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HomeMy WebLinkAboutRESPONSE - RFP - 7051 MIDTOWN COMMERCIAL REDEVELOPMENT STUDYEirLIi0 CITY OF FORT COLLINS MIDTOWN COMMERCIAL REDEVELOPMENT STUDY Proposal current sales levels by major location and changes in Citywide retail capture and leakage. We will update our proprietary model with annual individual store sales tax data from 2008 and provide a comparison of the changes over the last three years. EPS will also update the retail space and tenant inventory so that changes in the inventory and sales performance by store category can be analyzed and presented within the limitations of disclosure requirements. The sales analysis will be utilized to quantify existing sales levels, capture, and leakage as an input to identifying potentials for major anchor tenants and categories of significant ancillary retail store opportunities. The anticipated project is also expected to contain residential and civic elements, with the overall mix of development a product of the market as well as the conceptualization of a feasible and desirable development concept. EPS forecasted significantly higher density residential development over the next 20 years along the adjacent Mason BRT corridor. The ability to connect these properties to the transit corridor will enhance the residential opportunities on the Mall property and other key redevelopment sites. EPS will build on its previous work and quantify the residential development potentials by product type and price range as well as determine the feasibility of higher density mixed -use formats. B) Redevelopment Plan Background Research and Initial Vision and Goals The team will meet with City Staff, elected officials, and other key stakeholders to gather initial impressions and guidance for the Study and to collect important history, data, previous and current plans, and other relevant information that may pertain to the Study. Private stakeholders with development interests should be sought out, as well as public stakeholders who may have interest in Midtown for civic uses. CSU is a particularly important stakeholder with current plans and long term interests in the area. The Mason Corridor public improvements are also crucial and will be reviewed in depth. Based on these initial meetings and data review, the team will prepare a written program statement that confirms the initial goals for the study and the aspirations and vision of the community for the Midtown District. Land Use and Site Analysis The team will consolidate available base maps and information into an overall district plan depicting land use, ownership, lease durations, future Mason Corridor infrastructure, access, and other pertinent information. A concept level report of development opportunities and constraints will be prepared in written and graphic format. Development and Planning Concepts Based on the City's redevelopment vision, the market analysis, and the opportunities and constraints, the team will begin to sketch out strategic development alternatives that broadly designate the character and defining elements of key areas within the overall Midtown District. Working loosely and iteratively with City staff, the team will narrow options down to a concept plan that identifies key opportunity sites and the strategic Throughout the three -level cinema, the interiors offer an East -meets -West vibe (below). Natural elements including reclaimed wood, board - formed concrete, and rusted steel acknowledge Sundance's rustic Utah roots (bottom left), while elements like drapery referencing tradi- tional Kabuki banners and custom -designed light fixtures recalling Japanese lanterns (right) reinforce a connection with the theater's Japantown locale. ARCHITECTURE AND URBAN DESIGN 2040 ADDISON STREET BERKELEY, CA 94710 P 510.549.2929 F 510.843.3304 WWW.ELSARCH.COM • Reprinted with permission from Contract. Copyright © 2008. All rights reserved. #1-25019982 Reprinted by The YGS Group, 717.399.1900. For more information visit www.theYGSgroup.com/reprints. • ELS • Architecture and Urban Design 2040 Addison Street Berkeley, CA 94704 510.549.2929 510.843.3304 (Fax) info@elsarch.com www.elsarch.com Reprinted from the book Urban Spaces No. 4 ELS Architecture and Urban Design BnCx#I�WSE NWBE BUILDING Ex151xG BiBGENWBE I TMxIB,IxG E�RiE I➢BBv xEW BUILGING MWSE F wn WAN California Theatre San Jose, California - New Above: Plans of existing and completed complex at left, site plan center. Left: Addition with new entrance and support spaces opposite convention center. Below left: New courtyard. Below right Historic faQade. Above right: Renovated theater interior. Facing page: Part of restored lobby. Photography: Marco Zecchin (exterior and lobby), Rudolph & Sletten (courtyard), Tim Griffith (theater interior and historic facade). With a combination of city has been expanded, and that and nonprofit funding, a his- required relocation of a serv- toric movie theater has been ice alley serving adjacent renovated and expanded as buildings on the block. Other a performing arts facility. additions provide for dress - The original 1927 building, ing rooms, a green room, a presenting an exuberant dis- conference room, and a play of ornamentation, has large rehearsal space, rest - been carefully restored. rooms, truck loading, and Alterations to the theater other back -of -house support interior include expansion of spaces. Selected ancillary the orchestra pit and instal- facilities added to the exist- lation of a pit elevator, new ing theatre formed a new lighting and sound systems, outdoor courtyard along the and re -raking of rear orches- main street, accessible to tra and balcony seating to patrons at intermission and improve sight lines. For to the general public at non - required seismic upgrading, performance times. A second new supports have been main entrance and lobby added on the exterior of the have been added across the structure to avoid disturbing street from the city's conven- historic interiors. To accom- tion center to facilitate the modate the needs of touring theater's use in conjunction companies, opera groups in with meetings. particular, the stage house �g � 2w C11 .. arc ��`mfi��cy::X�a^©3 e p `O:� .`.I.r'.`""" `�•. .co p } " a q P6 �n�, n, . 4y : ti i ��;Jr I ��, ,�✓._ t3y�� (� {�rv�t �� �!^,E� hIJO �� ��4 4� � f+��,, � � -) / "6®°� `,r f '.,.. /,,:U� '_ #1 `�' �� rti�`lY����,l, � �• �, a I�f��' E,•-i� � �t I� t � � ' ES, MY, SW ° - - - �,- `�,,,;. �� � rf�✓. � S�-C'�iq,._ .v �.O �aYl � � `t ry J'j�`.`�IN a r•gy.�t a -�� � � � _ � �j_. ten A for a / G r r o Y JV 4 r — lifts u r IJ . - 1. �,� \. . . N J � 'N "`.-,.e.•." y rl � Jf ELS Architecture and Urban Design Church Street Plaza Evanston, Illinois Left: Aerial view of master pla development 1 Main Pavilion retail/enter- tainment 2 Public garage 3 Hotel 4 Office/retail building 5 Residential condominium 6 Retail 7 Northwestern University 8 Existing Saturday farmers' market 9 Metra Rail 10 CTA Rail Below: Redeveloped Maple Avenue, with Main Pavilion on right, retail base and residential condominium on left. Facing page: Two views of main pavilion, with street -floor retail and second -floor cinema. ELS--design architect, DeStefano + Partners --executive architect. Photography: ELS (Maple Avenue), Timothy Hursley (Main n On a 7.5-acre tract between Northwestern University and Evanston's historic center, this development initiated the city's revival as an entertain- ment and residential center. Downtown eating and drink- ing places have increased from almost none to 85, new housing and a hotel have generated round-the-clock activity. ELS developed the master plan for the entire site and were the design architects for the main pavilion and parking garage. Strategically located between the garage and two regional transit stops, the pavilion houses retail and restaurants at street level with an 18-screen multiplex on its second level, its lobbies in dramatic glass -walled vol- umes. Retail and entertain- ment facilities for the whole development total 174,000 square feet. Other compo- nents include a 178-unit hotel', 190,000 square feet of office space; 207 housing units,, and a 1,400-car garage. With original ownership of the site split between the university and the city, the redevelopment process was complex. After a lengthy selection procedure, the city agreed on one master devel- oper, teamed with ELS, who offered a pedestrian -oriented plan, rather than an introvert- ed mall, and proposed the second -level cinemas above. retail. TM J 1 � :� p� tc w?uiuc•pu l M01(61I6•PBII `� L-J I v � t i R t i I m•' ��R rma+� .� t � I' ��' d�� � ;"(, : '� o ��� � I '�� a � � �al b � � �illl • q��1 '. �� c� ��` 1 � j _._. IN • B �^ - _.. 1 _.u« ,�_.-....� ."J- ;1` �' *,�;�'° r� I ■ �$ 0� ice,®�p,� i I � r— l� : " WOLFGAHG PUCK - Lj o'.. chip : • .. �"�«-`oonci,.:... ers ai �r" 1 ELS Architecture and Urban Design The Village of Merrick Park Coral Gables, Florida Left: Central garden, with main retail arcade. Below: Master plan. 1 Miraflores Arcade 3-level retail building 2 2-level retail pavilions 3 Department stores 4 2,000-car parking structure 5 Central garden 6 Residential buildings 7 Office building/parking struc- ture 8 Rail line Facing page, top: Two intimate fountain courts. Facing page, middle right: Landscaped stairs connect housing to garden. Facing page, bottom right: Central garden, with paired resi- dential buildings at far end. Photography: ELS (plan and facing page, lower photo), SWA (upper top photos). This mixed -use development organizes retail, entertain- ment, and residential uses around a central, pedestrian - scaled garden. Working closely with the developer, the architects designed retail structures that define a palm -lined green as a setting for round-the-clock, urbane activities. The main three- story retail building, the Miraflores Arcade, fronts on the central garden, which is flanked by a pair of two- story retail pavilions. At the end of the garden facing the main arcade are paired resi- dential buildings. The Miraflores Arcade contains 280,000 square feet of retail, with a three -level Nordstrom store at one end and a three - level Neiman Marcus at the other. The two retail pavil- ions total 130,000 square feet. The Mediterranean - inspired architecture builds on Coral Gables' design guidelines that maintain a style established in the 1920s. The development opens itself up to the exist- ing community with public streets running through it, following the historic city plan. The subtropical climate allows all circulation to be open-air, with a series of balconies, terraces, arcades, and loggias. Fountains and shade trees provide an appealing environment for outdoor eating