614.678.0214

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

Michigan Municipal League Conference

Grand Rapids, Michigan

October 6, 2011

Recreating “Spaces” for Making “Places”

The Creekside Story- Downtown spaces, Blight conditions, Leadership, Vision, political will, and implementation

Creekside Innovations - award winning design, strong pedestrian orientation, Public-Private Partnership, Award-winning TIF, City Brand

Creekside: A New Heart for Gahanna – a destination “Place”, economic opportunity, entrepreneurial environment, critical mass, lifestyle town center

P3-60 Gahanna is recreating “Spaces” for making richly designed, pedestrian friendly and economically sustainable “Places”

The VISION for the SPACE Creates the “PLACE”

“Creepside” 2009

Home to approximately 36,000 residents

Conveniently located in Central Ohio 5 minutes from Port Columbus International Airport 10 minutes from Downtown Columbus (15th largest US City)

A major regional employment center American Electric Power (AEP) McGraw-Hill Distribution Center Chase Banking Services Donatos & Grote Company

One of the Top 100 “Best Places to Live” Money Magazine, 2007

One of the 20 “Best Places to Retire” Black Enterprise Magazine, 2008

One of 10 Best Places for Small BusinessCNN - 2010

Gahanna Spaces: making Places…

The Creekside Story – blighted SpacePre-Creekside

• Study conducted in mid 1990s found that:

City’s Main Street (Mill Street) was underdeveloped Post-Office w/ surface parking lot Trucking company Apartments run down Abandoned firehouseForeclosed on gas station (Brownfield)

Blight conditions, disinvestment, decline Natural amenities, the Big Walnut Creek, under-utilized,

inaccessible, dumping grounds. Missing teeth syndrome in urban fabric, no CM

Comprehensive Land-Use Plan said that: Current land-use was not economically sustainable City should revitalize, redevelop and rehabilitate area Connect West and East sides of Creek, City Leverage the “Waterfront” Mixed-Use Development, High Density, Character Pedestrian focused Zoning needed to be updated to include mixed-use, density

The Creekside Story: recreating" Space”The Vision

Inspired by the Riverwalk Project in San Antonio, TX

Urban Spaces developed conceptual ‘vision plan’

Guiding principles included: Increased density

Mixed-use development

Stealth parking

Connect street with natural water resources

Public park and plazas

Pedestrian friendly

Entrepreneurial Environment

Catalytic Economic Project

Creekside Story Chapter I: recreating “Space”

Implementation – Phase I

Evolved over three distinct phases

Phase I: Creek Cleanup and Park Phase II: Mill and Granville Street Revitalization Phase III: Creekside Gahanna Phase IV: Olde Gahanna Vision Update

Phase I: Creek Cleanup and Park

Big Walnut Creek was restored to its natural meander $ 250,000 Nature Works Grant awarded by Franklin County

Greenways Initiative

Creekside Park commissioned 1998

Redevelop island in Big Walnut Creek for natural green space Bridge gap between East and West Gahanna Create a destination place for Gahanna residents

Home to the Creekside Blues & Jazz Festival and theHoliday Lights! Parade & Festival

• Main Street Approach - Promotion

Creekside Park Revitalization

Redevelopment efforts create Creekside Park

Natural resource restoration

1.2 Million dollar re-development effort

Construction of a waterfall and Creekwalklinking Olde Gahanna

Pedestrian Friendly

Pedestrian Focused Strategies

Olde Gahanna Gateway

1.875 Million dollar gateway/ streetscape improvement

visually enhanced the entrance into Olde Gahanna

Improved pedestrian connections from West Gahanna

reduced the "scale" of the major intersections

enhanced the existing recreational amenities

Branded the Space

Pedestrian Focused Strategies

Creekside Story: Chapter II- a “Place” Implementation – Phase II

Phase II: Mill and Granville Street Revitalization

New construction and restoration Installation of sidewalks

Founder’s Plaza Multi-tenant building with multiple facades Minimal set-back

Bridge House (now “Pour House”) Historical representation of previous structure

on site Old Bag of Nails

Facade designed to incorporate elements of both the creek and the street

Voted the best outdoor patio in Columbus regionin 2007

Infrastructure Improvements New bridge with wing walls for pedestrian Gateway feature, arch with “G” - Brand Improved access to Big Walnut Creek

and Creekside Park Entry way feature, barrier wall median and entrance

Landscape, traffic calming, pedestrian orientation

Land Acquisition by City

Assembled several parcels of

land with different owners

Aggregated parcels for

redevelopment over time

Acquired catalyst site

Creekside Story Chapter II – Public Catalyst

Creation of Public Sector Incentives

Acquisition, Aggregate, and Assemble Land

Existing CRA within Olde Gahanna

Property Tax exemptions for real property improvements

(15) Year 100% Property Tax abatement on the construction of commercial property

Ability to use Tax Increment Finance Tool (TIF)

