ULI Advisory Services Panel for Largo Town Center Presentation (Dec. 2015)

An Advisory Services Panel for Largo Town Center, MD

Largo, MD December 6-11, 2015

2

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

•  The mission of the Urban Land Institute is to provide leadership in the responsible use of land and in creating and sustaining thriving communities worldwide.

•  ULI is a membership organization with nearly 33,000 members, worldwide representing the spectrum of real estate development, land use planning and financial disciplines, working in private enterprise and public service.

•  What the Urban Land Institute does: –  Conducts Research –  Provides a forum for sharing of best practices –  Writes, edits and publishes books and magazines –  Organizes and conducts meetings –  Directs outreach programs –  Conducts Advisory Services Panels

About the Urban Land Institute

3

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

•  Since 1947

•  15 - 20 panels a year on a variety of land use subjects

•  Provides independent, objective candid advice on important land use and real estate issues

•  Process

•  Review background materials

•  Receive a sponsor presentation & tour

•  Conduct stakeholder interviews

•  Consider data, frame issues and write recommendations

•  Make presentation

•  Produce a final report

The Advisory Services Program

4

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Thanks to the Sponsor

And, in particular, Kierre McCune, Planning Coordinator, Derick Berlage, Director, Countywide Planning, and Honorable Derrick L. Davis, District 6

Council Member

Prince George’s County Planning Department

5

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Panelists •  David Leininger, Dallas Area Rapid Transit – Dallas, TX •  Holly Barrett, Omaha Downtown Improvement District – Omaha, NE •  Ian Carlton, Ian Carlton Research & Consulting– Portland, OR •  Charles Johnson, IV, C.H. Johnson Consulting, Inc. – Chicago, IL •  Ryan Johnson, C.H. Johnson Consulting, Inc. – Chicago, IL •  Stanley Lowe, Pittsburgh Neighborhood Preservation Services – Pittsburgh, PA •  Mark Troen, Brookwood Group Inc. – Palm Beach Gardens, FL •  Adella Weber, Jacobs – Atlanta, GA

6

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Presentation’s Agenda

•  Introduction/Agenda – David Leininger •  Panel Observations

–  Market Context – Charlie Johnson –  Physical Context – Ian Carlton –  Largo Context – Addie Weber –  Placemaking – Holly Barrett

•  Conclusions –  Workforce – David Leininger –  Housing – Stanley Lowe –  Scenario/Strategies – Mark Troen/Addie Weber –  Asset Management – Mark Troen –  Governance – Holly Barrett

•  Summary - David Leininger

7

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Panel Assignment

•  The assignment for the panel is to provide unbiased input and offer recommendations to help Prince George’s County stimulate private sector investment at Largo Town Center. The panel is asked by the sponsor to help facilities the vision of the Largo Town Center Sector Plan and Plan 2015.

•  Center Core (Quarter Mile) –  What is the market for office and retail? Is the market at the density envisioned by the sector plan and Plan

2035? –  What role do civic greens, urban plazas, and squares play in this center’s core?

•  Study Area Wide –  What can the County do to create a welcoming environment for investors? –  What actions or strategies does the County need to implement to provide the best opportunity for the

employment and commercial markets to succeed in the various time frames (0-5 years and 6-10 years)? –  How can the county effectively cluster government service related uses? –  Which infrastructure investments will need to precede and/or be concurrent with the initial phases of the

construction for the Regional Medical Center?

8

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Market Context – Charlie Johnson

9

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Fun Fact

The Largo name comes from Colonel Beall, one of the First County delegates in 1696, who named his land aBer his hometown Largo, Scotland.

10

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Area of Analysis

Commission District 6 One of 36 planning districts in the County In Crime District 2, next to Crime District 3 One mile radius around Largo Metro Stop

11

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

A market with some real posiMves

Real Estate •  Interest in the market- offers from Aldi &

Medical office •  Substantial residential project •  Dimensions Hospital •  Several nearby parcels that can be repositioned

and intensified •  Centrally located in the County •  Low prices

Dynamics •  October- 2014 •  121,700 transit entries •  126,000 transit exits

•  22,000 daily students at Prince George’s Community College

•  1 million visitors to Six Flags •  750,000 visitors to Fed-Ex Field •  Millions of people visits annually to retail

offerings around the site •  500,000 square feet of County office functions •  Four hotels

