’S OFFICEJOSEPH KEARNE Y – NASSAU COUNt Y DPt Y COUNt Y ExECUtIvERAY tHOMAS – NASSAU COUNt Y COMMUNIt Y AND ECONOMIC DEvELOPMENtC ARL SCHROEtER – NASSAU COUNt Y DEPt. OF REAL EStAtEPAtRICK FOYE (FORMER DPt Y. COUNt Y ExECUtIvE, NOW WItH NYS ESDC)JAY JACOBS – NYS/NASSAU COUNt Y DEMOCRAtIC LEADERDEPUt Y INSPEC tOR KENNEtH LACK – NASSAU COUNt Y POLICE DEPARtMENtADRIENNE ESPOSItO – CItIzENS C AMPAIGN FOR tHE ENvIRONMENtGUGGENHEIM MUSEUMYEMI GREEN –vILLAGE GENERAL CONtRAC tORSMALL BUSINESS DEvELOPMENt CORP.KENDALL LANKIN- ExECUtIvE ASSIStANt tO tOWN SUPERvISOR MURRYBOCESMARt Y C ANtOR-LIBNNY NEWSDAYNY tIMES

Parties Interested in Participating in the RedevelopmentSOUtH NASSAU COMMUNIt Y HOSPItAL – LEt tER OF INtENtNYS CLC (DAN COHEN) – AFFORDABLE / MARKEt RAtE HOUSING, NON SUBSIDIzED. SCHEDULING A SItE tOURMILL CREEK RESIDENtIAL (FORMERLY tRAMMEL CROW)PEtER FLORE YM1 HOMESCENtRUM DEvELOPMENtKIMCO REALt Y

Hempstead StakeholdersABBA- REv. REGINALD BENJAMINAFRIC AN AMERIC AN MUSEUMHEMPStEAD CHAMBER OF COMMERCEHEMPStEAD PROMISE NEIGHBORHOODSHEMPStEAD EOCHEMPStEAD HOUSING AUtHORIt Y (INCLUDING CORNELL BOzIER)HEMPStEAD NAACPHEMSPtEAD HISPANIC CIvIC ASSOCHISPANIC COUNSELING CENtERHEMPStEAD NEW DEMOCRAtSHEMPStEAD PUBLIC LIBRARYLEE BAUMLEGISLAtOR KEvAN ABRAHAMSLEGISLAtOR ROBERt tROIANOCOUNCILWOMAN GOOSBY vILLAGE At tNY AND DPW DIREC tORPOLICE CHIEF WING-vILLAGELARRY MONtGOMERY- Communit y Journal

HEMPStEAD COMMUNIt Y HOUSING FUNDLIRR/MtALONG ISLAND HOUSING PARtNERSHIPGREAtER HEMPStEAD HOUSING FUNDHEMPStEAD REPUBLIC AN CLUBJUDEA BAPtISt CHURCHNY COMMUNItIES FOR CHANGEPAStOR REILLYREvEREND PAtRICK DUGGAN MULtItUDE PAStORS/CHURCH LEADERSBLACK WOMEN ENtERPRISES

Property OwnersEOC- IRIS JOHNSON-LARRY BURNS-SONDRA tOWNSEND-BROWNE-LAvONNE ERSKINE186 MAIN- ACE ARC WELDING151A MAIN StREEt- NW CORNER COLUMBIA & MAIN - MULtIPLE OWNERS153-161 MAIN StREEt54 MAIN-SE CORNER FULtON & MAINJASLEEN ANAND ESQ-REPRESENtING SEvERAL OtHER PROPERt Y OWNERS- NEIGHBORS OF 54 MAINExPRESSIONS- NE CORNER MAIN & BEDELLDELL BUS- SW CORNER MAIN & BEDELLSNOWHOUS-tRIANGLE At OLD FRANKLIN AND N FRANKLINNAGASAKI-SW FULtON AND MAINMARtIN AIN-MULtIPLE PROPERtIESSAM GLASS-MULtIPLE PROPERtIES43A MAIN St –PAtRICK PAYNEBEDELL/N FRANKLIN CORNER – AUtOSHOPMILLER, ESQ, 41 W. COLUMBIAWIEDIGER AUtO GROUP- MULtIPLE PROPERtIES (OLD JAGUAR DEALER)LAU INvEStMENt GROUP- MULtIPLE PROPERtIESBOB SAvINO- MULtIPLE PROPERtIES

Future Meetings (Either Calendared or Being Scheduled):SUPERINtENDENt OF SCHOOLSKEN ADAMS – CEO NYS ESDCtHE vILLAGE OF HEMPStEAD SCHOOL BOARD

While Planning for downtown Hempstead is in its conceptual stages, the process to date has been an inclusive effort focused upon early engagement of community stakeholders. The RDUA has met with dozens of groups and hundreds of individuals, as is demonstrated by the following meeting list of Community Organizations and Stakeholder meetings conducted to date:

The goals of these meetings are to: • Inform the public about the redevelopment efforts • Elicit information about what the community would like to see happen in their

downtown• Listen to and address any community concerns that relate to the redevelopment

of downtown• Inform Business & Property Owners of our desire to work together for the

benefit of the redevelopmentIn addition to reaching out to the community via stakeholder meetings, RDUA has opened a Public Informational Office at Main Street and E. Columbia. Open 6 days a week, this office provides the opportunity for residents and business owners to stop by, ask questions of the development team and become involved in the process.


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A key component of RDUA’s innovative outreach methodologies is our Crowdsourced Placemaking program, “Hempstead Rising.” Modeled after the nation’s first ever Crowdsourced Placemaking program, conducted for a large scale downtown redevelopment in Bristol, CT, Hempstead Rising is the region’s first such program.

“Crowdsourcing” or Crowdsourced Placemaking is “the act of taking development traditionally performed by real estate institutions and sourcing it to a large, undefined community with shared values... to transform exciting places into “places for the soul” that uplift and help us connect to each other.” Hempstead stakeholders have begun joining forces to create a shared vision for revitalizing Downtown Hempstead from a place you drive through into a place you drive to. The Hempstead Rising, community is engaged in sharing their input on the Downtown project at in-person meet-ups and Hempstead Rising’s social media portal, HempsteadRising.com.

DowntownHempsteadSurvey.com, is a separate survey site where registered members have the ability to propose and vote on ideas for the Downtown. Together, Hempstead Rising members are essentially planning their own Downtown. Hempstead Rising and Renaissance Downtowns/UrbanAmerica share a Triple Bottom Line philosophy: socially, economically and environmentally responsible development. Subscribing to such values will provide significant benefits to the Hempstead community, consistent with the creation of a vibrant, walkable, mixed use environment.

Crowdsourced Placemaking: A Platform for Posi-tive Change

An Inclusive Community Process has Begun

In addition to Hempstead Rising, RDUA is working with existing community organizations for their outreach efforts. Two such examples of these efforts are the African American Museum, which is working with RDUA to engage both youth and their parents in the process. RDUA is also working with the EOC & the Hispanic Civic Association to support their community garden efforts with the intent to have a community garden up and running by the end of June, 2011.

Working with Community Organizations

Hempstead Rising

“A redevelopment in Hempstead would make it look better there are stores that look broken down so we need a new look that’s like the CITY

of Hempstead.” -Melody Sanders, Age 46

“It will provide a better future for youth and help them to be proud of

where they come from.” -Shaqueena Edwards. Age 22

“It will allow people of my age group a better chance to start their own

businesses and also get jobs.” -Amira Smith, Age 17

Community voices for Revitalization


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The Parks, Open Space and Recreational Committee focuses on adding vibrancy to the Downtown through the creation & activation of public spaces, and testing their feasibility. Recognizing how important public and recreational spaces are to any community, The Parks, Open Space, and Recreational committee can gear their efforts toward programing the space.The RDUA planning consultant Project for Public Spaces (PPS) has conducted research to determine that 80 percent of the success of a public space hinges on proper management and smart programming. That is why the Parks, Open Space, and Recreational committee will likely work with PPS on implementing temporary programs to test the market for such amenities.