and relax- ation. A 2,000-car parking structure adjoins the main retail arcade. Perkins & Will designed the two residential buildings with 120 units and, adjacent to the roundabout, a 140,000 sf office building with parking structure. ELS Architecture and Urban Design The City of Sunnyvale Downtown Design Plan Sunnyvale, California Left: Recommendations of Downtown Design Plan. 1 Defend and enhance historic districts 2 Add high -density housing downtown 3 Transform mall into open-air, mixed -use district 4 Reconnect historic street grid 5 Create a central boulevard lined with new offices and housing (Red = retail: blue = offices, green = housing: gray = garages, cross -hatching for mixed uses.) Below: Portion of new boule- vard, lined with mid -rise office and residential buildings, lower housing bordering existing neighborhoods. Bottom: Housing with some street -level retail around new park adjacent to train station. Photography: Gerald Ratto (model). Nine blocks at the center of Sunnyvale were demolished in 1977 for a shopping mall and surface parking, leaving only one block of the tradi- tional shopping street intact. As new development pres- sures rose, the city commis- sioned ELS, working with an economist and a Downtown Stakeholders Advisory Committee, for an updated design plan covering 18 blocks. Workshops and pub- lic meetings helped shape the plan. Key goals are to reinforce the surviving com- mercial block and surround- ing neighborhoods and to reestablish links in the dis- rupted city street grid. Anticipating renovation of. the retail mall, the plan pro- poses transforming it into an open-air, mixed -use district. An existing arterial would be transformed into a cen- tral boulevard, lined with mid -rise housing and offices, a gateway to the downtown. • • Agduqano • • • • 2040 Addison Street ! Berkeley California 94704 • Reprinted from Urban Spaces CITY OF FORT COLLINS MIDTOWN COMMERCIAL REDEVELOPMENT STUDY Proposal placement of destination uses and program elements. Areas of special focus will be Foothills Mall, large opportunity sites along College Avenue, and opportunities along the Mason Corridor BRT where access will be greatly improved or newly created. Careful attention will be paid to how each of these project areas are connected to each other to create a unified public realm and an intergrated Midtown District that features active and pedestrian friendly streets and a diversity of uses and development potentials. At appropriate points during this process, the team will cycle back to current and potential stakeholders to test and validate development alternatives. The ELS — EPS — Warren Wilson team is uniquely qualified to address the combination of public and private interests that will come to bear on the Midtown Study. With our broad and long experience in public - private development representing both cities and developers, our team can effectively streamline communication and help to create a common language and understanding of "real world" options and opportunities. Our team is also adept at consensus building at public forums. At a mid- point in the planning effort we will, together with City staff, conduct a public presentation to apprise the community of progress and to get feedback on the evolving plan. The development concepts will then be further refined based on the financial feasibility analysis and more detailed planning to reflect City, stakeholder, and public input. At the conclusion of the Study, the plan will be a flexible and strategic document that prioritizes development sites and uses, identifies necessary critical mass and development thresholds for initial and ongoing success, and includes specific plan options for key areas such as Foothills Mall. Importantly, the plan will embody the City and stakeholder vision for Midtown so that development and community goals and identity move forward in concert. At the conclusion of the Study, the team will again cycle back to stakeholders to present the plan and confirm the team's response to earlier feedback. Deliverable material will include a written narrative, summary data of building uses and areas, and illustrative plans, sketch studies, perspective vignettes and other similar material to portray the vision, character, and intent for Midtown and its place and role in Fort Collins. Real Estate Development Feasibility EPS will develop a planning level pro forma financial model to evaluate the feasibility of the preferred development program for the Mall property and other Corridor sites. The model will quantify estimated project development and construction costs. Operating revenues will be estimated on the Fort Collins retail market conditions and the requirements for the envisioned project concept. Project feasibility will be measured using accepted measures of return including net cash flow, return on costs, NPV, and IRR. The financial analysis will identify the project financing gap for which public financing can be used thereby providing incentives for attracting a desirable developer. It is worth noting that virtually every mixed -use town center developed on a former mall site or other redevelopment setting has required significant public financing assistance. F2 R'r2 . . . . . . . . . . . L7 Ll r3 'n rn Fll • • • Retailing is a major com- ponent of the mixed -use Arizona Center, designed for Rouse -Arizona Center, Inc. to bring new life to downtown Phoenix. Wrapped around two sides of a three -acre oasis -like gar- den, the shopping and dining portions of the development are in two distinct layers. A fan - shaped two-story struc- ture features a second - story food court over- looking the gardens. Two linear buildings, aligned with the city's grid, form an L embrac- ing this curved pavilion. Each linear building has two levels of shops and a top floor of offices. Circulation is outdoors, rather than in an air-con- ditioned mall. Shade from the desert sun is provided by canopies and overhangs, and lou- vers at the edges often ease the transition between bright sun and shade. Arizona sand- stone paving integrates retail circulation, open spaces, and garden sur- faces throughout the complex. Recognizing between curved dining pavilion and linear shop structures are enlivened with stairs and bridges. Photography: Timothy Hursley, this page. that the retail develop- ment's roofs would be prominent in views from Arizona Center's office towers, the architects made these complement the central gardens with clean forms almost equally appealing to the eye. Rooftop courts pro- vide greenery, and mechanical equipment is either hidden or screened. A lively array of circular lighting fix- tures on one of the perimeter structures, identifying the complex from the parking areas, was allowable under local codes that usually prohibit signs or logos of this size. ELS/Elbasani & Logan Architects Pioneer Place Portland, Oregon This four -city -block mixed - use development for Rouse -Portland, Inc., rec- onciles the scale of Portland's office core to the south with that of the historic Pioneer Courthouse to the west. The architects and their client, The Rouse Company won an archi- tect -developer competi- tion for the project. Two blocks were developed in the first phase. The three- story Pavilion Building, adjacent to the court - Above: Food court below department store. Right: Project includes Pavilion Building (fore- ground) and office tower (to right). Photography: Timothy Hursley. house, is well below allowable density for its block. Three floors of retail above grade and one below are ranged around a central atrium. On the other block a two- story department store is at the base of a 16-story office tower. A below - grade concourse connects the basement -level retail of the Pavilion Building with a food court under the department store, and a third -level bridge across the street links retail on the two blocks. Particular attention was given to creating lively store win- dows at street level and in having all three stories of the Pavilion brightly light- ed at night to provide visual interest from the street. The second phase contains street level retail and a city owned parking structure (by others) on the third block. ELS is designing the final phase on the fourth block which includes retail and cinemas. No Text ELS/Elbasani & Logan Architects Clarke Quay Singapore FORT CANNING PARK , -- - N {� _ _ � 7— ¢yd '�" 0.li• fit}�.� tl r �\ q a X.abeh7 9r+ At Clarke Quay, five of the structures, aban- Left above: On area Facing page: blocks of abandoned doned by the late 1980s, plan, darker tone indi- Shophouse row. buildings on the required extensive reha- cates new construction. Photography: Trends Singapore River were bilitation or reconstruc- Above: Before and after Publishing International adapted for re -use as a tion. Fortunately, the views of shophouses (above and facing); Dixi retail and cultural dis- building techniques of along river. Carrillo (below). trict. The area was built brick and plaster, wood Below: Dining outside up in the 1800s, combin- windows and doors, and renovated structures. • ing both European and terra Gotta roofing were East Asian traditions. still in widespread use. Shophouses (retail shops Sixty craftsmen were V with living quarters brought from China to above) and godowns restore the area's (warehouses) lined the Chinese-style mansion, C streets, and tongkangs which operates as the (barges) moved goods to River House, a private and from seagoing ships. function facility. For the Most of the buildings district's more typical have covered "five foot buildings, details and ways" along their fronts variegated, muted colors 1 to protect the pedestri- were selected to avoid 1 i t ans from tropical sun the "new" look so corn R and rain, as required by mon in restorations. A an 1822 ordinance. 500-car garage and two Historically, the surviving new infill structures fea- _ `+r buildings represent the ture recessed walkways s Years 1880 to 1930. 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'��- t-:—�-«rr: •^--�- -.,� TJ • I k-�rJ""`"�' `t irr ' ' .r rw 'z ,�'' }t't"xi�y,.,'4:M '`� C,r�•`�°*r,; ...- fir'a+,sfi ,rt r a`Lk `7 ^" r 4, ni" .,✓rZ �'4! a, y � "+, - � w„�'1- SY.' w" i�,.h A �' � � rc'A. �` .• .rsa.,�..,,_,,.as..«D +`t`L �-^+ 'a� .�m* ' k ar: s.. �r',Fe:�a txr+ _.� .`r' � s - s • � y #,., s r ! +. :� � =t. - . , - , .. � ' ,. .,�,,: �, ..a � _ _ 7;� :z. •: `' - � as i ._ F j aii;r .,1(_. .. . 