3,000,000 movements/year

Area of Analysis

12

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

However, there are some limitaMons

Limitations •  Crime •  School quality 23rd out of 24 in the State •  Complex approval process •  Low density & large vacant parcels •  Mature suburban development pattern •  Confusing road network •  No “there” there

YEAR MURDER RAPE ROBBERY AGG. ASSAULT

B & E LARCENY THEFT

M/V THEFT GRAND TOTAL

PERCENT CHANGE

VIOLENT CRIME TOTAL

VIOLENT CRIME

PERCENT

VIOLENT CRIME

PERCENT CHANGE

PROPERTY CRIME TOTALS

PROPERTY CRIME

PERCENT

PROPERTY CRIME

PERCENT CHANGE

2013 56 176 2,012 2,246 5,733 18,542 4,293 33,058 -8.4% 4,490 13.6% -9.2% 28,568 86.4% -8.2%

YEAR MURDER RAPE ROBBERY AGG. ASSAULT

B & E LARCENY THEFT

M/V THEFT GRAND TOTAL

PERCENT CHANGE

VIOLENT CRIME TOTAL

VIOLENT CRIME

PERCENT

VIOLENT CRIME

PERCENT CHANGE

PROPERTY CRIME TOTALS

PROPERTY CRIME

PERCENT

PROPERTY CRIME

PERCENT CHANGE

2013 9 135 812 813 2,728 12,628 913 18,038 -6.4% 1,769 9.8% -5.6% 16,269 90.2% -6.5%

P R I N C E G E O R G E ' S C O U N T Y

M O N T G O M E R Y C O U N T Y

Total Crime in Price George's County (2014)

Homicide Forcible Rape Robbery Aggravated Assault Burglary Larceny/Theft Motor

Vehicle/Theft District 5 1 10 104 121 452 1207 268District 4 12 33 361 420 960 2986 898District 3 17 43 489 347 817 3083 1022District 2 3 25 139 173 502 2184 420District 1 6 48 316 321 674 2219 705County 39 171 1436 1923 5057 11268 2984Greater Largo 10 34 314 260 660 2634 721

0

500

1000

1500

2000

2500

3000

0

2000

4000

6000

8000

10000

12000

*Dec 2014 Statistics are YTD data

GreaterLargo

District1-5andCounty

Source: Prince George's County, Johnson Consulting

Area of Analysis

Source: CoStar, Crime Report 2014

13

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

However there are some limitaMons

Structural limitations •  Raw numbers today need to be influenced by

effort to cause change •  Population growth expectations for the County

(2.1% annually) do not support the number of housing units being added to the market. This indicates shifts from existing housing stock.

•  Demand can be induced by developer efforts and improving attractiveness

0.5-Mile 1.0-Mile 5-Mile 0.5-Mile 1.0-Mile 5-Mile2000 1,230 8,464 210,654 12,415 29,468 554,547

2010 2,234 10,072 225,441 14,011 31,124 581,382

2015 2,176 9,805 231,726 15,133 32,434 602,471

CAGR** (2000-2015) 3.9% 1.0% 0.6% 1.3% 0.6% 0.6%2020 Proj. 2,164 9,983 239,801 16,391 34,490 632,393

CAGR** (2015-2020) (0.1%) 0.4% 0.7% 1.6% 1.2% 1.0%** Compounded Annual Growth Rate

Radius

*Radius are calculated from Station locationsSource: Esri ArcGIS BAO, Johnson Consulting

Population Largo Silver Spring

Radius

Area of Analysis

14

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015 Residential- 1 mile radius (Multifamily)

New Inventory affecting vacancy rates; Low rents & slow absorption affect market interest

(Older stock)

Real Estate

15

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015 Retail- 1 mile radius

Reflective of mature market; Recycling old products, and shifting tenants- Current population trends don’t support much more retail

(Older stock)

Real Estate

16

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015 Hospitality- Overall Area

(Older stock)

•  Competitive level of rooms •  Top meeting property located near site and

would complement quality of life improvements in the district

•  Static demand generators •  Compression from National Harbor will help

these properties

Observations

Real Estate

17

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015 Office- 1 mile radius

Reflective of stagnant market; Dominated by old products, which will require substantial investment to be cost effective; 40-50% off the tax roll