The Cultural Committee will focus on progressing current Cultural and Entertainment programming and venue options in the Downtown and exploring options for new venues and events. Working with the ideas of the Hempstead Rising community the Cultural & Entertainment committee will help determine the viability of these cultural and entertainment options, write grant applications and work with local entrepreneurs to find creative way of bringing ideas to life.

The Green Initiatives Committee will focus on options for the downtown that increase livability and foster an eco-friendly destination. Rooftop agriculture and community gardens will brig fresh produce to a downtown market and the exploration of new technologies like geothermal heating/cooling systems and rooftop photo-voltaics will bring national attention to the redevelopment efforts. Infrastructure technologies such as the separation and recirculation of “grey” water will reduce the burden on the sewer & water system by up to 90%.

The Minority Contractor Committee will focus on helping local minority construction firms prepare for and attain construction contracts during the redevelopment construction period. Often these firms will need assitance attaining bonding, insurance and mobilization financing. They will need legal representation for contract negotiation and potentially other services such as bookkeeping, payroll, cost tracking and the like. The goal of this committee will be to help those local firms interested in working on the downtown, prepare for the future. The inclusion of these local firms is of great importance to Renaissance Downtowns/UrbanAmerica.

Parks, Open Space & Recreational Committee

Cultural & Entertainment CommitteeGreen Initiatives Committee

Minority Contractor CommitteeJoin Hempstead Rising & Committees


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tsHempstead Rising Community & Committees

The Public Outreach Committee will focus on a spectrum of public outreach initiatives that encourage the public to participate in the revitalization of Downtown Hempstead. A primary responsibility of their efforts will be to reach a far-ranging cross section of Hempstead stakeholders and communicate to them the importance of supporting their desired Downtown amenities. The Public Outreach committee can often provide constructive input into adapting a friendlier experience on HempsteadRising.com These committee members can also offer assistance in capturing the voices of the non-computer savvy community members through face to face meetings. The committee can collaborate on the design and implementation of vendor materials including banners, standing signs, brochures and mini-cards for distribution. Public participation is an integral component to every successful downtown and committee members can converse on the implantation of in-person, technological, and media based outreach tools, while harnessing and analyzing public feedback for outreach initiatives.

The Economic Development Committee focuses on improving and growing the economic vitality of the Village of Hempstead by determining strategies that retain existing businesses, attract new business, and promote local spending. Through remaining firmly in sync with the Triple Bottom Line approach, the Economic Development Committee’s core concentration on generating local economic stimulators.Through the suggestions of the Hempstead Rising community, the Economic Development Committee can research the prospects of building upon the Village’s existing unique independent retail and business base provide the ingredients to encourage a vibrant live, work, shop, learn and play environment. The EDC will also work to ensure that local residents get the good jobs that they deserve. Members of this committee will reach out to current and future employers located in the Village to promote local job growth and career training. A sub-committee will be formed to address construction jobs specifically.

Jobs & Economic Development Committee

Public Outreach Committee

The Transportation Committee will focus on both public and private transportation options in and around the Village to ensure that those residents who rely on public transportation will have access to it. Recent talk of cutbacks in the LI Buss schedule will not only hurt those Village residents who use the bus to get to work but it will also hamper the ability of non-residents to take the bus to hempstead to shop and enjoy the redeveloped downtown.

transportation Committee

Hempstead Rising


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There has been an ongoing shift from suburban living, to downtown living. The “fundamental

transformation of American households is likely to continue for at least the next several decades,

representing an unprecedented demographic foundation on which cities can rebuild their

downtowns and in-town neighborhoods.

From Suburban to Downtown

Community Involvement is the Key to the Success of this Program because Your Ideas Become Your Downtown

Some Next steps: 1. Join www.DowntownHempsteadSurvey.com 2. Start Supporting your local Downtown Businesses NOW 3. Get Your Friends & Family Involved 4. Work with RDUA to decide how to incorporate your retail & business Ideas into the Master Plan

How YOU Can Benefit from the Renewal of Downtown!

The current mix of uses within downtown include a vibrant, albeit struggling retail community with a lack of a true commercial base. There are many “missing teeth” within downtown represented by vacant or under utilized buildings, parking lots and other missing ingredients that lend to a lacking sense of place throughout the downtown. Utilizing proper planning and economic development principles, including the introduction of new residential, retail and commercial options, the local economy can be transformed, creating a substantial and sustainable commercial base that will contribute significantly by increasing the tax base for the Village. This introduction of residential uses will further bolster the retail and commercial opportunities by creating a safer and more secure environment, as it creates “eyes on the street” through the presence of residents in a traditional neighborhood setting.

Using new & powerful internet based tools, developed exclusively for RDUA, Village residents, current business owners and future business owners will be able to market new ideas, build support for those ideas and see what ideas others are talking about. www.DowntownHempsteadSurvey.com will be your window into the future.All residents are encouraged to sign up for the web site. Members of the site will be able to post ideas for the Downtown then vote on other members ideas. The results are tallied in real time for all to see. RDUA will perform feasibility studies for all ideas receiving enough votes and incorporate those ideas into the final plan. Additionally, an aspiring entrepreneur can watch the market and react by providing those goods and services which have been identified by the web site members.


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tsCommunity voices

Hempstead Rising

Los Amigos Grocery156 Main St.Ramon torres “If this place becomes better and clean more people will come here to eat.”

Luv Lee’s variety154 Main St.Adee “It will be very nice to see the area cleaned up it will keep businesses running and people continuosly visiting these businesses.”

Checks CashedDee Dee “It will attract more people to my business.”

village Pizza63 W. Columbia St.Jose Barbosa “It will help a lot when the people get off the LIRR or MtA bus because they will visit this street more.”

Bags & toys152 Main St.Moon “ the redevelopment will make the village more attractive and of course bring me more business.”

“If the development helps to remodel my restaurant and expand my business it will help me.”

texas Chicken & Buscuits148 Main St.Ahmad Aziz

“the constant flow of people that will result from this redevelopment will help my business to grow.” 55 W Columbia St. Shirley Rodriguez

H e m p s t e a d : A N a t i o n a l M o d e l f o r R e v i t a l i z a t i o n

Before


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Residential Commercial TOTAL(a) Total Revenues $26,451,600.00 $2,662,800.00 29,114,400.00(b) Total Expenditures $19,813,974.06 $2,186,873.95 22,000,848.01Net contribution (a-b) $6,637,625.94 $475,926.05 $7,113,551Land Use Ratio (Exp/Rev) $1 : $0.75 $1:$0.82 $1 :$0.76

Village Planning - A Step AheadLEAD AGENCY’S FINDINGS STATEMENT WITH RESPECT TO ADOPTION OF THE DOWNTOWN VISION AND COMPREHENSIVE DEVELOPMENT PLAN Adopted November 3, 2008The Plan provides a long range blueprint for physical and economic development in the Village and a tool by which development projects can be advanced in the downtown. Key development objectives include: encouraging mixed use development in the downtown; taking advantage of compact building design; providing a range of downtown housing opportunities and choices; strengthening and directing commercial development toward the downtown core; maximizing development potential through targeted transformation of underutilized sites (parking lots, obsolete structures, etc.); enhancing existing parks and open spaces to improve connections to local and regional open space networks; and providing a variety of transportation options and enhanced access, mobility and safety for both motorized and non-motorized street users.