7R� OWN N elements. Details are Above: Renovated modern interpretations waterfront buildings, that respect the scale flanking Chinese-style and character of neigh- �. • mansion, restored as pri- boring buildings. Streets vate function center were closed to traffic to a �y1 Left: Restaurants in encourage use by pedes- trians, pushcarts, food '? and on restored barges. vendors, and street per - Photography. Trends formers. Period gas Publishing International lamps and street trees (above); Dixi Carrillo emphasize the historical (left). setting and festive char- acter of the project. - Along the river, water 4 front dining can be ""- found in the buildings, on the promenade, and on the restored tongkangs. Clients for the project were DBS Land/Raffles Inter- national, Ltd. and local architects were RSP Architects Planners & Engineers. No Text • EILIS CITY OF FORT COLLINS MIDTOWN COMMERCIAL REDEVELOPMENT STUDY Proposal EPS will determine the financing gap and identify a recommended financing package to be provided. This will likely include tax increment financing as the City anticipates an urban renewal district. To the extent needed to address project feasibility, the public financing could include a public improvement fee, metro district, and/or other financing incentives. EPS will determine the overall capacity of each funding source and compare the revenue potential against project need in determining a recommended financing program and strategy. Retail Tenanting and Design The above analyses will determine the supportable development concept including a prototypical tenant mix and anchor tenants. Warren Wilson will provide the "real world evaluation of the redevelopment feasibility" from the perspective of a real estate retail developer and will assist the development team in refining the tenant mix and identifying specific retailers and co -tenancy relationships. Mr. Wilson will utilize his retail industry expertise and contacts to further test and refine the proposed building and leasing program and development financing needs for the redevelopment of Foothills Mall, as well as the key redevelopment parcels in the Mason -College Corridor. C) Action Plan At the conclusion of the Study, a master summary report will be prepared including each of the work efforts indicated above. The report will identify major physical, economic, and policy barriers to redevelopment and will present the consensus vision, framework, and action plan for successful redevelopment of Foothills Mall and the adjacent Mason -College Corridor. The action plan will identify priority development sites, key tenants and anchors, critical mass issues, public -private financing strategies, possible civic uses, and other similar plan elements that can be proactively pursued or that have minimum effective thresholds that should be monitored. The Midtown Commercial Redevelopment Study will be a dynamic planning tool that will help the City set proactive redevelopment policies. It will also enable the City to react positively to opportunities as they arise, successfully guiding development to meet the vision for Midtown. The action plan is intended to also describe what incentives the City is prepared to make as an initial negotiation point for the current or future owner/ developer of the mall properties and for other specified redevelopment sites in the Mason -College Corridor. Allocation of Services and Fees The ELS — EPS — Warren Wilson team will work collaboratively, and the services provided will be evenly weighted between physical planning and public process, lead by ELS and real estate economic and financial analysis, and development advisory services lead by EPS with Warren Wilson's assistance. The precise allocation of fees and effort will be determined through discussions with the City to determine the best use of available funds for the Midtown Study. While the general result will likely be an evenly weighted effort, the detailed scope, and associated fees may vary somewhat from a precise 50-50 division of fees between ELS and EPS with Warren W. Wilson. CITY OF FORT COLLINS MIDTOWN COMMERCIAL REDEVELOPMENT STUDY Proposal ELS ARCHITECTURE AND URBAN DESIGN Sunnyvale Downtown Urban Design Plan, Sunnyvale, California Park Place, Tucson, Arizona Eastridge, San Jose, California Tucson Mall, Tucson, Arizona Mueller Town Center, Austin, Texas Summerlin Centre, Summerlin, Nevada ECONOMIC & PLANNING SYSTEMS Retail & Financing Analysis & Advisory Services, Fort Collins, Colorado Winrock Town Center, Albuquerque, New Mexico San Lorenzo Village Square, Alameda County, California WARREN W. WILSON Christiana Mall Redevelopment, Christiana, Delaware Fashion Place Mall Redevelopment, Salt Lake City, Utah The Shops at La Cantera, San Antonio, Texas u O 0 IC W. D The vision An enhanced, traditional downtown serving the community with a variety of destinations in a pedestrian friendly environment EILIS Defend and enhance historic districts • • • • • • • Add high density housing in the downtown core • • • • Reconnect the lost historic grid • • • • Transform the mall into an open-air mixed -use idstrict • • • Transform an anonymous arterial into a central boulevard • Sunnyvale, California . SUNNYVALE DOWNTOWN URBAN DESIGN PLAN — Sunnyvale, California - •Working for the City of Sunnyvale, ELS led a series of public stakeholder worksho s to guide residents to a new vision for their - 7 downtown that ansofrm a historic main street and a failing mall 1 .- •into a mixed -use, transit -oriented district. The former semi -rural suburb, now in the heart of.Silicon Valley, faces significant devel- opment pressures, and the community was uncertain about the • potential for change. Through the ELS planning effort, consensus was reached on how to positively focus development to create a traditional downtown. Most of the aging mall was demolished and • replanned as an open-air, mixed -use development. An operating Macy's and Target were retained. • DELIVERABLES & OUTCOME Deliverables: Consensus based Urban Design Plan. • Outcome: Zoning modified, EIR completed, developers engaged, construction started. • Reference: Robert Paternoster, 562.627.1830 robertpaternoster@yahoo.com • The original mall , kn tip yr e . F R kE 86on � 11144." 5_,;t�7 'V^'Ark- Xy • L /'7 ' � � ' WW �K ijiJ - ' (T�fi I L 4 4 ^`�� / 1$a st' 9 � �.Ji'�� if - �,,x ig��t fit' .fi; •+ ,. - • ` tea, � i ,wi ��(u..✓� :,� x� " : � `,.� ._�ry ,` ^;"'�"��'KY�..`' „ �D CE_�� i , • r f • ;lm 0 FEILIEb (T O cF oo 00xP/ Before CD • en • • eo • • i - After • Tucson, Arizona • PARK PLACE Tucson, Arizona Park Place, originally constructed in the 1970s, has been •transformed through a renovation and expansion by ELS that combines traditional department stores and interior shops with new street -facing shopping, cinema and food court. The project 0 was pioneering as one of the first major redevelopments of an aging mall. The redevelopment retained an existing Macy's and Sears and added a new Dillard's. The repositioned center's design • respects the desert location and climate of Tucson with barrel vault ceilings, deeply recessed skylights, and custom -designed lighting and landscape reminiscent of southwestern architectural • traditions. • DELIVERABLES & OUTCOME Deliverables: Concept design through construction admin- istration services. • Outcome: Completed mall redevelopment. Reference: Rick Moses, R/md, 818.227.5177 • rick@rickmosesdevelopment.com After • Before PARK PLACE C 0 EASTRIDGE San Jose, California When it first opened in 1971, Eastridge Mall was the largest mall west of the Mississippi. In 1999, General Growth Properties pur- chased Eastridge and hired ELS to undertake a major renovation to reposition it to fit changing community and retailing needs. •Exterior pedestrian -oriented shops and restaurants replaced a vacant department store. Interior public spaces and shops were completely renovated while the mall remained open. A new cine- ma, restaurants, and a food court add an entertainment venue DELIVERABLES & OUTCOME • Deliverables: Concept design through construction admin- istration services. • Outcome: Completed mall redevelopment. Reference: Butch Papon, 312.953.6799 • of papon@sbcglobal.net o _ _ Before After EASTRIDGE EILIS • • CITY OF i' `f'COLLINS MIDTOWN• +REDEVELOPMENT STUDY PROPOSAL AUGUST 12, 2009 TABLE OF CONTENTS SECTION 1 Cover Letter SECTION 2 Consultant Background SECTION 3 Project Approach SECTION 4 Relevant Experience SECTION 5 Project Team SECTION 6 Additional Material ANIM pq Ji AWTURM 11'ra milli • TUCSOiV MALL Tucson, Arizona The renovation of Tucson Mall includes the demolition of an •empty department store and the creation of a dramatic land- scaped plaza featuring native planting, fountains, and outdoor dining. Turning the southern edge of the mall `inside out' to • connect with the outdoors and to provide a venue for new ten- ants will invigorate Tucson Mall for General Growth Properties and the community. DELIVERABLES & OUTCOME • Deliverables: Concept design through construction admin- istration services. Outcome: Under construction. • Reference: Ken Maynard, GGP, 312.960.5000 • ken.maynard@ggp.com • / O ® ' `c D AIID'S 0 �-�1 .,cp.� ° Ov i WETMORE ROAD TUCSON MALL No Text • MUELLER TOWN CENTER Austin, Texas ELS is masterplanning the 39-acre town center at Mueller, a •711-acre redevelopment of the Robert Mueller Municipal Airport. The sustainably designed mixed -use district will include local, regional and national retail, restaurant and entertainment tenants • and will feature residential, office, hotel and museum uses. A new urban neighborhood bringing people together to live, work, and play, Mueller Town Center will provide the defining core for the • redevelopment that already includes residential neighborhoods, the Dell Children's Medical Center, and the University of Texas • Health Research Campus. DELIVERABLES & OUTCOME • Deliverables: Ongoing town center master planning. Outcome to date: Austin Children's Museum attraced as an anchor use. • Reference: Matt Whelan, Catellus, 512.703.9200 mwhelan@catellus.com • r MUELLER TOWN CENTER •Vjq Gf ji {'.'; `�2jq'<,. 1��7'f� ?, N,l. 3t.t�+3�L-ts t r 4,�1• �t .t.lv _ ,�•y A .0 grtii i...r tl y� �� '•!I N. ,� e,I „ , . .t ti- { ,�, •v "t ,+ 'Iryt •,1.2!<'- -� J JS ct i t j (t+''s r " i'� a<; ..'igf° ••�; "'E�1ije� ' _ �9 �'��,c :d � b �q.�'y�1 •.�,-.. ' '` �+' , ,t.•a„�11.: .! ��.'' �"� •'� ;, v rl ` �� ,6 I .. 