(Older stock)

Real Estate

18

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015 Flex/ Industrial- 1 mile radius

Little modern product; Has role in market, and sites exist, but does not relate to TOD

(Older stock)

Real Estate

19

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Physical Context – Ian Carlton

20

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Highways are Largo’s Prime Physical Assets

21

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Largo Study Area is Bounded by Highways

22

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Largo Study Area Crossed by Major Arterials

23

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Resulting Mega-Sized Blocks…

24

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

… Present Challenges and Opportunities

25

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Large Sites Enable and Attract Large Users

26

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Large Sites Enable and Attract Large Users

27

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Present and Future Opportunities

28

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

… And Some Sites are Served by Metrorail

29

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

We Were Asked to Consider ¼ and ½-Mile Areas

30

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

WMATA Analyses Highlight Arbitrariness

Ballston Cheverly

31

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

College Park Metrorail Catchment

32

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Largo Town Center Metrorail Station

33

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Largo Town Center Metrorail Catchment

34

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

These Circles Do Not Define The Opportunity

35

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Idealized TOD Mandates Do Not Fit This Context

Calthorpe, Peter; The Next American Metropolis; Princeton Architectural Press; 1993

36

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

We Will Not Speak of ¼ and ½-Mile Radii

37

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

We Will Focus on Two Interrelated Sites…

38

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

… Within The Largo Opportunity Area

39

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Largo Context – Addie Weber

40

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

The Largo Context

Two Distinct Areas: Inglewood Business Park Boulevard at Capital Center

41

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

The Role of Transportation

42

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

The Role of Transportation

Shelter 19Transportation 17.9Food 13.7Insurance & Pensions 9.6Other Household 7.5Utilities 6.8Health Care 5.4Entertainment 5Apparel & Services 4.8Education 2.1Miscellaneous 8.2

Total 100

Shelter 19%

Transportation 17.9%

Misc. 8.2%

Source: Surface TransportaMon Policy Project: Driven to Spend – The Impact of Sprawl on TransportaMon Expenditure Household Expenditures

43

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Existing Street Network

44

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Large Property Owners

Publicly Owned Land Large Property Owners

45

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Properties in Play

Publicly Owned Land Non-Publicly Owned Land

46

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Placemaking – Holly Barrett

47

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

The Importance of Placemaking

Largo is currently a sprawling suburban community with pockets of residential and retail connected by a network of wide automobile dominated roads.

48

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015


Wayfinding & Creating Identity Defining boundaries

•  Different paving, curbline treatments •  Streetscaping and plantings •  Streetlight designs •  Streetlight banners •  Eye-catching, simple, signage

49

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015


Rebranding Largo Finding that individual community personality and creating a sense of destination is crucial. •  We recommend a full rebranding process •  Partner with the Medical Center & RPAI’s

branding firms •  Hire a private firm •  Hold a community-wide naming contest

50

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015


Pedestrian Environment Create intentional, inviting public spaces that promote health, happiness, and wellbeing. •  Wide sidewalks •  Flowers, grass, trees •  Seating •  Public Art •  Lighting •  Clean and inviting streets •  Play spaces •  Green spaces •  A town square for natural gatherings

51

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015


Destination Event Center A mid-sized event center offers flexible indoor/outdoor place for crowd gathering year round.

•  50,000-100,000 square feet

52

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Government Administrative Office – David Leininger

53

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

County Government Administrative Workforce Location Considerations

Facts and Assumptions •  Relocation of Administrative workforce located at Upper Marlboro has been discussed for

a considerable period of time •  A building located at 1301 McCormick, totaling 182,000 square feet, was purchased in

January 2015 for the presumed purpose of housing administrative workforce to be relocated from Upper Marlboro

•  Inglewood Business Park contains a sizeable concentration of county-owned buildings and parcels located in the with square footage (< 700,000 square feet)

•  Assuming an average square foot per employee of 160, that computes to over 4,600 employees that could be housed in the buildings currently located in the business parks

•  While the County’s workforce has not reached capacity, it nonetheless confirms that a sizeable number, and most likely the largest concentration of County employees in any one location, are located in Inglewood Business Park