The intent is to encourage redevelopment of vacant and ‘soft’ sites, including underutilized surface parking lots, buildings which are vacant or with low occupancy rates, dilapidated properties and parcels which do not fully utilize the floor area permitted under current zoning.

The Proposed Action will restrict building heights to 120 ft within 1/4 mile radius, and 85 ft within a 1/2 mile radius of the Hempstead Transit Center. Residences will be permitted in the Study Area to foster a mixed use community and enliven the downtown, and help advance the Village’s goal to create a range of housing opportunities and choices. Redevelopment of vacant and underutilized parcels with existing infrastructure available will provide a balance of land uses that support each other, as well as substantial economic benefits in terms of job generation and new tax revenues for the Village, thereby stimulating the local economy.

The Proposed Action will yield a net build-out capacity of 382,100 sf office, 283,600 sf retail, 4.408,600 sf residential (3,917,000 sf apartments and 455,800 sf townhouses) which could be realized in the Study Area. The Proposed Action will also include 2,569,000 sf allocated to 7,340 parking spaces (assuming four cars per 1,000 sf of retail, two cars per 1,000 sf of office, one car per 1,000 sf of residential and two cars per townhouse unit).

Fiscal ImpactsThe Proposed Action will generate a positive net fiscal return to the Village. Residential development is expected to generate $0.75 in costs per dollar of revenue it produces for the Village. For every dollar of revenue generated by commercial land uses of the Proposed Action, $0.82 is required in public services. Below is a comparison of revenues and costs for residential versus commercial land uses.

The Lead Agency finds that the Proposed Action will result in new development associated with an increased residential, employment and visitor population. Taxes generated by the Proposed Action will be a new source of revenue to the Village and will help offset the cost of additional services such as police, fire, recreation, public works and schools necessary to support the Proposed Action.

NO ACTION ALTERNATIVENo beneficial impacts of the Proposed Action would be realized under the No Action Alternative. Maintaining existing land uses and zoning will not improve the visual character of the Study Area. Additional traffic volumes on surrounding roadways associated with the Proposed Action would not occur if the Study Area were to remain in its current underutilized condition. The lack of new development, however, would preclude the additional meaningful economic and fiscal contribution in terms of increased employment opportunities and annual tax revenues. The No Action Alternative would marginalize financial assets in Hempstead.

In May 2008 the Village of Hempstead completed a Downtown Vision and Comprehensive Development Plan Update, setting in motion a series of events and studies which have led to the presentation of this Master Conceptual Plan prepared by Renaissance Downtowns/UrbanAmerica.This forethought has placed the Village a step ahead of most municipalities in the United States. Across the country, communities are looking towards re-developing thier downtowns to attract employment for local residents, provide opportunities for local contractors, increase capital for needed infrastructure improvements and provide releif from out of control property tax increases. As elected officials and civic and business leaders try to pull their communities out of the worst economic downturn since The Great Depression, the Village of Hempstead is prepared to do it. The following paragraphs are excerpts from the adoption of the findings of the Village Final Generic Impact Statement. As stated earlier in this document, it is the intent of RDUA to, at all times, plan within the geographical and objective boundaries of the adopted findings contained within the FGEIS.





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√ RDUA MAsteR ConCeptUAl plAn Consistent with CoMpRehensive plAn

The strategies identified in the Downtown Vision & Comprehensive Plan Update and North Main Street Urban Renewal Area Request For Proposals and listed above have been the guiding principles for the RDUA Master Conceptual Plan

The Strategies as Identified in the Downtown Vision and Comprehensive Plan Update & request for ProposalsSTRATEGY: RESPECT THE HISTORY

Creatively celebrate all aspects of Hempstead’s rich history by protecting and incorporating iconic buildings into redevelopment plans and celebrating events as well as significant structures.

STRATEGY: RETURN TO THE CENTER OF NASSAU COUNTY

Make Downtown Hempstead a location for living, working, shopping and playing in Nassau County by providing opportunities for residential living in Downtown; increasing density around transit and supporting job creation uses

STRATEGY: BREAK DOWN THE LARGE PEDESTRIAN UNFRIENDLY BLOCKS

Direct and interconnected blocks will make it easier and more attractive for pedestrians to walk to shopping as well as to and from transit. To achieve this, blocks should be no longer than 300-500’. Constructing a new mid-block north, south pedestrian connection where there is currently just surface parking will reduce the excessive length of east west blocks in the Downtown and improve walk ability.

STRATEGY: CREATE A MIXED USE DOWNTOWN BY INTRODUCING RESIDENTIAL USES WITH GROUND FLOOR RETAIL

A mix of uses will promote a neighborhood where residents can live, shop and work within walking distance of each other. Mixed use neighborhoods also allow visitors to ‘park-once’ and walk between destinations

STRATEGY: CREATE A ‘SIGNATURE’ PUBLIC SPACE AT THE TRAIN STATION

A signature open space can help to support a unique identity for the Village and sense of arrival for passengers arriving by transit. Currently travelers are greeted with a large surface parking lot. This lot can be re-irnagined as a village green welcoming residents and visitors alike and signaling that they have arrived in the Downtown. This new green will encourage social interaction and serve as a community gathering spot for the Village.

STRATEGY: CREATE SPACES FOR MULTIPLE ACTIVITIES

Open spaces should be designed to support a variety of activities: a mix of hard and soft surfaces, soft and landscaped surfaces to green the Down town; benches for seating and artwork, fountains or other iconic elements to create a memorable space. Hard surfaces allow for public events and gatherings. They should be designed to accommodate multiple public events and activities: farmers markets, flea markets, fairs and performances.

STRATEGY: CONSOLIDATE AND INTEGRATE PARKING WITH DEVELOPMENT

Parking facilities should be convenient to pedestrians and development.

On-street parking should be provided as convenient access to businesses and as a buffer between pedestrians and traffic. Structured parking should be screened from view with active uses and still be easily identifiable to shoppers and visitors. Car sharing and shared parking should be considered to reduce the number of parking spaces required.

STRATEGY: CREATE PEDESTRIAN FRIENDLY ROUTES

A walkable downtown should be designed to connect and link destinations with an interconnected network of pedestrian routes. To be user friendly this network should link anchor uses, building entrances, transit stops, or even neighborhoods. This network can support a transit focused Downtown or a ‘park and walk’ environment where visitors are able to walk between destinations.

STRATEGY: IMPLEMENT STREETSCAPE IMPROVEMENTS

The public realm needs to be scaled to the needs of pedestrians. Awnings should be designed to protect pedestrians from the rain and sun. Raised cross walks and bump-outs can reduce the distance to cross a street. Landscaped strips and street trees can buffer pedestrians from traffic. The pedestrian experience should be interesting with buildings oriented to the street and with lively ground floor uses to draw the pedestrian down the block from one retailer to the next. Finally, the sidewalk must be at least 10-15’ wide to accommodate the anticipated foot traffic in a downtown area.

STRATEGY: REDUCE STORM WATER RUN-OFF AND RECHARGE GROUNDWATER

The large surface lots that are found in much of Downtown Hempstead collect rain water and send it off site. Introducing bioswales in roads and surface parking lots can help to recharge ground water. During peak periods the rapid release of storm water can overwhelm municipal sewer systems. Green roofs, besides moderating the heat island effect, hold rain water and delay its release into storm sewers.