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The firm was first retained to determine the impact of the Bayer proposal for a lifestyle center at Harmony and Ziegler. The City was also concerned about the potential fiscal impacts from the loss of retail sales if a competitive lifestyle center project opened in the neighboring city of Loveland. EPS conducted a retail market analysis to determine the viability of the two competing proposed centers and the expected change in retail sales flows to the City. The applicant also asked for public financing assistance and EPS was retained to evaluate the developer's pro forma in to determine the need for a sales tax shareback and other incentives and to assist the City in negotiating a financing agreement. The Centerra project moved ahead making the Bayer project infeasible at least in the short run. Bayer then repositioned the project as a hybrid center anchored by Super Target and Lowe's. EPS performed similar market, financing and development negotiation services on the new development project that is now under development. EPS updated its regional retail inflow/outflow model including a comprehensive analysis of individual store sales tax data to quantify the impact of the new retail centers on the City's capture. This model has been used to help EPS build a budget revenue forecasting model for the City and to evaluate impact additional retail development projects within the City and within the surrounding trade area. Most recently, EPS also conducted an evaluation of TOD development and redevelopment opportunities on the Mason Corridor that parallels the College Boulevard MidTown study area. Deliverables - Retail market analyses (Bayer, Front Range Village, I-25/Prospect, I-25/Harmony (Tinmath) - Retail Sales Flow Model - Residential and Mixed Use Market Analysis (Mason Corridor) - Financial Feasibility Analysis and Public Financing (Bayer Lifestyle and Front Range Village) - Financing Agreements and Negotiations Bayer Lifestyle and Front Range Village - Development strategic Advisory Services (Bayer, Tinmath IGA) Front Range Village Mason Street Bus Terminal Foothills Mall Outcomes - Financing agreement for Bayer Lifestyle Center project -Financing agreement for Front Range Village - IGA with Tinmath on I-25 retail development. References Darin Atteberry, City Manager City of Fort Collins 300 Laporte Avenue Fort Colilns, CO 80522 970.221.6507 Mike Freeman, Chief Financial Officer City of Fort Collins 300 LaPorte Ave Fort Collins, CO 80521 970.416.2259 Winrock Town Center —Albuquerque, New Mexico Client Winrock Partners LLC Project Description The Winrock Mall is being redeveloped as a mixed use town center that retain the existing department store anchors but demolishing the mall to build an open air retail and entertainment center. The project is seeking tax increment financing under the recently approved Tax Increment for Development Act (TIDD). The proposed TIDD would generate an estimated $130 million in revenue bonds based on utilizing City and State gross receipt tax (GRT) and property tax revenues. EPS conducted a feasibility study to verify and validate the market potentials, and revenue and financing forecasts and assumptions. EPS also conducted a comprehensive fiscal impact analysis for the City of Albuquerque to determine the portion of City tax dollars needed to cover operation and maintenance costs associated with the project. Based on the fiscal analysis, the project was approved for 75 percent of the future property and 70 percent GRT tax revenues to support revenue bonds to pay for the eligible public improvements. EPS also provided negotiation support for the development agreement. Deliverables • - Project market analysis Financial feasibility analysis - Public financing package • - Fiscal and economic impact analysis Outcomes . Approval for $160 million in tax increment financing from the City of Albuquerque and the State of New Mexico utilizing a Tax Increment for • Development District (TIDD). Reference • Mike Kelly, Managing Partner Winrock Partners LLC 100 South Avenue, STE. 100 Albuquerque, NM 87109 • 505.881.0100 MKelly@gl0rmic.com • • • ���\ �`� : Jt �' g. �--� r•-11 � �� `tr \ %%//tea a � / 9' q Winrock Site Plan San Lorenzo Villaqe Square — Alameda County, California Client San Lorenzo Village Square Developer and Alameda County Redevelopment Agency Project Description Strategically located off Interstate 880, the San Lorenzo Village Square project area had been the focus of several unsuccessful planning efforts since the departure of its anchor tenant, Mervyn's, to a nearby mall. The area consisted of multiple vacant and poorly performing properties located on both sides of a heavily traveled commercial corridor, including a Lucky Supermarket anchored center, an unused parking lot, and a dilapidated 100,000 retail building. Both the owner (a family -held commercial development and property management company) and the Alameda County Redevelopment Agency (RDA) sought to reposition the properties and restore the area to its original function as a successful commercial district serving San Lorenzo and neighboring communities (e.g., San Leandro and Hayward). EPS and an urban design firm were retained by the primary owner of the San Lorenzo Village Square properties to take a fresh look at market and financial conditions affecting development feasibility and formulate a comprehensive land use plan for the entire area. The EPS team collaborated to design and evaluate various mixed -use development concepts consistent with the financial and revitalization goals of both the County and property owner. One of the key concepts evaluated was the relocation of Lucky Supermarket within the project area to jump- start redevelopment on the west side of the street while freeing up a site with better freeway visibility for regionally oriented, commercial, big - box tenants. EPS developed a cash -flow model to assess the financial performance of the plan, including the need for/benefit of assistance from the County to create a more innovative and amenitized "town center" concept. Deliverables - Project market analysis - Financial feasibility analysis - Public financing package 0 �V o 2 t plaza } ;'iaolR1enrlay r �ij� I Block 4 Hespem BW � square � -SD �l s 5A ia b ���j"J�jTj�i• - " I ` sear y 5C T"T-i-f'fTIT i l�l 1-1-1T1 I I i l f i— Outcomes EPS conducted feasibility analysis of existing land uses and evaluated potential redevelopment opportunities under the recently adopted Specific Plan. The study is designed to enhance the viability and market opportunities for the site and to provide the basis for collaboration between the land owner and Alameda County redevelopment agency. References Scott Bohannon David D. Bohannon Organization Sixty 31s' Avenue San Mateo, CA 94403 650.345.8222 Scott.bohannon@ddbo.com WARRENEWILSON While heading development at General Growth Mr. Wilson oversaw the complete redevelopment of Fashion Place, the already dominant mall in Salt Lake City. This project, budgeted at approximately $160 M, in- cludes the following elements being executed in several phases: • development of a new enclosed wing anchored by a new Nordstrom department store • acquisition of the old Nordstrom store and subsequent demolition and redevelopment of this parcel • complete common area renovation of existing mall including the food court • development of a new open area "lifestyle" component attached to the existing mall • development of a new Dillard's department store • acquisition of the old Dillard's and subsequent demotion and redevelopment of this parcel to connect to the new Dillard's FASHION PLACE MALL REDEVELOPMENT SALT LAKE CITY, UTAH • EILIS • August 10, 2009 • Mr. Josh Burks • Mr. James B. O'Neill II City of Fort Collins Purchasing Division • 215 North Mason Street, 2nd Floor Fort Collins, Colorado, 80524 Re: Proposal 7051, Midtown Commercial Redevelopment Study Dear Mr. Josh Birks and Mr. James B. O'Neill II: ELS Architecture and Urban Design is pleased to submit the following response for the Request for Proposal for the 7051 Midtown Commercial Redevelopment Study. We have formed a team comprised of ELS, Economic & Planning • Systems, and Warren W. Wilson to collaborate on this important effort for the City of Fort Collins. Fort Collins is among the most highly rated livable communities in the United States, nestled against the Rocky • Mountains, home to Colorado State University, and featuring a thriving historic downtown and adjacent neighborhoods. The historic regional center for the northeastern portion of Colorado, Fort Collins also faces the following challenges and associated opportunities: • • Interstate 25 bypasses the traditional commercial highway, College Avenue. • Suburban growth in Fort Collins and adjacent communities has begun to blur the distinction between individual cities and commercial districts. • • The centerpiece of Fort Collins' regional retail, Foothills Mall, is declining and is in need of reinvestment or redevelopment. • Much of the recent residential and commercial expansion to the south and east has impacted the traditional • commercial corridor leaving significant vacancies and underutilized land along the three miles of South College between Prospect and Harmony Roads. • Retail and commercial districts are never static, and the vacancies at the Mall and on South College today are opportunities to accommodate future retailers and other uses tomorrow. With the imminent construction of the Mason Corridor Bus Rapid Transit (BRT) and bikeway improvements and the abundance of available development • sites, a significant opportunity has emerged to transform Midtown into a true mixed -use district that features a repositioned and redeveloped Foothills Mall, along with new residential and community -oriented uses. Connecting from Harmony Road at the south to the campus gateway at Prospect Road and further north to Old Town, South • College Avenue can be reinvigorated as a great boulevard and commercial heart of Fort Collins. The creation of a thriving Midtown District will rely on a clear understanding of local, regional, and national market conditions and opportunities. The Midtown Commercial Redevelopment Study must also create a clear and • compelling vision for the identity and character of the Midtown District that reinforces Fort Collins as a whole. As the region continues to grow and distinctions between communities blur, Fort Collins can maintain, enhance, and expand both its economic base and its place as one of this country's most desirable places to live through thoughtful planning • and development. Our team is ideally suited to assist the City of Fort Collins to define the future for the Midtown District. • Economic & Planning Systems (EPS) offers a full range of economic and financial analysis services focusing on public -private development. The firm has completed both retail development advisory services and a detailed • study of development opportunities in the Mason Corridor that are pivotal to the Midtown Study. EPS's wide technical analysis and development advisory services combined with its history serving Fort Collins are invaluable. • 9 ARCHITECTURE AND URBAN DESIGN 2040 ADDISON STREET BERKELEY, CA 94704 P 510.549.2929 F 510.843.3304 