54

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Prince George’s County Assets Owned in Inglewood Business Park = 50% of Total Office Inventory in the Area

Map ID Name/Address BLDG Square Footage Year Built Acres

61 1400 MCCORMICK DRIVE 64,585 1990 5.21

66 9201 BASIL COURT 74,788 1984 7.09

69 9200 BASIL COURT 103,936 1982 7.73

70 1801 MCCORMICK DRIVE 113,709 1986 7.76

71 1701 MCCORMICK DRIVE 31,860 1986 3.55

72 9400 PEPPERCORN PLACE 131,338 1989 7.95

73 9450 PEPPERCORN PLACE Land only -‐ 5.11



80 1315 MCCORMICK DRIVE Land only -‐ 5.13

81 1301 MCCORMICK DRIVE 181,000 2000 3.62

82 9550 LOTTSFORD ROAD Land only -‐ 7.68

TOTALS 701,216 69.32

County Government Administrative Workforce Location Considerations

55

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Relocation: Not if, but when

•  The time has come to confirm the decision to consolidate and relocate the administrative functions to the Largo area

•  Potential relocation of these functions deserves thoughtful reflection about the long-term office requirements of the County –  Many of the buildings currently occupied by the County are nearing the

end of their useful life and will require re-investment to maintain them in a state of good repair

–  Even though the employees are working in the same general vicinity, there are many inefficiencies associated with a disbursed workforce

56

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

It may be prudent to consider a consolidated County complex as opposed to the office park configuration •  The County should seriously evaluate the viability of a new, purpose-built,

single, consolidated facility –  It would permit the design of the most efficient, open space program –  A building complex that consolidated all or most of the functions located in

the business park, now or proposed, is substantially larger in square footage and footprint and, thus, potentially more impactful if placed in the urban district contemplated for the Largo “downtown”

–  Consolidation of County offices would also introduce opportunity for a major repurposing of the business park, returning all or most of the land to the taxpaying private sector

57

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Workforce Planning Considerations

•  The County should devote some time and money to an analysis of the workforce space requirements, utilizing contemporary design standards, including for number and size of offices/cubicles and integrating private and collaborative settings

•  New design strategies are achieving significant reductions in overall space requirements while improving employee satisfaction and productivity

57

58

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

A Case Study of Workforce Analysis - DART

58

59

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Shift to open space demands adequate private and collaborative space in the design

59

60

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

SINGLE SIZE OFFICE + WORKSTATIONS

Workplace Strategies

Workplace Recommendations

Standardize space with one or two office sizes and workstations. This allows for: •  greater consistency throughout the floor; and •  greater flexibility when managing office allocations and

planning for employee growth.

Provide ergonomic tools and furniture, such as chairs, dual monitors and sit-stand desks, to increase productivity, efficiency, health and wellness.

VP Office - 225 SF

AVP Office - 150SF

Workstation - 64 SF

61

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Scenario comparisons illustrate open space economics

Current State

271 K Total GSF

251 K Total RSF

481 RSF/person

0.87:1.0 CollaboraMon Seats: Individual Seats

58%:42% Open % : Closed %

LiF + ShiF

221.5 K Total GSF

203.8 K Total RSF

408 RSF/person



1401 Pacific Current State Revised

MulIple Standard

190.5 K Total GSF

175.3 K Total RSF

351 RSF/person



Market OpMon MulMple Office & WorkstaMon Sizes

Single Standard

178.8 K Total GSF

164.5 K Total RSF

329 RSF/person



Market OpMon Single Office & WorkstaMon

Sizes

Single Standard BTS

164.5 K Total GSF

151.3 K Total RSF

303 RSF/person



Build to Suit Single Office & WorkstaMon

Sizes

MulIple Standard BTS

175.2 K Total GSF

161.2 K Total RSF

322 RSF/person



Build to Suit MulMple Office & WorkstaMon Sizes

62

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Final Workplace Considerations

•  Relocation of Administrative offices from Upper Marlboro should be confirmed

•  A careful assessment of the full complement of facilities in the Largo area should be undertaken

•  A consolidation of functions into a purpose-built County complex should be seriously considered

•  There is an opportunity to repurpose the Inglewood Business Park in the future and return the majority of it to the private taxpaying sector

62

63

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Housing – Stanley Lowe

64

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Housing

“Workforce Housing” is defined as homes aimed at households earning 60-120% of the area’s median income (AMI). In contrast, the term affordable housing is generally used for households whose income is < 60% of AMI. In most markets, affordable housing costs $750 or less a month.