STRATEGY: IMPLEMENT SUSTAINABLE BUILDING TECHNIQUES

A green and sustainable vision for Hempstead will build on its already strong relationship to transit by implementing green and sustainable building techniques. Buildings should be oriented to take advantage of solar orientation. Low energy consumption technologies can be incorporated and water use reduced. Green roofs can be retrofitted in existing and incorporated into new construction. Over time these investments can significantly reduce the impact of development on the environment.

STRATEGY: FOCUS NEW DEVELOPMENT AROUND OPEN SPACE

Parks and open space can be incorporated into and anchor new development. This open space can mitigate the impacts of increased density and provide a welcome amenity for residents and visitors alike. Open space should be designed with native plants. More open space offers the environmental benefits of reduced heat island effect, preservation of biodiversity and cleans urban air. In a built up environment it also offers an opportunity for people to reconnect with nature.

In April of 2010 the Village of Hempstead issued a Request for Proposals for the redevelopment of the North Main Street Urban Renewal Area. It is clearly stated in the document that ‘The strategies that have been identified [in the Downtown Vision And Comprehensive Plan Update] are applicable to the entire downtown study area. To demonstrate how specific strategies could be implemented, the strategies were applied to the Nor th Main Street Urban Renewal Area for illustrative purposes. The holistic application of these strategies will realize the vision for Downtown Hempstead’.

On page 12, RDUA documents the Village Planning Objectives that were used during the Joint RDUA/ CDA Planning Process and then highlights the numerous areas of RDUA Plan Consistency with Village Objectives throughout this Master Conceptual Plan document. In the following chapter, Planning for Tomorrow, RDUA demonstrates how the strategies and objectives of the Downtown Vision and Comprehensive Plan Update have be applied. As requested in the RFP, the North Main Street Urban Renewal Area was used for illustrative purposes.

rDUA Plan Consistency with Village Strategies

A National Model for Revitalization


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To successfully implement mixed-use downtown revitalization within a Village such as Hempstead, it is essential to take into account the context of what “downtown” really means. A downtown is not one building, nor is it a block, nor one street. A successful downtown is comprised of different neighborhoods and districts each with a unique character, that work in harmony to create a true sense of place and a downtown fabric. By looking at the larger picture, a number of benefits result. Typically it is very difficult, to create a sustainable redevelopment utilizing only a portion of the downtown. Those areas not considered for revitalization more often than not become a drain on the limited redevelopment posing economic risks along with social pressures for those who feel excluded from the process. In addition, private property owners and businesses not located within a smaller redevelopment area are excluded from the economic benefits derived from the revitalization efforts, further splintering the community rather than uplifting as many businesses as possible.It is the experience of RDUA that to successfully create a vibrant mixed-use transit oriented redevelopment, it is essential to look at the

Unified Development Approach

The above diagram represents Renaissance Down-towns / Urban America “Unified Development

Approach™” which includes a Master Developer working in Partnership with the municipality, along

with the inclusion of private property owners, transit agencies (where applicable) and key commu-

nity stakeholders. The result is an implementable, market driven redevelopment plan.

Synergistic Benefits for all Participants

Conventional Development Approach VS Unified Development Approach

Municipal PropertyPrivate PropertyTransit Property

Transit Agency

Private Property Owners

Municipality

Key Community

Stakeholders

Master Developer

Benefits of the Unified Development Approach• Better opportunities for

innovative financing solutions• Coordinated effort with

municipal, private and transit partners

• Additional financial resources from multiple developers

• Win-win opportunities with both small and large private property owners

Conventional development in downtowns is characterized by piecemeal redevelopment initiatives limited by the financing resources of individual developers and limited market impact of individual sites.

By contrast, the Unified Development Approach takes an entirely wholistic approach to the residential, retail, commercial, social, fiscal, environmental and market potential for public and private partnerships throughout the community.

entire downtown which allows for better planning and a more inclusionary process. Sustainability and economic benefits such as additional tax revenues and job creation are increased significantly by this approach while an expanded redevelopment boundary also allows for innovative financing solutions and the attraction of federal

dollars to address infrastructure costs such as structured parking and sewer improvements.

A Comprehensive Approach:When it comes to transforming a community’s downtown, the old model of piecemeal, one-off infill development simply does not work. Competing interests, a lack of a coherent vision and the inability to implement improvements on both the private and public side of the development equation result in stalled projects and opportunities lost. The best way to substantially improve a downtown is to take a comprehensive, holistic approach. This effort begins with a public-private partnership between Renaissance Downtowns and its municipal partner, and involves a visioning process that covers the entire downtown to ensure that the redevelopment vision is both market driven and implementable. To achieve these aims, Renaissance works with existing downtown private property owners, key community stakeholders and often transit agencies to produce a downtown redevelopment plan that provides significant economic and social returns for the communities in which Renaissance Downtowns works.


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The Triple Bottom Line of our Unified Development Approach

Synergistic Benefits for all Participants


Unified Development ApproachGuiding Principles for responsible real estate DevelopmentRenaissance Downtowns believes firmly in the triple bottom line approach to real estate development, which entails a dedication to environmental, social and economic responsibility. The following guiding principles are representative of what Renaissance Downtowns brings to the table for all of its downtown redevelopment efforts:

• Create a true working public/private partnership within a Master Developer framework

• Maximize returns for the Municipality, Transit Agencies, Private Property Owners and Key Community Stakeholders

• Complement, don’t compete with existing uses• Create a sense of connectivity - locally and regionally• Green, sustainable transit oriented development• Create critical mass of potential riders to support both the

transit and downtown componentsThe result of this triple bottom line approach is the parallel track of attracting residents to live downtown while also spurring economic development and job creation.

economically responsible

environmentally responsible

Socially responsible

RDUA is committed to ONLY develop those

ideas that are environmentally,

socially and economically

responsible

√ iMpleMentAtion stRAtegy

• Unified Development Approach

Infill development of suburban downtowns simply doesn’t work. A comprehensive planing approach must be implemented in order to best serve the whole community. All property owners and business owners deserve to benefit from downtown redevelopment.


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An Infrastructure StrategyUpon designation, RDUA will embark on a comprehensive study of the Village infrastructure. We have already had preliminary meetings with the village of Hempstead Department of Public Works to begin to assess the problems that exist now.

ELECTRICITY SUPPLYElectric and gas service in the Village is provided by the Long Island Power Authority (LIPA) primarily by overhead cables on utility-owned poles. Some underground facilities exist in the downtown area. In general, consumers are well served by LIPA with system expansion and upgrades commensurate with site specific load demand throughout the Village.

SEWER SYSTEMAlmost all of the sewer lines in the Village of Hempstead are 12 inches or less, are made of vitrified clay and are more than 50 years old. Numerous sections of the sewer system are subject to problems due to: clogging, breakage, inflow, infiltration and insufficient capacity, especially during periods of heavy rainfall. There are approximately 84 miles of sewers in the Village, of which 41 miles discharge to five pumping stations. The remaining 43 miles discharge by gravity. There are five pumping stations in the village of Hempstead serving roughly half over the eighty plus miles of sewer lines in the city. Ultimately, all sewage in the Village flows to the Nassau County Sewage Disposal District No. 2, Trunk Sewer No. 3 along Milburn Avenue, at a point just north of the Southern State Parkway. In order to provide adequate services to existing and future development, a comprehensive study will need to be conducted.

PUBLIC WATER SUPPLYThe village water is pumped and stored by the municipal water department. That infrastructure is owned, operated, & maintained by the village. The water supply lines (network) is operated by the Department of Public works.