WWW.ELSARCH.COM WARREN 1' WILSON In his role as Senior Vice President and head of retail development at General Growth Mr. Wilson oversaw the planning and execution of the complete redevelopment of the very productive Christiana Mall. This redevelopment project, budgeted at approximately $190 M, includes the following elements being executed in several phases: • acquisition and demolition of former Strawbridge & Clother department store • addition of a new expansion connector wing to a new Nordstrom department store • complete common area renovation of the existing mall • development.of new food court partially within the existing mall • replacement of former Lord & Taylor department store with Target • development of two new open air "lifestyle" wings connected to the existing mall which include Barnes & Noble, Cheesecake Factory and others • coordinated access (I-95 interchange) with Delaware DOT CHRISTIANA MALL REDEVELOPMENT CHRISTIANA, DELAWARE WARREN 1' WILSON Beginning in 1996 Mr. Wilson began negotiations with USAA for the joint venture development of a high end retail project to become part of their 1,800 acre La Cantera mixed use development in northwest San Antonio. Mr. Wilson conceptualized La CanItera as a multi -phase open- air project positioned to challenge the then dominant shopping venues in the market. In his role as Vice President for New Business at The Rouse Company then Senior Vice President at General Growth, Mr. Wilson negotiated deals with Nordstrom and Neiman Marcus to enter the San Antonio market and to anchor the project, along with Macy's and Dillard's. Phase one opened in 2005 and is producing sales in the $600 psf range —the most productive large scale project in the market. The open- air pedestrian environment of Phase one hIas met with very positive consumer response. Phase two of the project, a "main street" vehicular wing, consistent with the original master plai for the project, opened in fall, 2008. THE SHOPS AT LA CANTERA SAN ANTONIO, TEXAS • EILIS CITY OF FORT COLLINS MIDTOWN COMMERCIAL REDEVELOPMENT STUDY Proposal City of F6rt Collins MIDTOWN COMMERCIAL REDEVELOPMENT STUDY DAN GUIMOND PRINCIPAL -IN -CHARGE Primary Economic Consultant Market Study Development Concepts & Feasibility Implementation Strategies Financing Mechanisms E:LIS D. JAMIE RUSIN AIA, LEED AP PRINCIPAL -IN -CHARGE Prime Consultant Land Use Planning Urban Design Opportunity Site Concept Designs Public Presentations WARREN®WILSON WARREN W. WILSON Development Advisor Tenant & Department Store Relations ELS, EPS, and Warren Wilson will work collaboratively, sharing their broad knowledge and experience in retail and mixed -use planning and development. Within this team framework, each consultant will take lead responsibility for certain aspects of the study: ELS will be the prime consultant and responsible for land use planning, urban design, opportunity site concept designs, and public presentations. D. Jamie Rusin AIA, LEED® AP, will be Principal -in -Charge and primary point of contact for the study. Barry Elbasani FAIR, Founding Principal, will be a resource principal and responsible for periodic peer review and strategic meetings. Ryan Call will be a contributing urban designer and responsible for coordinating and managing the design and work product for the study. Anthony Grand will be a designer and architectural illustrator, contributing his award winning rendering skills to visual studies of the potential redevelopment. EPS will be the prime economic consultant preparing the market study, determining development feasibility, and identifying implementation strategies and public -private financing and development incentives. Dan Guimond, Principal, will be the economic lead in charge of market and financial analysis and development advisory services Jim Musbach, Managing Principal, will be a senior advisor related to public -private financing agreements and developer negotiations. Andy Knudtsen, Principal, will be the responsible for evaluating mixed - use housing and civic development opportunities. Warren W. Wilson will advise the team and the City on development matters, providing broad strategic review as well as current and specific insight into tenant, anchor store, and commercial development and redevelopment issues. Individual resumes follow. n LJ ILIS • DOREK JAMIE RUSIN, AIA, LEED®AP Principal • Relevant Experience •M Mueller Town Center — Austin, Texas Sunnyvale Downtown Urban Design — Sunnyvale, California ■ Eastridge Mall Renovation — San Jose, California • ■ Park Place Renovation & Expansion — Tucson, Arizona Stanford Shopping Center Expansion and Renovation — Palo Alto, California ■ Tucson Mall Expansion and Renovation — Tucson, Arizona ■ Coddingtown Mall Expansion and Renovation — Santa Rosa, California ■ Coronado Center Expansion and Renovation — Albuquerque, New Mexico ■ Cottonwood Mall Expansion and Renovation — Salt Lake City, Utah • ■ Montclair Plaza Expansion and Renovation — Montclair, California Sundance Kabuki Cinemas — San Francisco, California ■ Denver Pavilions Retail & Entertainment Center — Denver, Colorado • ■ Embarcadero Center Public Areas Renovation and Cinema — San Francisco, California ■ Hyatt Regency Hotel Renovation — San Francisco, California ■ The Shops at Arizona Center — Phoenix, Arizona ■ Pioneer Place — Portland, Oregon Career Profile ® D. Jamie Rusin joined ELS in 1984. He directs many of the retail, mixed -use, and urban design projects that have sustained ELS's national reputation for successful design and sensitive, context -based planning. During the 1990s, Mr. Rusin helped pioneer the conversion of aging mall properties into enduring commercial districts with projects such as Park Place in Tucson. His urban design work includes collaborations with public clients, such as the Downtown Plan for the City of Sunnyvale, California, which transforms a historic main street • and a failing mall into a mixed -use, transit oriented district. Currently in Austin, Texas, Mr. Rusin is master planning the core of the airport redevelopment into Mueller Town Center, a locally inspired, 1.3-million square foot, mixed -use project. In ® addition, the construction of his design for Tucson Mall, which creates a dynamic outdoor district in place of a vacant department store, is nearing completion. Mr. Rusin has dedicated much of his work to expanding, renovating, and repositioning ® retail properties throughout the United States by adding new uses, converting interior mall space to exterior shopping, and integrating formerly isolated projects with their surrounding communities. In addition, Mr. Rusin led the design for Sundance Kabuki Cinemas, an innovative project integrating hospitality with cinemas in San Francisco's Japantown, as well as the renovation of the five -block mixed -use Embarcadero Center, also in San Francisco. Mr. Rusin is an active member of the Urban Land Institute (ULI), serving on the Entertainment Development Council, the Advisory Services Panel for the City of Dallas for the Southwest Mall in 2009, and as a panelist in the 2008 ULI Forum, "Evaluating the Effects of eCommerce on Real Estate." He also assisted ULI with its publication, "Ten Principles for Rethinking the • Mall." Mr. Rusin is active in the International Council of Shopping Centers (ICSC) and the Congress for the New Urbanism, and has been invited to lecture at the University of California, Berkeley, and the ULI Real Estate School. A member of the National Council of Architectural ® Registration Boards (NCARB), Mr. Rusin is licensed to practice in several states and is a LEED Accredited Professional. ® Education Mr. Rusin received a Master of Architecture from the University of California, Berkeley in • 1984. Upon graduation, Mr. Rusin was awarded the Eisner Prize for Architecture for design excellence. In 1980, Mr. Rusin graduated from the University of California, Berkeley, Phi Beta Kappa with a Bachelor of Arts in Architecture. AIL S • BARRY ELBASANI, FAIA Founding Principal • Relevant Experience • ■ Summerlin Town Center — Summerlin, Nevada Village of Merrick Park — Coral Gables, Florida ■ Church Street Plaza — Evanston, Illinois •M Ward Village Shops — Honolulu, Hawaii ■ Denver Pavilions Retail & Entertainment Center — Denver, Colorado ■ Pioneer Place Mixed Use Center — Portland, Oregon • ■ The Woodlands Center — The Woodlands, Texas ■ Embarcadero Center & Hyatt Regency Hotel Renovation and Cinemas — San Francisco, California •E The Grand Avenue — Milwaukee, Wisconsin ■ The Shops at Arizona Center — Phoenix, Arizona ■ Broome County Arena — Binghamton, New York • ■ Fresno State University, Campus Pointe Center — Fresno, California ■ Chiva New City Center Urban Design Master Plan— Valencia, Spain Bay Area Rapid Transit Site Studies — Bay Area, California • . Odaiba Center Urban Design Master Plan — Tokyo, Japan ■ Sunnyvale Downtown Urban Design Plan — Sunnyvale, California ■ Kakaako Makai Areas Urban Design Master Plan — Honolulu, Hawaii • ■ Vision 2020, Waikiki Master Plan — Honolulu, Hawaii Career Profile • Barry Elbasani is a founding principal of ELS. Under his direction, the firm has earned a national reputation for its success in the design of major downtown transit oriented retail and • mixed -use projects. Additionally, he has extensive experience in renovation and urban design. His completed projects include Village of Merrick Park in Coral Gables, Florida, and Church Street Plaza in Evanston, Illinois. He is currently working on Ward Village Shops, a mixed -use • urban village in Honolulu, Hawaii; a mixed -use campus gateway at Fresno State University; and Summerlin Town Center in Summerlin, Nevada. Mr. Elbasani's retail and mixed -use experience is broad, and includes several historic • renovations and the design and planning of open air, enclosed, and festival retail centers. He was Principal -in -Charge for Pioneer Place in Portland, which has been profiled in Urban Land Institute (ULI) publications and received an American Institute of Architects (AIA) Design • Award. The Grand Avenue in downtown Milwaukee received the Award of Excellence in Urban Retail, awarded by ULI in 1988. Denver Pavilions, North Point Center, Woodlands Mall, and Stonebriar Centre have all received design awards from the International Council of Shopping • Centers (ICSC). Education • Mr. Elbasani received a Bachelor of Architecture degree from The Cooper Union in 1964 and a Master of Architecture in Urban Design from Harvard University in 1965. • Professional Registrations & Memberships Mr. Elbasani is registered to practice architecture in California, Nevada, New York, New Jersey, • Georgia, Texas, and Florida and is certified by National Council of Architectural Registration