65

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Housing

The Housing Cost Burden

•  43.8% of all households in Prince George’s County are burdened by housing costs.

•  In Prince George’s County, the cost of rental housing/Fair Market Rent (FMR) for a two-bedroom apartment is approximately $1,469 per month. To afford this without paying more than 30% of income, a household must earn $58,760 annually

The facts concerning the need for workforce housing:

66

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Housing

Over the past eight years, the county has lost:

•  Almost 15,000 rental units that cost less than $750/month

•  More than 33,000 units which cost $1,000 or less a month.

During the same period, the county added: •  More than 45,000 rental units that cost $1,000+/

month •  20,859 units that cost $1,000-$1,499 •  24,485 that cost $1,500 or more

Prince George’s County has experienced a dramatic loss of workforce rental units.

67

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Housing

•  Prince George’s County is projected to increase by almost 132,000 by 2040.

•  It is projected that Prince George’s

County will require 52,382 units by 2030, including 32,965 rental units.

Increasing population

68

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Housing

1.  Exercise Leadership 2.  Know Your Market 3.  Get Ahead of the Curve with Proactive Planning 4.  Be Comprehensive and Inclusive 5.  Create Open Lines of Communication 6.  Insist on Excellent Design 7.  Promote a Mix of Incomes 8.  Preserve and Recycle Resources 9.  Consider a Demonstration 10. Think Locally and Regionally 11. Build Public Support for Affordable Homes

Principles for Successful Public/Private Housing

TO BE EFFECTIVE: Someone has to take charge and think about this issue every day.

69

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Housing

Now is the time for Prince George’s County, including Largo,

to seize the moment and develop a comprehensive workforce housing strategy.

70

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Scenarios and Strategies – Mark Troen/Addie Weber

71

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Scenarios and Strategies

•  Alternative Approaches •  Public Sector Scenarios •  Private Sector Stimulus •  Implementation and Execution

72

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Scenarios and Strategies Alternative Approaches

•  Catalytic Approach •  Organic Approach

73

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015


•  Catalytic Approach – an active and programmed effort – dictates location, zoning, uses, form, and more

74

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015


•  Organic Approach – a nuanced approach – based upon a gentle laissez-faire policy –  future development takes own course

75

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015


•  Catalytic versus Organic – pro-active use of the government authority and

power; versus – a distinctly low-profile level of engagement

76

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Scenarios and Strategies Catalytic Approach

•  Mandating infrastructure improvements •  Establishing urban-scaled blocks and building parcels •  Designating locations for product and building types

77

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015


The view south from Park Avenue and 94th Street around 1882. Credit: Museum of the City of New York

78

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015


•  Changing zoning to allow flexibility •  Setting priorities for specific land use and property types •  Establishing set goals and locations for acquisition of properties •  Setting a prescribed timeline for implementing the goals

79

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Scenarios and Strategies Organic Approach

•  No designation of locations for product and building types •  No change in super-block configuration & land parcels

80

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Scenarios and Strategies Organic Approach

•  No targeted development of civic gathering places •  Retaining the existing street and public rights-of-way •  No change in zoning regulations

81

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015


82

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015


83

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015


84

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Scenarios and Strategies - Street Network

85

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Scenarios and Strategies - Block Network

86

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Scenarios and Strategies Private Sector Stimulus

– Predicate on the relocation and consolidation of County Gov’t

•  Designate the preferred location for a new County Government Headquarters and One-Stop Services Center

87

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015


– Predicate on the relocation and consolidation of County Gov’t

•  Designate the preferred location for a new County Government Headquarters and One-Stop Services Center

•  Create two well-defined civic plazas within the Town Center core

88

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015


•  Design a complete streets/road diet solution that meets the needs of all transportation and access including pedestrians, bicycles, and vehicles

•  Create a public-private partnership to develop an event center

89

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015


•  Create a Town Center Parking District (“TCPD”) that leverages the development and redevelopment all properties