SANITATIONThe solid waste services are provided by the Department of Sanitation which operates a solid waste planning facility for the village which includes curb side pickup & recycling. The facility sorts and estimated 60 million pounds of solid waste per year.( all data courtesy of the Village of Hempstead Comprehensive Plan)

New Thinking for New InfrastructureWherever possible, RDUA will implement green infrastructure technologies to reduce the burden of the existing system. In particular, the sewer requirements can be drastically reduced (by as much as 90%) by collecting “grey water” (the water used in your sinks and showers) separately from “black water” (from your toilet). The Grey water can be easily treated and recirculated to flush toilets, irrigate gardens or create public water features.

PhasingPhasing will be an important part of the continued planning process. As Master Developer, Renaissance Downtowns Urban American, will develop a carefully laid out plan ensuring minimal impact to existing businesses, current residents and property owners within the development boundaries. Infrastructure needs will be studied and a phased construction schedule will play an integral part of the development plan. A strategy for parking and traffic management will be developed in partnership with the village, MTA/LIRR, LI Bus and the needs of local businesses and residents. Parking patterns will be studied to ensure the most efficient shared parking scenarios can be reached. Below is a graph demonstrating parking patterns by different users at different times of the day.


• Upgrade utilities and infrastructure


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Comprehensive Planning as a Tool to Attract fundingAnother critical component of a comprehensive approach to downtown planning and redevelopment is the increased opportunity to receive significant federal funding assistance for efforts that could range from the construction of structured parking, rehab/revitalization of historic buildings, economic development grants and significant pools of money to enable the successful implementation of large scale, well planned and coordinated downtown redevelopment efforts. Such a comprehensive approach also provides a tremendous advantage for communities that are looking to institute or reinstitute rail service to their downtown.

The federal government has formed an interagency partnership that includes HUD, USDOT, USEPA, Federal Transit Administration and Federal Railroad Administration amongst other groups to jointly review grant applications. Renaissance has been involved in these discussions, including participation on panels that include high ranking members of the aforementioned agencies. The Presidential Administration and Congress, through their Sustainable Communities initiative amongst other efforts, is looking to award federal dollars to large scale, smart growth redevelopment efforts, especially those that focus on transit oriented development within our nation’s downtowns. Their goal is to see significant returns on public investments that include job and economic growth, social benefits for communities and regions along with environmental benefits. With this in mind, a comprehensive downtown redevelopment designed to meet these objectives stands a far greater chance of receiving significant funding dollars and/or resumption of rail than smaller, isolated efforts. In short, the government is not looking to provide just streetscape grants and sidewalk benches - they are looking for transformative projects focused on our nation’s downtowns that will serve the triple bottom line of social, economic and environmental responsibility.

An example of how to successfully leverage private investment to procure significant funding is Renaissance’s Glen Cove Waterfront Redevelopment plan, which has garnered nearly 140 Million dollars in public funding for infrastructure and remediation work, along with funding slated for the construction of the City’s ferry terminal. The concept utilizing private investment as a catalyst to attract federal dollars is an additional benefit to large scale, comprehensive downtown redevelopment efforts.

on pages 39 & 40 you will find a comprehensive description of a financial “Tool Kit”. This Tool Kit will be at our disposal as we go through the devel-opment process in Downtown Hempstead.


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Financing Concepts Toolkitfinancing sourcesDowntown redevelopment projects typically tap into a very broad range of funding sources. They almost always include traditional sources of debt and equity financing. But because of the significant public benefits downtown redevelopment projects offer (such as new jobs, businesses, housing, property tax revenues, and sales/use tax revenues), they also almost always include federal and state grants, tax increment finance, special assessment districts, loan guarantees, and many other financing tools. These funding sources and incentives generally fulfill one or more of several purposes:

• They help make more capital available for building or business development than might ordinarily be available.

• They help close financing gaps.

• They help pay for activities that need to happen in order for more development to occur.

• They encourage certain types of development (such as upper-floor housing, businesses that fill a particular niche, or some other important need).

It is too early in the redevelopment process in downtown Hempstead to say with certainty which specific sources of funding will be used for downtown Hempstead’s redevelopment. However, we anticipate using many of the following sources:

against future Community Development Block Grant allocations for certain current development activities.

BrownfIeLDS eConoMIC DeVeLoPMenT InITIATIVe GrAnTS

The Brownfields Economic Development Initiative (also a program of the US Department of Housing and Urban Development) provides grants to remove hazardous materials from development sites. In downtown Hempstead, these funds might be used to encapsulate asbestos in older buildings prior to rehabilitation or demolition, for example, or to remove leached oil from underground fuel tanks. Brownfields Economic Development Initiative grants require a concurrent new Section 108-guaranteed loan.

SUSTAInABLe CoMMUnITIeS GrAnTS

The product of a relatively new partnership between the Department of Housing and Urban Development, the Department of Transportation, and the Environmental Protection Agency, this program provides federal grant funds to communities for environmentally sustainable community development activities. Downtown revitalization and downtown housing development activities are not only eligible for this new federal funding program but, in fact, are often cited as examples of sustainable community development activities in the program’s literature.

CHoICe neIGHBorHooDS GrAnTS

Announced in 2009 and initially funded in FY 2011, the US Department of Housing and Urban Development’s Choice Neighborhoods initiative is intended to provide transportation, services, public amenities (such as day care centers and farmers markets), and access to jobs to residents of public and assisted housing. Its funding has been carved out of the annual HOPE VI program’s appropriation, which the program is intended to eventually replaced. Downtown Hempstead would be eligible only if it currently includes one or more units of public or assisted housing.

Economic Development Administration planning and infrastructure grants

The US Economic Development Administration provides grant funding for a wide range of planning and infrastructure activities related to community economic development.

nATIonAL enDowMenT for THe ArTS DeSIGn GrAnTS

The National Endowment for the Arts offers grants for a number of sustainable community development activities. NEA Design grants tend to be smaller than many other federal grants for community development (typically under $50,000), but can be used to fund some development related planning activities for which other federal grants cannot typically be used. In the spring of 2011 NEA launched a new grant program, “Our Town”, providing grants of up to $250,000 to encourage development of arts-focused commercial activities in communities.

HISTorIC reHABILITATIon TAx CreDITS

The federal government offers tax credits equal to 20 percent of qualified rehabilitation expenses for rehabilitating historic income-producing buildings. The tax credits provide a dollar-for-dollar reduction of federal income tax liability and can be carried backward one year and forward 20 years, depending on the property owner’s needs. Rehabilitation work must comply with the Secretary of the Interior’s Standards for Rehabilitation, and there are some restrictions on the use of historic rehabilitation tax credits for buildings in which more than 50 percent of the rehabilitated space is leased to nonprofit organizations. The Internal Revenue Service manages the tax aspects of the program; the National Park Service manages the historic preservation aspects, in partnership with the state historic preservation office (the New York State Office of Parks, Recreation, and Historic Preservation).

In addition to the federal historic rehabilitation tax credit, New York State offers a state historic rehabilitation tax credit equal to 20 percent of qualified rehabilitation expenses, up to $5 million, for historic commercial buildings that qualify for the federal credit and that are located in a Census tract in which the median family income is less than $51,961. The state historic rehabilitation tax credit program is currently scheduled to sunset at the end of 2014, but efforts are underway to extend the program beyond that date.

There is also a 10 percent federal historic rehabilitation tax credit available for rehabilitation of non-historic buildings built before 1936. The rehabilitation of these buildings does not need to conform to the Secretary of the Interior’s Standards. But a building must be designated “historic” or “non-historic” by the state’s historic preservation office; it is not a voluntary election by the property owner. If a building built before 1936 is historically, architecturally, or culturally significant, it must seek qualification for the 20 percent historic rehabilitation tax credit; it cannot voluntarily claim the 10 percent credit. There is no state tax credit for non-historic buildings built before 1936.