Boards (NCARB). He is a Fellow of the American Institute of Architects (AIA) and the Institute for Urban Design (IUD), a member of the Urban Land Institute (ULI) Mixed Use Council, the • International Council of Shopping Centers (ICSC) and Lambda Alpha International, and has lectured at UCLA's Real Estate School. He has served on ULI's Advisory Panels for San Jose, Cincinnati, West Palm Beach, Minneapolis, and Washington D.C. • n LJ • ANTHONY GRAND Senior Associate Relevant Experience ■ Mueller Town Center — Austin, Texas ■ Sunnyvale Downtown Urban Design — Sunnyvale, California ■ Church Street Plaza Mixed -Use Center — Evanston, Illinois ■ Kakaako Makai Areas Master Plan — Honolulu, Hawaii • ■ Summerlin Town Center — Summerlin, Nevada Fresno State University, Campus Pointe Center — Fresno, California Shops at River Park — Fresno, California •E California Theatre — San Jose, California Berkeley Repertory Theatre Expansion — Berkeley, California ■ NOKIA Live — Grand Prairie, Texas • ■ Holy Names College Performing Arts Center — Oakland, California ■ Tevere New Town Master Plan and Management Center — Sao Paulo, Brazil Bentley School — Lafayette, California •0 ■ Saint Mary's College Athletics & Recreation Center — Moraga, California Tennis Stadium Expansion — Stanford University, California San Francisco Jewish Community Center Master Plan — San Francisco, California •M Downtown Transit Center Study — Houston, Texas ■ Kawaihae New Town — South Kohala, Hawaii East Baybridge Retail Center — Emeryville, California •E ■ Long Beach Urban Design Guidelines — Long Beach, California • Career Profile Anthony Grand joined ELS in 1988. As a senior associate, he has had a primary design role on numerous recreation, theater, mixed -use, and urban design projects. His experience and tal- ent in conceptual design and presentation graphics is extensive and has been instrumental in financing, leasing, and securing approvals for many of ELS's projects. Mr. Grand is currently working on the master plan for Mueller Town Center, a locally inspired, 1.3-million square foot, mixed -use redevelopment in Austin, Texas. Mr. Grand has participated in the design of several mixed -use town centers including, Church • Street Plaza in Evanston, Illinois; Summerlin Town Center in Summerlin, Nevada; and Sunny- vale Downtown Urban Design in Sunnyvale, California. He has also completed designs for the Berkeley Repertory New Roda Theatre, the California Theatre in San Jose, Holy Names College • Performing Arts Center in Oakland, a recreation and athletics center for.Saint Mary's College and numerous early design and planning studies for the firm. He is currenty working on the Campus Pointe Center at Fresno State University. • An accomplished illustrator, Mr. Grand has received an Award of Excellence from the American Society of Architectural Illustrators (ASAI) every year for the past three years, and his work was • recently exhibited in Architecture in Perspective, ASAI's exhibition of architectural illustrations from around the world that are selected through a juried competition. • Education Mr. Grand received a Bachelor of Architecture degree from the University of Texas at Austin in 1982. rProfessional Registrations • Mr. Grand is registered to practice architecture in California and Texas. 11 1 LJ EILIS i RYAN CALL Associate Relevant Experience ■ Mueller Town Center — Austin, Texas ■ Sunnyvale Downtown Urban Design — Sunnyvale, California ■ Village of Merrick Park — Coral Gables, Florida • ■ Summerlin Town Center Design Guidelines — Summerlin, Nevada ■ Ward Village Shops — Honolulu, Hawaii ■ Tucson Mall — Tucson, Arizona ■ Eastridge Mall Renovation — San Jose, California • ■ Coronado Retail Center — Albuquerque, New Mexico Cottonwood Mall — Holladay, Utah ■ NOKIA Theatre L.A. LIVE — Los Angeles, California ■ Firehouse Arts Center — Pleasanton, California ■ Berkeley High School Complex — Berkeley, California ■ Piedmont Community Recreation Center Feasibility Study — Piedmont, California • ■ Lodi Indoor Sports Facility — Lodi, California ■ Lodi Aquatics Facility — Lodi, California ■ San Francisco State University Dorms — San Francisco, California • University Village (UC Berkeley) — Albany, California • Career Profile Ryan Call has been with ELS since 2001. His primary interests are in the strategic aspects of • the design process, and he has participated on several urban design and feasibility concept studies during his current tenure. Over and above his primary assignments, he has lent his graphic and technical presentation expertise to many ELS projects, which has proven key to • their success, especially during the critical public process and approvals phases. Mr. Call is currently working on the master plan for Mueller Town Center, a locally inspired, • 1.3-million square foot, mixed -use redevelopment in Austin, Texas. Independent of ELS, Mr. Call volunteered his time to augment the Residential Open Space De- sign Guidelines for the City of Oakland, his current home. He is currently an active member of • the steering committee for the Berkeley Design Advocates (BDA), a community group of devel- opers, architectural planners, and other design professionals that is active in shaping the Berke- ley community through advocating transit oriented development and increased density. Prior to • joining ELS, Mr. Call was also active in his hometown of Yakima, Washington, working through the League of Women Voters (LWV) to revitalize the downtown business district, raising public awareness, collecting signatures from citizens and merchants, and speaking at public hearings. Education • Mr. Call received a Bachelor of Architecture degree from Washington State University in 2001. Professional Registrations Mr. Call is registered to practice architecture in the State of California. C� J 1 i I ` I 1 i I 1 I I I' I r i I i,cs f Lan.d Use DANIEL R. GUIMOND, PRINCIPAL Dan Guimond is an economist and planner with over 27 years' experience in economic and financial analysis and development planning for the public and private sectors. He has specialized in retail development feasibility analysis, including market studies for neighborhood and regional shopping centers, department stores, discounters, and grocery store chains. For the public sector, he has conducted citywide and district specific retail development strategies. He has also evaluated the impacts of new retail facilities on the existing retail locations and measured the economic and financial benefits of new developments. Mr. Guimond has also developed financing programs and incentive packages for new retail and redevelopment projects. SELECTED PROJECT MANAGEMENT EXPERIENCE Fort Collins Regional Retail Development, Fort Collins, CO Retail studies to evaluate region's retail sales inflows and 1 outflows, competitive development opportunities, and Idevelopment incentives packages. Boulder Retail Strategy, Boulder, CO Citywide evaluation of regional retail development opportunities ►,' / and a comparison of the benefits and impacts of alternative r development options. / Union Pacific Depot Redevelopment, Cheyenne, WY / Public/private redevelopment implementation and financing strategy for mixed use development in historic downtown rail depot. Lowenstein Theatre Market Analysis, Denver, CO i Market analysis and public financing for infill redevelopment including Tattered Cover bookstore, Twist and Shout music store, and an independent theater. r • • Economic & Planning Systems, Inc. 730 17th Street, Suite 630 Denver, CO 80202-3511 303 623 3557 tel • 303 623 9049 fax • Berkeley Sacramento Denver • www.epsys.com EDUCATION M.A., Urban Geography, University of Colorado, 1976 B.A., Political Science, University of Colorado, 1972 EMPLOYMENT HISTORY 1999-present Principal Economic & Planning Systems, Inc. 1997-1999 Principal In Motion, Inc. 1993-1997 Vice President BRW Inc. 1978-1992 Vice President Hammer Siler George Associates 1976-1978 Planner Jefferson County Planning Department AFFILIATIONS American Institute of Certified Planners Urban Land Institute International Downtown Association Longmont Retail Opportunities Study, Longmont, CO Citywide and downtown retail development analysis and Denver Planning Board, 1992 to 2005 strategy including city sales tax analysis, competitive inventory, sales analysis, and investment strategy. Winrock Town Center Redevelopment, Albuquerque, NM Market analysis, financial feasibility, public financing and fiscal impacts for the redevelopment of the former Winrock Mall as a mixed use town center redevelopment. 1 ANDREW M. KNUDTSEN, PRINCIPAL • �( Andrew Knudtsen, a Principal with EPS, draws from 19 years of EDUCATION �experience dealing with economic development, local resource Bachelors of i i allocation, and market analysis to address opportunities at Environmental Design, regional as well as community levels. As a planner and Magna Cum Laude • 4 economist, his work spans several disciplines as he develops Univ. of Colorado, 1987 II comprehensive strategies for communities. i EMPLOYMENT HISTORY • ' Affordable housing is often a central focus in the studies 2007-present conducted by EPS. Mr. Knudtsen's focus is to help communities Principal see the value of high quality housing for residents across the Economic & Planning • economic spectrum and the benefits that accrue from a diverse Systems, Inc. housing stock. His work in market analysis, financing and 2006-2007 feasibility assessment, urban-infill analysis, and public -private Executive Vice President partnerships enable him to ground affordable housing analysis Economic & Planning • in the local market context to ensure projects or policies are Systems, Inc. The F.conorni.cs/<if'1nttl�Use economically sound. His work recognizes the key role affordable 2004-2006 • f I housing plays in sustaining economic viability and the need to for a range of housing options that reflect a community's Vice President Economic & Planning l economic profile. Systems, Inc. • /i SELECTED PROJECT MANAGEMENT EXPERIENCE 004 Senior Associate Senior Ass Economic & Planning Cattle Creek Crossing Market & Fiscal, Garfield County, CO Systems, Inc. • Market analysis development in highly land constrained Roaring 19ncipal 1 r Fork Valley. Documented demand across wide spectrum Principal j including low income rental and high -end second home The Housing • products. Constructed model to evaluate fiscal impact to support entitlement effort. Collaborative, LLC / 1994-1998 Eagle Ranch Retail Demand, Eagle, CO Housing Planner, Town • Market assessment used to define development potentials for a of Vail I mixed -use town center, based on capture of primary and 1990-1994 / secondary markets. Senior Planner, Town of • Vail Lamar Station Urban Infill Development, Lakewood, CO Conducted market analysis for an affordable workforce housing Planning Associate, City • development to be located in a mixed use urban redevelopment area. Advised client regarding market demand and ways to of Boulder f incorporate Transit Oriented Development concepts. Three Springs Market Analysis, Durango, CO AFFILIATIONS State of Colorado Governor's Blue Ribbon Market study to evaluate the potential for town center in a 750- Affordable Housing Panel acre master planned community. Quantified demand for commercial and residential uses and provided direction for the urban band Institute • mixed use town center. American Institute of Certified Planners Landmark Public Financing Analysis, Greenwood Village, CO • Economic& Planning Systems, Inc. Evaluated role of public financing for mixed use town center PUBLICATION 730 17th Street, Suite 630 redevelopment. Modeled different public financing options and "Urban -Suburbia", urban Denver, CO 80202-3511 estimated bond proceeds available under a range of scenarios. Land, October 2008. 