90

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015


•  Town Center Parking District (“TCPD”) – Task 1: Provide off-site parking

facilities – constructed and managed by the TCPD for all users

– Task 2: Contract with WMATA to utilize the surplus parking capacity at Morgan Blvd Metro Station to complement facilities within the Town Center core

91

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015


•  Town Center Parking District (“TCPD”) – Task 3: Designate all existing,

interim, and proposed parking facilities to be built and managed in a comprehensive manner

– Task 4: Provide a dedicated TCPD Shuttle that circulates within Town Center and connects to Prince George’s Community College

92

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015


•  Town Center Parking District (“TCPD”) – Task 5: Relieve private sector

developers of requirement to construct parking

– All parking provided and managed by the district

93

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Opportunities with Shared Parking •  Public can invest in and

manage flexible facilities •  Shared parking reduces

total parking stall needs •  Parking pool can shift

burden from landowners •  Priced parking supply can

react to changing demand over short & long term


Pearl Parking Garage, Boulder, CO (image: hnp://www.city-‐design.org/)

94

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Scenarios and Strategies Implementation and Execution

•  “Approved Largo Town Center Sector Plan” – excellent implementation matrix

•  Matrix fails to identify & designate required leadership

•  Leadership is needed to marshal responsible parties, support entities, & stakeholders

•  Create a non-profit or dedicated LLC to hire the capable team to lead the effort

95

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015


•  Long-Term Vision / Global Approach to Town Center redevelopment

•  Focus activity in locations that have already been developed and may lend themselves to future development

96

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015


•  Long-Term Vision / Global Approach to Town Center Redevelopment

•  Focus activity in locations that have already been developed and may lend themselves to future development

97

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015


•  Proactively attract one or more major institutional uses

•  Strategic repurpose of County owned properties

•  Redevelopment of Inglewood Business Park

•  Encourage new residential development

98

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Scenarios and Strategies Inglewood Options Strategic Needs

•  Strategic leasing –  Incubator space

•  Parking resource – Connect with shuttle to Metro

•  Subdivision & infill – Carve out affordable housing

pads •  Scrape and redevelop

•  Require sufficient experience to execute sophisticated phasing

•  Create direct, attractive connections to core

•  Control the office market to avoid cannibalizing central development area

99

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015


•  Acknowledge and reinforce relationship of Town Center core to surrounding activity

100

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Asset Management

•  Utilize Real Estate Portfolio Approach

•  Manage Existing Assets •  Relocate and Consolidate in

Town Center •  Improve Efficiency and Space

Requirements •  Renovate Existing Space (in

Upper Marlboro)

101

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Asset Management

•  Encourage Private Sector Opportunities

•  Change Culture for the Better

102

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Asset Management Prince George’s County Inventory

Name/Address Improvement Value (SDAT)

Land Value (SDAT)

Assessed Value (SDAT)

BLDG Square Footage

Year Built Acres

1400 MCCORMICK DRIVE $7,386,333 $2,210,100 $9,596,433 64,585 1990 5.21 9201 BASIL COURT $12,682,333 $2,666,100 $15,348,433 74,788 1984 7.09 9200 BASIL COURT $7,508,133 $3,350,600 $10,858,733 103,936 1982 7.73 1801 MCCORMICK DRIVE $5,817,400 $3,398,600 $9,216,000 113,709 1986 7.76 1701 MCCORMICK DRIVE $3,568,333 $1,235,400 $4,803,733 31,860 1986 3.55

9400 PEPPERCORN PLACE $18,568,800 $3,411,800 $21,980,600 131,338 1989 7.95

9450 PEPPERCORN PLACE $0 $1,179,967 $1,179,967 - - 5.11

9441 PEPPERCORN PLACE $0 $661,700 $661,700 - - 2.96

9401 PEPPERCORN PLACE $0 $1,120,800 $1,120,800 - - 5.52 1315 MCCORMICK DRIVE $0 $1,691,200 $1,691,200 - - 5.13 1301 MCCORMICK DRIVE $12,441,700 $1,608,800 $14,050,500 181,000 2000 3.62 9550 LOTTSFORD ROAD $0 $1,963,400 $1,963,400 - - 7.68 TOTALS $67,973,032 $24,498,467 $92,471,499 701,216 69.32