Both the 20 percent and 10 percent historic rehabilitation tax credits can be converted to project equity by partnering with an investor with federal income tax liability to offset. The investor/partner typically claims 99.9 percent of the project’s tax credits and, in exchange, invests a negotiated amount of equity into the project (typically between 60-95 percent of the value of the tax credits). The partnership dissolves after the five-year tax credit recapture period.

new MArKeTS TAx CreDITS

This program, administered by the Department of the Treasury’s Community Development Financial Institutions Fund, provides a generous 39% federal income tax credit to investors who make investments in federally certified Community Development Entities (CDEs) which, in turn, make loans or equity investments in qualified business development activities in eligible districts. We have checked the eligibility of several random addresses in downtown Hempstead, and their Census tracts appear to qualify for the Markets tax credit program. There are a number of entities in New York State that have received allocations of New Markets tax credits in the past; it may be possible to tap into one of these allocations or to apply for an allocation specifically for downtown Hempstead. The application process for credit allocations is annual, making it

ConVenTIonAL DeBT AnD eqUIT y fInAnCInG

Downtown Hempstead’s redevelopment will almost certainly include conventional debt and equity financing. There are numerous ways that this conventional financing might be enhanced and leveraged, however. For example, a loan guarantee program might help make more debt financing available. Guarantees are usually funded by setting aside funds from a public source, a foundation or other charitable source, or a corporation in an amount equal to a percentage of the total pool of loans for which guarantees will be provided.

CoMMUnITy DeVeLoPMenT BLoCK GrAnTS

Community Development Block Grant funds have been used for a very wide range of downtown development activities throughout the nation, including public infrastructure improvements, upper floor housing development, façade improvements, loan guarantees, and economic development training and technical assistance grants, among others. Because Hempstead is an entitlement community (50,000 or more people), it is eligible to receive Community Development Block Grant funds directly from the US Department of Housing and Urban Development (New York State’s Office of Community Renewal administers the Block Grant program for non-entitlement communities).

SeCTIon 108 LoAn GUArAnTeeS

This program of the US Department of Housing and Urban Development makes it possible for the municipal governments of entitlement communities to borrow


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possible for a qualified CDE to apply for an allocation of credits for development activities in downtown Hempstead in future years. In fact, the Community Development Financial Institutions Fund announced a new application process for New Markets credits on May 31, 2011, with applications due on July 27. New Markets credits can be combined with federal historic rehabilitation tax credits to maximize tax credit equity in downtown building rehabilitation projects. Projects using New Markets tax credits do not need to comply with the Secretary of the Interiors Standards for Rehabilitation unless the projects also use historic rehabilitation tax credits.

Low InCoMe HoUSInG TAx CreDITS

The low income housing tax credit program is the largest of the three major federal tax credit programs, providing federal income tax credits for affordable housing creation (including converting unused space in older and historic buildings for use as housing units as well as for development of new affordable housing units). Like the historic rehabilitation tax credit and the New Market tax credit, the low income housing tax credit can be syndicated and thus converted to project equity. The low income housing tax credits can also be combined with historic rehabilitation tax credits and New Market tax credits, although the basis on which the low income housing tax credit is calculated is reduced by the amount of the historic rehabilitation tax credit.

renewABLe enerGy TAx CreDITS AnD GrAnTS

The federal government offers tax credits for qualified renewable energy investments in building rehabilitation and new construction projects. As is the case with the historic rehabilitation tax credit, low income housing tax credit, and New Markets tax credit, renewable energy tax credits can be converted to equity through partnerships with interested investors. There are also some small federal grants available for certain types of renewable energy projects.

HHS offICe of CoMMUnIT y SerVICeS GrAnTS

As part of its Community Services Block Grant program, the US Department of Health and Human Services offers Discretionary Grants to support job creation for low-income individuals. Grants are awarded to state and local governments and to nonprofit organizations with expertise in providing training and technical assistance in job creation and business development.

TrAnSPorTATIon enHAnCeMenTS GrAnTS

The Intermodal Surface Transportation Efficiency Act (originally abbreviated ISTEA, but the program has gone through several evolutions since then) set aside a percentage of federal transportation appropriations for “transportation enhancements” projects, projects that provide better linkages between transportation systems, that enhance the appearance of roads and, in some instances, offset damage caused by federal transportation actions. Many older and historic downtowns have obtained federal transportation enhancements

grants in recent years for projects such as rehabilitation of historic train stations and shipping warehouses, construction of bike paths, installation of street trees, and many other projects. Downtown Hempstead’s substantial strength as a transit hub may make it a particularly strong candidate for transportation enhancements grants.

new yorK MAIn STreeT ProGrAM GrAnTS

The New York Department of Homes and Community Renewal’s Office of Community Renewal offers grants and technical assistance to stimulate reinvestment in mixed-use commercial districts. Grants range between $50,000-$500,000 and are awarded over a two-year period. The application requires a resolution of support from the local government and a business plan and retail market analysis for the project area. Grants may be used for building rehabilitation (up to $50,000 per building, plus an additional $25,000 for each residential unit within the building, up to 75 percent of total project costs or $150,000 per building, whichever is less); rehabilitation of downtown anchor buildings; and streetscape enhancement. Preference is given to applications that demonstrate strong community support, that incorporate housing units in upper-floor spaces, that improve energy efficiency, and that use grants to leverage additional investment.

TAx InCreMenT fInAnCInG

Tax increment financing has been widely used in downtown development projects to pay for activities that are essential to a proposed new development, such as parking garages, sewer lines, sidewalks, street lighting, and environmental clean-up. A local government agrees to issue bonds to pay for improvements now, using the new property tax revenue it earns from the improved property to repay the bonds over a period of years. The amount of new tax revenue that exceeds whatever amount the city earned before the property was improved is called the ‘tax increment’ – hence, ‘tax increment financing’. To use tax increment financing, the local government typically creates a redevelopment district, names a commission to oversee the redevelopment activities, and adopts a redevelopment plan for the district that specifies the types of improvements that will take place and how the tax increment funds will be used. It then issues bonds based on its estimates of new property tax revenue likely to be generated as a result of redevelopment activity, paying off the bonds as property tax revenue accrues.

foUnDATIonS

A growing number of private foundations support downtown development activity. The Jackson Foundation, Surdna Foundation, Doris Duke Charitable Trust, and Ewing Marion Kauffman Foundation have been particularly interested in historic preservation, sustainable development, and small business development initiatives in the past. The Ford Foundation has recently announced a new initiative – Metropolitan Opportunity – to make grants for sustainable development and land-use innovation.

BUSIneSS IMProVeMenT DISTrIC TS

Business improvement districts provide a mechanism for property owners within a commercial district to pay a small annual assessment and to use the pooled funds to provide services beyond those normally provided by local government. Business improvement district funds can be used for marketing the district, for augmenting security, for streetscape improvements and maintenance, for business and property development incentives, and for related district management activities. The assessment may be based on property value, square footage, or street frontage.

In order to create a business improvement district, a sponsoring organization (typically a nonprofit downtown management entity) prepares a plan outlining the proposed business improvement district’s purpose, method of assessment, uses of funds, and management, and submits the plan to the local government for approval. The plan must be approved by at least 51 percent of the district’s property owners, and the value of the property owned by those who approve the plan must represent at least 51 percent of the assessed value of all property within the district.

CoMMUnIT y C APITAL

A small – but growing – number of communities have raised capital from community residents to help finance business and property development. There are a number of models for this. For example:

Fifty residents of Bonaparte, Iowa contributed $2,000 each to raise $100,000 to buy and rehabilitate a downtown building, then created a community-serving grocery store there.