Construct public infrastructure and water features prior to private sector

Creekside Story Chapter II – Economic Market Incentives

The Creekside Story: making a “Place” Implementation III

Phase III: Creekside Gahanna Request for Proposals issued in 2003

Outlined guiding principles while encouraging innovation and creativity Offer land as incentive to promote development

Six applications received The Stonehenge Company, in partnership with Bird-Houk Collaborative selected as

the preferred developer in 2004 Mixed-used, Market based approach; parking solution

Initial proposal Private Sector approach to develop a more market-based “Place” Many design elements, however, were preserved including the public park/plazas,

water features and architectural (façade) design “P3-60 “ Public/Private Partnership formed City, Developer and CIC

2004 RFP for Re-development of Creekside

Based on Adopted “Planning Parameters”

Creation of a destination Columbus Region

Creation of “Place” (cultural, heart)

Mixed Use, Dense Development

Urban Design: street frontage, pedestrian oriented

Developer created a “Market Based”Economically Sustainable Private Deal

Public Funding: created “Public Place”

Public Parking for THE DOWNTOWN District, pedestrian oriented

Dynamic Natural elements, Waterfront

Creekside Story Chapter III –” P3-60” Public Private Partnership

Results of RFP

Selection of the Stonehenge Company/ Bird Houk Collaborative scheme

Public Approval Planning Commission and Council Process, Fall/2004

Negotiations among the Partners - Developer, the Community Improvement Corporation (CIC) and the City; Winter 2006

Development Agreements- Infrastructure, Ground Leases, Parking, Reciprocal Easement, Management…

Construction Begins Spring/2006 –Completion, June 2008

Creekside Story Chapter III – “P3-60”Public Private Partnership

Creekside Story Chapter III – A “PLACE”

Condominiums

Office/Retail

Office/Retail

Plaza

Entrance to underground parking

Plaza/Community Stage

Plaza

Mill Race

Lagoon

Creekside Park

CCCC

Creekside Story Chapter III –recreate “Space” to make a “Place”

Before Redevelopment

After Redevelopment

Creekside by the “SPACE” Site:

Adjacent to Big Walnut Creek/Flood Plain Public land 3.5 acres Private land 1.5 acres Downtown; blighted, under-developed, under-utilized Old grocery/post office, blighted apt, abandoned gas station, residential

turned commercial; no historical significance

Scope: 240,000 sq. ft. of market-based, mixed-use development space

58,413 sq. ft. of Office Space 43,570 sq. ft. of Retail Space 71 luxury loft condominiums w/private parking garage Parking Facility w/539 parking spaces (389) public spaces

Unique Architectural Design Below street level- Pedestrian Oriented Board walk

(modeled - San Antonio Riverwalk)

Waterfront Development-connectivity, accessibility

Mixed-Use Development, Four Facades, Time Context

(1) four-story and (2) three-story buildings (private)

Structured & Underground Parking facility (stealth)

Flood Control gate system under pedestrian bridge 7 ornate water features- lagoon Public plazas (10,000 sq. ft.) Community stage & Kinetic Art Structure Public park with waterfront access, boardwalk

Creekside - The New “Place”

Total Initial Investment - $60 million

Private sector investment ($ 45 million) Public sector contribution ($16.7 million)

Economic Impacts

• Since the Grand Opening, Creekside has: Attracted 45 new businesses; retained 80% businesses

90% of Office Space occupied 70% of Retail Space occupied

Total employment since construction - 260 employees Increased property values in Olde Gahanna by 30 to 40 percent between

2005 and 2010 Natural destination center and source of pride for the community

90% of residents have visited Creekside 70% of residents surveyed said that Creekside was the ‘right’ type of

development for Gahanna “A City that found a way of reinventing itself”

Attracted 15 additional new businesses to the downtown area

P3-360 The Public Investment

Public Development Budget

Construction Cost: $10,500,000Public Parking

Creekside Park

Public Plazas

Streetscape & Sidewalks

Riparian Improvements

Demolition

Electric Line Re-location

Scope Additions: $2,730,544

Utilities & Sidewalk $1,158,797

Soft Costs $2,352,548

Total Cost $16,741,889

Project Funding

Approved Bond/ Cash Initiative: $14,050,000

Appropriations/ S. Appropriations: $2,106,889

Bond Interest $585,000

Total Budget $16,741,889

P3-360 The Public Return on Investment

Operating Revenue (City)/ Year (Proposed)

TIF Payments (From PILOT) $416,000

Parking Garage Income $116,800

Ground Lease Income

$2.00/S.F. on Land used by developer

Total Ground Lease Income $169,800

Income Tax Generated $351,000

Total $1,053,600

Operating Expenses (City)

Debt Service on Bond $755,000

Net Revenue (City) $298,600

Creekside Innovations Land Assembly

Working with Gahanna’s Community Improvement Corporation (CIC), the City assembled nearly five acres of property along Mill Street and the Big Walnut Creek for redevelopment.

The CIC recommended that the City retain ownership of the property after the project was built.