303 623 3557 tel • 303 623 9049 fax Windsor Housing Needs Analysis, Windsor, CO Worked with the Town of Windsor to define extent of affordable • Berkeley Sacramento housing need and addressed Town's role in regional housing market. Evaluated commuting patterns and ways Town could Denver address local employer's needs, given the community's central www.epsys.com • location to multiple employment centers in the region and extensive commuting activity. • • • '; JAMES R. MUSBACH, MANAGING PRINCIPAL James Musbach is a real estate economist with broad EDUCATION • experience providing strategic advice to public and private Master of City and clients on the economic and financial dimensions of land use Regional Planning ?� and real estate development. He has particular expertise in (emphasis in land Ij i complex, large-scale urban reuse and redevelopment projects, economics and real • and in the negotiation of public/private development and estate), University of financing agreements. In over 25 years of professional California, Berkeley, 1 experience, he has managed a wide variety of consulting 1980 • ` projects throughout the United States. Bachelor of Arts in Urban 1 Studies and Public Policy Mr. Musbach is a Managing Principal of Economic &Planning with highest honors, San r • Systems, Inc., an urban economics consulting firm with offices Diego State University, 1978 in Berkeley, Sacramento, and Denver. PREVIOUS EMPLOYMENT • SELECTED PROJECT MANAGEMENT EXPERIENCE 1981-1987 The Economics Land! Use NASA Research Park, Moffett Field CA Vice President ('84-'87) Economist/Planner f Financial and governance feasibility assessment, development ('81284) • f plan integrating green buildings with green infrastructure, and Gruen Gruen + Associates J assistance to project stakeholders in developing and negotiating an implementation plan this integrated intellectual community 1980 • / of universities, nonprofits, and private technology companies Land Use Planner Blayney-Dyett !J collaborating in science, technology, and public policy. / AFFILIATIONS • % Alameda Naval Air Station Financial Analysis, Business Plan, and / Disposition Analysis, Alameda, CA Lambda Alpha Market analysis focusing on high-tech development potential, International, Golden / �r financial feasibility modeling, business plan development, a strategic program for cost-effective implementation of the Gate Chapter (President 2008-2009) ' overall base reuse effort. Urban Land Institute, Full Member, -chair, j (Vice • UC Santa Cruz MBEST Center Business Plan, Baseline Operations San Francisco District Council, 2001) �' Plan, and Financial Analysis, Monterey County, CA / Business plan development, a baseline operations plan for the use of existing land/building assets, a financial analysis of Congress for the New Urbanism (Charter • future development, and collaboration in the development of a Member) market evaluation and strategy plan for UC Santa Cruz's Monterey Bay Education, Science, and Technology Center. PUBLICATIONS • 'Acing the Base: Base t� / Nevada State College Campus Market and Financial Analysis, Reuse in the San f Henderson, NV Francisco Bay Area •/ Market and financial analysis and development options for offers a Laboratory to public/private campus development. Test New Approaches to f Public/Private Pier 70 Master Plan, San Francisco, CA Development" (Urban • Master planning, feasibility analysis, and implementation Land, September 2003) program of bioscience-driven reuse and historic rehab of major "Financing Multiple site in San Francisco. Developed financial model to test land Owner Master Plans" Econ• s,lnc. use scenarios with various levels of historic preservation, (Urban Land, July 1993) 2501 Ninth Street,PlanniSuitSyse 20 Ninth Street Suite 200 development intensities and investments in communityand P ' "Spontaneous Research Berk Berkeley, CA 94710-3883 open space. Districts: Universities in • 510 841 9190 tel Local Economic 510 841 9208 fax Mueller Airport Reuse Plan and Negotiations, Austin, TX Development" Planning, financing strategies, and negotiation support (Association of Berkeley for the redevelopment of the former Austin airport. University Related Sacramento • Research Parks Annual Denver Conference, 1997) • www.epsys.com City of Fort Collins :� August 10, 2009 Page 2 of 2 • Warren W. Wilson is an independent consultant who brings extensive and noteworthy retail; mixed -use, planned community, site selection, redevelopment, and ground -up development experience to the team. As a senior executive at The Rouse Company and General Growth Properties, Mr. Wilson has been identifying, • evaluating, and developing retail and mixed -use projects for over thirty-five years including many developments that were planned and designed by ELS. • ELS Architecture and Urban Design has over forty years of experience in the design and creation of great public places and catalyst projects, particularly for mixed -use and retail environments. Many of our recent efforts have focused on the redevelopment of aging malls and adjacent commercial strips for both private and public clients. These redevelopment projects have ranged from the replacement of empty department stores with ,• outdoor shopping streets in otherwise successful malls to the complete demolition of mall uses in favor of open- air, pedestrian friendly, mixed -use districts. '• Importantly, our team agrees with and supports the premise of the Midtown Study and the effort that has led to it: • The troubling vacancies in Midtown are an available opportunity for positive change. • • The College Avenue commercial corridor can be repositioned to remain an important commercial location in the City because market fundamentals remain strong for this location • The Foothills Mall site can be revitalized, redeveloped, and expanded as the primary anchor for the corridor. • The College Avenue corridor can also be repositioned to become a more vibrant mixed -use district including a mix of retail, residential, office, and civic uses. • The Mason Corridor BRT is a great endeavor that can be a catalyst for Midtown. • • Regional retail uses can be effectively combined with unique and locally oriented retail and other complimentary uses. • The redevelopment of Foothills Mall, College Avenue, and the Mason Corridor can together become an • integrated, mixed -use Midtown District for Fort Collins. • Most broadly, the core assets of Fort Collins - its location, climate, history, University, historic downtown, and its basic livability - can be enhanced and leveraged through improvements to the Midtown District. To this end, our team will provide an overview of development, market and financial conditions, long term • opportunities, and district identity and character. Through our strategic, real world approach to analysis and planning, our team will also address specific priorities, critical thresholds, key locations, and concept designs for redevelopment. • Please contact us with any questions about the following detailed response to the RFP. We look forward to discussing the Midtown Study with you and your colleagues soon. Best Regards, (tA� LJ • D. ARusin IA, WLEED AP Principal, ELS Architecture and Urban Design • WARRENEWILSON Warren W. Wilson held the position of Senior Vice President, Development at • General Growth Properties, Inc. from late 2005 until March 2009. Born in Baltimore, Maryland, Mr. Wilson is a 1972 honors graduate of the University of Maryland. He subsequently pursued graduate studies in economics and business at the University • of Wisconsin and Loyola College, Baltimore, respectively. • Following graduate studies at Wisconsin, Mr. Wilson was a consultant to the Baltimore Mayor's office for Manpower Resources until he joined The Rouse Company in late 1973. Mr. Wilson joined the Company as a Research Analyst. In 1987, Mr. Wilson • was elected Vice President and his responsibilities were expanded to include site/new project identification. Mr. Wilson was promoted to Vice President and Director of • New Business at Rouse in October 1995. In this capacity he directed the Company's retail and master planned community land acquisition program. • Mr. Wilson joined General Growth upon its acquisition of Rouse in 2004 and was promoted to Senior Vice President, Development in 2005. In this position, he was • responsible for directing all General Growth retail development activity including new projects, existing project redevelopment and town centers of the company's • master planned communities. General Growth's development expenditures exceeded Million annually. • Mr. Wilson's professional affiliations include the Urban Land Institute (full member), International Council of Shopping Centers, Retail Marketing Society, and American Economic Association. He also serves on the boards of Enterprise Homes and the • Maryland Zoological Park. No Text ink-inga Ti k� A { w` --Omp own- y r fII + 7 - ` s +x` yy e iaau.ewlt.I►'t'k. � Ten Principles for 0 Rethinking the Mall • Michael D. Beyard Mary Beth Corrigan Anita Kramer Michael Pawlukiewicz Alexa Bach � Urban land • ��� Institute About ULI-the Urban Land Institute ULI-the Urban Land Institute is a non- profit education and research institute that is supported by its members. Its mis- sion is to provide responsible leadership in the use of land to enhance the total envi- ronment. ULI sponsors education programs and forums to encourage an open, interna- tional exchange of ideas and sharing of experiences; initiates research that antici- pates emerging land use trends and issues and documents best practices; proposes creative solutions based on that research; provides