Residents of Powell, Wyoming sold shares of stock to members of the community to capitalize development of a small downtown discount department store, The Mercantile.

A community development corporation in Seattle is exploring the possibility of using mitigation funds (from a transit expansion project) to buy commercial space in partnership with business owners, helping prevent business displacement.

Nonprofit venture capital companies like Boston Community Ventures and Pacific Community Ventures have invested in business and building development projects that offer significant public benefits (e.g., providing needed products and services, and creating business incubators and support centers to stimulate job and business development).

Many of these financing tools can be creatively combined for even greater leverage. For example, Community Development Block Grant funds might be used for loan guarantees, and historic rehabilitation tax credit equity might be used as a match for a New York Main Street Program grant. As the project’s plans evolve, we will be able to plan the project’s financing in greater detail, looking for opportunities to use multiple financing sources and to create tools and incentives to fit downtown Hempstead’s specific needs. As with all aspects of downtown Hempstead’s redevelopment, public-private collaboration and participation in the project’s financing will be central to the project’s success.


• Financing concepts toolkit


P l a n n i n g f o r T o m o r r o w


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Master Conceptual PlanOver the past five months the Renaissance team, in partnership with the Village of Hempstead CDA, met with dozens of stakeholder groups, engaged hundreds of local residents, conducted planning workshops and learned about the wants and needs of local residents.

The illustrative plan to the right demonstrates the culmination of these efforts and provides the basis for further planning for the downtown redevelopment effort. This Master Conceptual Plan tells a great story. A story of transition and transformation. A story rooted in decades of tradition and culture with an eye toward a future that will provide a reinvented downtown and will become the pride of Hempstead and model for the region.

With a full range of uses that include new construction, adaptive reuse, open space and public plazas within a true mixed-use environment, Downtown Hempstead is well positioned to capitalize on regional and national trends that have created tremendous demand for environment that provides the option to live, work, learn, shop and play within a walkable, traditional neighborhood setting.

The stage is set for Hempstead to take a bold step toward a bright and exciting tomorrow.

Visual & Performing Arts Center?

Proposed Open Space

Proposed Plazas & Courts

Proposed New Buildings

Existing Buildings in Renewal Area

Civic Buildings

Proposed Parking Garages

Existing Buildings

Legend

J a c k s o n s T r e e T

B e d e l l s T r e e T

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Transit Center Plaza?

Village Plaza & Restaurants?

A Bookstore?

Small Movie Theater?

Outdoor Cafes?Illustrative Master Concept Plan

Rooftop Agriculture?

Taste of Hempstead Festival?

Restaurant Row? Farmer’s Market? Summer Movie Nights?

International Market?

Local Music Festival?

ILLustratIve ConCePtuaL PLan

What uses & community events would you like to see in Hempstead?

Visual & Performing Arts Center?

Proposed Open Space

Proposed Plazas & Courts

Proposed New Buildings

Existing Buildings in Renewal Area

Civic Buildings

Proposed Parking Garages

Existing Buildings

LegendLive Music Venue?

Legend

International Restaurants?

Clothing Stores?

√ vibrant commerceGreat places

• Providevibrant24-hourdowntown• Creatediversityofuse• Recapture Hemsptead as the preeminentregionalshoppingdestination

• Incorporate quality public spaces and civicactivity


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a Central square surrounded by Markets, stations & a Boutique Hotel



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Planning for Tomorrow

√√Great places

compact & sustainable development

vibrant commerce

HousinG For everYone• Incorporate quality of public spaces andcivicactivity

• Improve streetscape and walkability byincorporating: street trees, build-to linebuildingswithinterestingstorefronts,streetlights,crosswalksandpulled-inshoulders

• Increase density and sustainability bydesign

• Provide24-hrdowntown• Creatediversityofuse• Provide a range of downtown residentialopportunities


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north Main st. offers Cultural arts, neigborhood shopping & residential Living alternatives



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tsCourthouse square offers shopping, Class a offices & Public Places


north Main st. offers Cultural arts, neigborhood shopping & residential Living alternatives

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vibrant Places linking neighborhoods to Downtown

√ Great placescompact and sustainable desiGnmultimodal transit and walkabilitY

• incorporatequalitypublicspaces• enhanceandexpandtheopenspacenetwork• improvestreetscapeandwalkability• sustainability by design strategies through neighborhood pattern,greeninfrastructureandbuildings

• incorporateandlinkmultimodaltransportationnetworks(pedestrian,bicycle,car,bus,train)


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Walkability Creates a Healthier CommunityThe benefits of walkable neighborhoods include significant health advantages for those who live and/or work within compact, mixed-use neighborhoods, especially smaller “Boutique Cities” such as Hempstead. These benefits include:Compact mixed-use neighborhood design fosters more walking and therefore more exercise. • Live-work environments encourage walking as a mode of transit,

providing additional opportunities for physical exercise• Proper traffic calming along with the existence of walking paths and

pedestrian connectivity encourages local residents and employees to engage in walking activities not as a mode of transit but for the purpose of exercise

• Studies have demonstrated that compact urban design provides demonstrable health benefits in terms of lower rates of obesity and diabetes as compared to suburban sprawl living environments

• Walkable, urban environments encourage individuals to participate in more social behavior, which in turn promotes more walking activity, as opposed to the auto-dominated suburban setting which promotes more sedentary behavior.

Environmental Health Benefits• Walkable neighborhoods that de-emphasize auto use provide a

healthier environment, especially in regard to cleaner air• More walkability and less use of the auto creates a safer street grid,

especially utilizing concepts including “complete streets” that provide for transportation networks that allow for and foster both walking and biking options

Social Health Benefits• Compact walkable neighborhoods promote significantly more social

interaction ,which provides health benefits through higher rates of happiness and less reported isolation as compared to suburban sprawl settings


Mixed-use Buildings Contribute to vibrant neighborhoodsDowntown Hempstead presents a true mixed-use neighborhood with a significant office component along with a range of residential options that will include rentals, condos and flats above ground floor retail. This area will provide a complement to the Civic Uses, providing daytime workers an opportunity for outdoor restaurant options, convenient shopping and a pleasant experience to break up the workday. • A mix of uses that include a significant residential population, office

and commercial uses, retail, entertainment, cultural, restaurant, and hospitality

• Inclusion of significant public space, greenways, walking and biking paths and other community amenities

• Mixed-income housing to provide residential opportunities to the entire population

• Compact Building Design• Emphasis on walkability and non-auto modes of transit• Focused development within urban cores and downtowns as opposed

to greenfields• Higher density housing including numerous multi family options

√vibrant commerceHousinG For everYoneGreat placescompact & sustainable development

• Creatediversityofuse• Provide a range of downtown residentialopportunities

• Incorporate quality of public spaces andcivicactivity

• Improve streetscape and walkability byincorporating

• Increase density and sustainability bydesign

Mixed-use Buildings


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Zoning overlay DistrictThe overall purpose of the proposed rezoning is to encourage the efficient use of land, be a catalyst for revitalization, and foster a sense of place through development of a transit-oriented, mixed use, pedestrian-friendly community. The proposed district aims to encourage development that would enhance the tax base, strengthen the sense of community pride, provide more job and housing options, complement and fill the surrounding community needs and uses, and to better utilize existing public transit infrastructure through improved access and increased ridership. The goals of proposed changes:• Promote compact, mixed-use development in proximity to the

commuter rail station• Encourage development that supports transit• Encourage a diverse mix of business, commercial, office, residential,

institutional, and entertainment uses for workers, visitors, and residents

• Encourage pedestrian-friendly environment and pedestrian-oriented commercial enterprises and consumer services that do not rely on automobile traffic to bring consumers into the area

• Encourage flexibility in site and architectural design• Maintain a consistently high level of design quality• Encourage building reuse and infill to create higher densities• Promote economic development opportunitiesThe new overlay district would be outlined by the Regulating Plan, showing the district boundary, illustrate proposed land development activities, street network, and proposed development massing. The intent of the District is to promote the development of the District area in accordance with the Regulating Plan.