“ P3-60” Developer’s Agreement (Public-Private Partnership)

Negotiated between The Stonehenge Company and the City of Gahanna

Included Land Lease Agreement that stipulated: Gahanna retains ownership of property, but leased

development rights to the developer for 99 years plus. Created one of three revenue streams used to finance public

improvements to the site Annual Lease Revenue for buildings on Public land Reduced initial Cost of land over time for developer Lease Revenues to date - $$148,590 Income Tax - $56,386 - 2010

Creekside Innovations

Tax Increment Financing District (TIF)

Two districts were created; one for the project site and the other for Olde Gahanna.

TIFs were created to capture property value appreciation TIF was recognized by the Council of Development Finance Agencies as the

Best TIF Program in the United States in 2007. City dissuaded developer from seeking tax abatement by agreeing to assist

in finance of the public parking facility. TIF proceeds to date - $372,333 -2011 (Creekside)

- $416,690 -2011 (Olde Gahanna)

Parking Facilities

There is an underground and above ground (vertical) parking garage at Creekside.

The underground facility has 389 public parking spaces Source of revenue for debt repayment First underground facility in a suburban community in Central Ohio.

The vertical parking garage has 150 private spaces for condo residents Parking revenues through 2010 - $317,964

Creekside Innovations Overall Design

Incorporates the best of the natural and built environment Draws into itself natural amenities through ornate water features, public plazas, bridge, and Park Built in Flood Plain with protective measures Accentuated by several decorative features:

Kinetic art display Statues Lower level lagoon Limestone retaining walls Herb garden Bifurcated sidewalk Boardwalk Boat Dock

Architectural integritymaintained with threebuildings, multiple facades Respect waterfront Respect Main Street

vocabulary Economic ally Sustainable Unique Pedestrian oriented Critical Mass Architectural Standard

Grand Opening Celebration (May 1-4, 2008) Remember this date – Economic Crash!

Four day event filled with activities and live entertainment

2008 Vision Plan Update… Olde Gahanna

City of Gahanna Contracts with Bird Houk for an update to 1997 Vision Plan

Revisit the Market since Creekside and it’s affects on the Planning Environment

Educate Stakeholder Groups about Changes to the Planning Environment….(S.W.O.T.)

Build Consensus for Desired Future Planning Environment…. (Wants & Needs)

Adoption of Planning Principles that react to the Communities Wants and Needs…

Master Plan update that reacts to the Adopted Planning Principles & Form Zoning

Priority Development Areas that react to Updated Master Plan and Planning Principles and New Market – New Normal Economy

Creekside Story Part IV: Olde Gahanna Vision Plan –Continue “Place”

making

Adoption of Planning Principles

Promote “Olde Gahanna” through a unified marketing approach

Identify and Sustain ‘Green’ Infrastructure -Protect Environmental Systems and Conserve Resources (Open Space)

Embrace and Foster Diversity in Housing Types and Mixed-Use Commercial Development.

Use Urban Design Tools to Enhance Mobility and Circulation

Preserve and Unify Olde Gahanna’s Character and promote a ‘creative’ environment.

Promote the Creation of Urban Places which are Oriented to Pedestrians, thereby Promoting Security and Social Interaction, Economic Sustainability

Creekside Story Part IV: Olde Gahanna Vision Plan –Continue “Place”

making

Creekside Story Part IV: Olde Gahanna Vision Plan –Continue Placemaking

Economic Downturn Impacts

Housing Bubble Burst – less condominium sells Bank Financial Crisis/Credit Crunch – less entrepreneurs/retail Bear Stock Market – less commercialization/investment Job Market – loss of jobs/discretionary income/less demand

Public Partner Intervention Strategies Modified Performa – less revenue to pay GO Bonds Parking Facility – free as of 2010 Modified Tax Abatement for Residential – 100% (2008-2012) Marketing/Branding – increased strategies, funding

Private Partner Strategies Developed Six owner-occupied businesses – Suites C, Mezzo, Crazy Goat

Coffee Shop, Casabella Designs & Interiors, Convention & Event Center and Event Catering Co.

Offered Limited Tax Abatement to stimulate Sales of Condos Increased funding levels of Tenant Improvements Sold Development to New Owner

Lessons for “making richly designed, pedestrian oriented and economically sustainable “PLACES”

The Vision Creates the Place:

“Vision the People Perish and the Place” without it!

The ‘Vision’ Creates Consensus

The Vision Reacts to the Public “Wants and Needs”

The Vision Creates Opportunity

Vision creates Public Mandate for Opportunity for Public-Private

Partnerships

The Vision affects creative thinking and decisions-making

Vision establishes values, principles, guidelines for Program, Design,

Brand and Space

The Vision allows for Flexibility and Adaptability

Vision allows Private Development to Creatively Respond to Public Interests for prosperous Place

The Vision provides the Political Will and Implementation POWER…

The Vision is the Beginning of THE PLAN and the “Making of the Place”

For more information or questions, please contact:

Sadicka White, President Sadicka & Associates

Sadicka@sadicka-associates.comGahanna, Ohio 43230

614.678.0214