103

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Asset Management Largo Town Center Property Inventory

Land/Property Use Improvement Value (SDAT)

Land Value (SDAT)

Assessed Value (SDAT)

Building Square Feet Acres

Total Agricultural - Natural Resources $19,400 $23,700 $43,100 1,118 81.31 Total Commercial $158,322,765 $56,696,667 $214,847,632 1,357,628 150.64 Total Industrial $65,174,933 $37,351,633 $102,526,566 1,033,974 93.98 Total Institutional $67,845,500 $13,376,667 $81,222,167 462,406 62.61 Total Office $142,543,532 $46,358,400 $188,446,965 1,434,116 113.14 Total Parks and Open Space $0 $899,100 $899,100 1,255 6.24 Total Residential $80,958,224 $15,081,323 $103,228,535 1,352,502 66.12 Total Commercial $0 $11,423,700 $11,423,700 44,735 31.80 Total Vacant $0 $36,463,434 $24,652,434 - 93.85 TOTAL $514,864,354 $217,674,624 $727,290,199 5,687,735 699.67

104

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Governance and Process – Holly Barrett

105

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Governance and Process

Consistent structure and development project approval processes will encourage positive and smart growth, while simulating both community and investor confidence.

•  Projects need to maintain a certain level of quality. •  Applicants must be encouraged to preserve the aspects that drive placemaking and therefore

stimulate economic development. •  Planning Board, staff, and the elected officials approve projects that are ultimately both

achievable and contributes to Largo’s identity as a destination. It is the recommendation of this panel that the Largo Town Center Development Board be a required step in the application approval process so that adequate attention to each new project undergoes the same scrutiny as the next project.

106

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Downtown Improvement Districts Community Improvement Districts (BID, CID, DID, TIF, etc.) use special assessments to provide public space improvements and community advocacy.

We recommend creating a vehicle that has overall responsibility to: •  Manage daily public space services of the DID •  Oversee the planning and approval process •  Coordinate with stakeholders and the Largo Town

Center Development Board •  Administer Town Center Parking District •  Allocate the TIF funds

107

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Panel Summary – David Leininger

108

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Concluding Thoughts and Recommendations

1.  Proceed with the relocation of the employees to the Largo area 2.  Address the opportunity and challenge of achieving highest and best use in the

Inglewood Business Park 3.  Think through the greater Largo area opportunities that will influence the central

Largo district 4.  Seriously consider the development of a purpose built County office complex located

in or near the Metro Station 5.  Work through the implications and choices associated catalytic versus organic

development strategy adoption 6.  Direct attention to placemaking, rebranding the central business district and

community enhancement elements such as an event center and an active urban park

7.  Utilize available management tools especially a public improvement district to sustain good practices

109

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Thanks to all stakeholders who participated on interview day!

Earl Adams, Jr. l Tom Aylward l Derick Berlage l Eric Brown l Cassandra Buckhalter l Carrie Carter l David W. Chapman l James Coleman l Cheryl Cort l Hon. Derrick L. Davis l Samuel Dean l Donna Dean l Christian T. Duffy l Dr. Charlene M. Dukes l James R. Estepp l Hon. Mel Franklin l Bradley W. Fromme l Pradeep Ganguly l Hon. Dannielle M. Glaros l Armin Groeschel l Nathan Gross l Dr. Rodney Harrell l David Harrington l Hon. Andrea Harrison l Alan Hirsch l

David W. Iannucci l Donny James l Jeff Johnson l Nell Johnson l Horace Jones l Vera Jones l Shyam Kannan l CJ Lammers l Eugene Lockett l Tom Masog l Neil J. Moore l K. Teya Moore l Sharon Moore-Jackson l Nick Over l Manuel R. Geraldo l Charles Renninger l Peter N.G. Schwartz l Andrew Scott l Fred Shaffer l Michael Skena l Rodney Streeter l

William Washburn l Vic Weissberg l Floyd Wilson

110

Larg

o To

wn

Cen

ter,

MD

Dec

embe

r 6-1

1, 2

015

Thank You!

Questions?

ULI Advisory Services Panel for Largo Town Center Presentation (Dec. 2015)

Documents

Transcript of ULI Advisory Services Panel for Largo Town Center Presentation (Dec. 2015)