Form Based CodeThe proposed zoning overlay district would be regulated through Form Based Code (FBC). The key goal of FBC zoning is to meet community visions and development needs not achievable through existing or conventional zoning. Form-based code zoning is different from conventional zoning in that it emphasizes building form and appearance rather than specifying and distinguishing uses or establishing set back, building height, or lot coverage restrictions. Form-based code zoning focuses on regulating the public realm, including street types, blocks, and civic spaces and provides for flexibility in use, site and architectural design. Form-based code zoning also includes an extensive use of graphics to illustrate, for example, the anticipated relationship of the building to the street or site. The key components of FBC zoning include:• Regulating Plan (outlining overlay district and distinctive zones);• Building Form Standards (to control building form and standard

frontages and basic building parameters and functional elements) • Public Space/Street Standards• Administration; and • DefinitionsThe key benefit of FBC zoning is achievement of more predictable physical result based on the vision plan established during the planning process. Inherently, FBC zoning supports smart growth development and ensures built-in flexibility of the regulating plan.

eXaMPLe oF ILLustratIve PLan eXaMPLe oF reGuLatInG PLan

eXaMPLe oF CoDe DeFInInG ParKs anD PLa Z as eXaMPLe oF CoDe DeFInInG BuILDInG LoC atIon eXaMPLe oF CoDe DeFInInG street FrontaGes

Codes & ordinances

√ implementation strateGies

• Zoningoverlaydistrict


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sustainable Design Initiatives

eXaMPLe oF CoDe DeFInInG street FrontaGes

Sustainability of the development proposal is addressed through:

1. neighborhood pattern design• compact development (live, work, play)• connected and open community• walkable streets and inclusion of civic/public spaces • mixed use center• mixed income diverse community (diversity of housing types and

sizes, percentage of rental)• reducing parking numbers by increasing number of on-street parking,

reducing surface parking, reducing required parking numbers and introducing shared parking requirements, providing bicycle parking and storage capacity

2 Green infrastructure and buildings• building energy efficiency requirements• building water efficiency requirements (low water usage receptacles • water efficient landscape • green streets• stormwater/wastewater management• heat island reduction (shade, reflective or pervious pavement, light

colored or “green” roofs)• on-site renewable energy sources

stormwater ManagementThe urban landscape, with its large areas of roadways and buildings—known as impervious surfaces—has a significant impact on the water quality. As an important environmental strategy, green infrastructure (street trees, parks, green spaces and landscaped islands, green roofs and facades) and reduction of overall quantity of paved (impervious) surfaces address the root cause of stormwater and sewer overflow pollution. This is done by intercepting precipitation and allowing it to infiltrate rather than being collected and conveyed from impervious surfaces. Efforts in many cities have shown that green infrastructure can be used to reduce the amount of stormwater discharged or entering combined sewer systems and that it can be cost-competitive with conventional stormwater controls. Additional environmental benefits include improved air quality, mitigation of the urban heat island effect, and better urban aesthetics. The flexible and decentralized qualities of green infrastructure also allow it to provide stormwater control on a site-specific basis and to be integrated into redevelopment efforts.

The Plan creates a great opportunity to address these issues, by developing policies to require the use of green infrastructure, creating guidelines and standards of best practices and providing the incentives such as:• Stormwater Fee Discount: Require a stormwater fee that is based on

impervious surface area. If property owners reduce need for service by reducing impervious area and the volume of runoff discharged from the property, the municipality reduces the fee.

• Development Incentives: Offered to developers during the process of applying for development permits. Examples include: zoning upgrades, expedited permitting, reduced stormwater requirements and increases in floor area ratios.

• Grants: Offer direct funding to property owners and/or community groups for implementing a range of green infrastructure projects and practices.

• Rebates & Installation Financing: Provide funding, tax credits or reimbursements to property owners who install specific practices.

• Awards & Recognition Programs: Provide marketing opportunities and public outreach for exemplary projects. May include monetary awards.

rooFtoP GarDens

rooFtoP GarDens

storMWater ManaGeMent

PerMeaBLe PaveMent

PerMeaBLe PaveMent, street trees anD LanDsC aPeD IsLanDs

rooftop agriculture & Farming

√Great placescompact & sustainable desiGnimplementation strateGies

• Enhanceandexpandopenspacenetwork• Improvestreetscapeandwalkability• Sustainability by design strategies throughgreeninfrastructureandbuildings

• Upgradeutilitiesandinfrastructure


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As has been demonstrated throughout this document in addition to the months of work put in by the RDUA team and its Municipal Partner it takes an inclusive approach to ensure that vision becomes reality. The Renaissance Downtowns Urban America team has engaged key stakeholders including private property owners, civic groups and any member of the community that wished to participate this approach is working. RDUA is committed to continuing to meet with any interested group organization or individual in the Village.

Redevelopment of suburban downtowns is a complex process with numerous stage gates and hurdles. However, it is important not to lose site of the end user during these efforts, as the people who will ultimately live, work, learn, shop and play in a revitalized downtown are the very reason for the work that is underway. Because, through the creation of a redevelopment plan that meets the wants and needs of the residents, the entire Hempstead community will receive the triple bottom line of social, economic and environmental benefits.

Kudos must be paid to the Village leaders who set the stage for a process that RDUA has merely continued. A willing municipal partner that had the foresight to create a visionary comprehensive Plan and adopt an FGEIS and sought out a private sector partner are all instrumental aspects of this collaborative approach.

That said, today represents not the finish line, but rather a key step forward. The holistic, comprehensive nature of this process and the inclusionary approach will now move forward with a designation of Renaissance Downtowns Urban America as Master Developer setting the stage for the ultimate goal of this Public-Private Partnership: the implementation of a transformative downtown vision that will provide the Hempstead community with significant economic and social benefits and a redevelopment effort that will be a model for downtowns throughout the region and the nation.

next steps

Project sequence of events• ModificationstoPreliminaryConceptPlan• CommenceInfrastructureImprovementAnalysis• Continued collaborative Concept Planning coordination

meetings• ContinuedPublicOutreachandEngagements o Hempstead Rising! Crowdsourced Placemaking Program o Committee Meetings o Stakeholder Meetings• SubmitConceptProjectSchedule• ApprovalofFinalConceptPlan• ContinuedPublicOutreachandEngagements o Hempstead Rising! Continued Crowdsourced Placemaking Program o Committee Meetings o Stakeholder Meetings• Analysis of any zoning modifications or other approvals

requiredfortheApprovedFinalConceptPlan• Commence with timely submission of application(s) for any

known required zoning modifications or other approvalsrequiredfortheApprovedFinalConceptPlan


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thank you to all of the citizens, community leaders and organizations

for joining us in our mission to make the village of Hempstead a place to live, work and play.

sincerely yours, sean McLean

vice President of Planning & Developmentrenaissance Downtowns


Village of HempsteadCommunity Development

AgencyHempstead Rising Community

Resident CommitteesProperty OwnersBusiness Owners

Community StakeholdersConsulting Team

Hempstead, NY Master Concept Plan submitted June 2011

Real Estate

Transcript of Hempstead, NY Master Concept Plan submitted June 2011