advisory services; and publishes a wide variety of materials to disseminate information on land use and development. Established in 1936, ULI has more than 30,000 members in over 80 countries rep- resenting the entire spectrum of the land use and development disciplines. Richard M. Rosan President Recommended bibliographic listing: Beyard, Michael D., Mary Beth Corrigan, Anita Kramer, Michael Pawlukiewicz, and Alexa Bach. Ten Principles for Rethinking the Mall. Washing- ton, D.C.: ULI-the Urban Land Institute, 2006. ULI Order #T28: Packet of Ten ULI Order #T29: Single Copy International Standard Book Number: 978-0-87420-961-7 Copyright 2006 by ULI-the Urban Land Institute 1025 Thomas Jefferson Street, N.W. Suite 500 West Washington, D.C. 20007-5201 Printed in the United States of America. All rights reserved. No part of this book may be reproduced in any form or by any means, elec- tronic or mechanical, including photocopying and recording, or by any information storage and retrieval system, without written permis- sion of the publisher. ULI Project Staff Rachelle L. Levitt Executive Vice President, Policy and Practice Publisher Mary Beth Corrigan Vice President, Advisory Services and Policy Programs Michael Pawlukiewicz Director, Environment and Policy Education Alexa Bach ULI Scholar in Residence Nancy H. Stewart Director, Book Program Managing Editor Sandra F. Chizinsky Manuscript Editor Betsy Van Buskirk Art Director Book and Cover Design; Layout Craig Chapman Director, Publishing Operations Cover photograph: Atlantis Plaza, Bogota, Colombia; Development Design Group. Chair L. Phillips •Patrick President Economics Research Associates • Washington, D.C. Developers •Donald Briggs Director of Development Federal Realty Investment Trust • Rockville, Maryland Michael McNaughton •Vice President General Growth Properties Natick, Massachusetts •John Ragland Consultant Cole Companies Olney, Maryland Ronald Sher •President Terranomics Metrovation • Bellevue, Washington Designers W. Mark Carter Senior Principal Thompson, Ventulett, Stainback and Associates Atlanta, Georgia William P. Lacey Principal Callison Seattle, Washington Bruce Leonard Principal StreetSense Retail Advisors Bethesda, Maryland Market Specialists Jill Bensley President JB Research Company Ojai, California Anita Kramer Director, Retail Development Urban Land Institute Washington, D.C. Sandra Kulli President Kulli Marketing Malibu, California Public Officials Robert R. Simpson Director of Community Development City of Englewood, Colorado Louis Zunguze Director Community Development Administration Salt Lake City, Utah Land Planners Michael D. Beyard Senior Resident Fellow ULI/Martin Bucksbaum Chair for Retail and Entertainment Urban Land Institute Washington, D.C. Matthew Hall Principal EPT Design San Juan Capistrano, California Dorek Jamie Rusin Principal ELS Architecture and Urban Design Berkeley, California iii Flatiron Crossing, in Broomfield, Colorado. he shopping mall is the quintessential American contribu- tion to the world's consumer culture. It has been praised by the millions who find an unmatched selection of fashion and specialty merchandise in its climate -controlled splendor, and it has been vilified for promoting both suburban sprawl and the decline of downtown shopping districts and mom-and- pop stores. But regardless of the differing opinions they evoke, malls are a unique and inescapable part of everyday life in America —and, increasingly, around the world. In many places, the mall is the community's de facto downtown —the main public gathering spot —as well as a highly valued shopping Location. As a result, what happens to the mall may ultimately define what happens to the community. Today there are more than 1,500 shopping malls in America, ranging in size from several hundred thousand to more than 3 million square feet (278,700 square meters). Malls are found in every city and town, and dozens surround major metropolitan areas. Most malls are enclosed, dominated by well-known chain stores, and anchored by iconic department stores. They offer many shopping advantages, and their success has depended on their unique position within the metropolitan marketplace: they are typically centered amid the vast middle-class suburbs that fueled their rise; they are sited at the most accessible and visible locations along major arterials and freeways; they are under single management and provide controlled shopping environments that are perceived as clean, safe, and predictable; they have the largest concentration of the most desirable brand -name stores in their trade areas; they are part of customers' established shopping patterns; and, perhaps most importantly, they offer plentiful and convenient parking. But the conditions that led to the creation of shopping malls and sustained them for decades are changing rapidly: ❑ The market for malls is now mature; and because most markets are saturated, only a handful of new malls are under construction at any one time. Large sites that are suitable for mall construction are difficult to secure, if they can be found at all; public approvals are increasingly difficult to get; and, except in certain very high growth exurban areas, new markets are limited. ❑ Because most malls are now decades old, the stock of centers is aging rapidly. Built at what were then metropolitan edges, aging malls are now deeply imbedded OM • • • within an urban context. Some malls are so dominant in their trade areas that com- plex redevelopments and expansions can be justified; other centers, however, are • small and obsolete, with limited ability to expand because demographics in their trade areas have become less favorable for reinvestment. •E Retail competition has become ferocious, as overbuilding and the emergence of newer formats and delivery channels erode sales among retailers in the traditional • middle of the market —leading to their rapid disappearance. Specialty, boutique, entertainment, and especially "lifestyle" retailers are taking away business at the •experiential high end, while big -box, outlet, and Internet shopping are taking away business at the value -oriented low end. Hundreds of malls have foundered because they provided neither the experience and the shopping environment that appeal to a • customer's aspirations and lifestyle, nor the value and selection associated with off - price shopping. •E While shopping preferences were becoming more diverse, mall design —until recently —was becoming more standardized, with predictable architectural designs, Bella Terra, in Huntington Beach, California. •finishes, layouts, environments, and stores. Customers are now seek- ing authenticity and a deeper sense of connection to their commu- nity, culture, climate, and daily lives. Among many shoppers, there is also an emerging preference for outdoor, streetfront shopping experi- ences —either in new centers or in older shopping districts —that are • better integrated with other daily activities. Unfortunately, few of today's malls provide such environments. • ■ Demographically, families in which one parent works and the other stays at home (and has time to shop) no longer dominate. "Nontradi-tional" households of all types —including singles, elderly people, and two -income families —are ascendant, and often have very different, and often more cosmopolitan, shopping expectations than households • of earlier generations. The mall as it is currently configured simply does not work as well for today's households. • ■ As traffic congestion reaches crisis proportions in many locations, the vaunted convenience of mall shopping is disappearing. Most is malls can be reached by only one means —the automobile —and, in more and more metropolitan areas, this puts them at a disadvantage •in relation to locations that are walkable or linked to public transit, and that offer more multidimensional urban environments. While it's probably true that most customers will always drive to the mall, their • busy lives are reducing the time they are willing to spend shopping. 0 Kierland Commons, in Sc As choices increase closer to home in smaller, more convenient shopping envi- ronments that offer many of the same stores, customer preferences will continue to shift. ❑ The disappearance of many department store anchors (because of bankruptcies and consolidations), and the reluctance or inability of surviving chains to expand (because of saturated markets or fragile balance sheets) has limited new construc- tion opportunities for traditional malls, whose formula historically depended on department stores to draw customers. As a result, the addition of new anchors is already underway. The suburbs that developed between the early 1950s and the late 1980s have changed, too: in the years since their malls were built, these suburbs have matured and become much more urbanized. What were once locations at the edge of the metropolitan area —with low land prices, low -density residential development, and single -purpose malls —are now more urban locations, with higher land prices, higher densities, aging neighborhoods, congestion, and demand for more urban amenities and a wider mix of uses. This situation presents a range of new development options that were not available when the original malls were built. In many communities, malls often occupy the largest remaining land parcels under single ownership. Although the value of these sites has increased, often dramati- • • ego • e • catty, most of the land is still underutilized because it is in the form of parking lots. When market conditions are right, these "Land banks' provide valuable opportunities eto intensify development by adding land uses and development types that most sub- urban communities need, but often lack. Possible projects include a new town cen- ter, housing forms designed to serve new demographics, mixed -use environments, hotels, civic and cultural facilities, public gathering places, and pedestrian precincts. eIn response to competitive as well as community changes, the action in the shopping - center world has shifted from the construction of new malls to the rehabilitation, •repositioning, and intensification of uses at existing mall sites around the country. Exciting and innovative new shopping environments are being created from the bones of older malls, and the emerging phoenix bears little resemblance to what epreceded. The old rules of mall development are breaking down rapidly as developers rethink what the mall could be. Their emphatic conclusion is that the age of the ecookie -cutter mall is over: developers are remaking malls as quickly as they need to in order to remain competitive. New design concepts, retail formats, public environ- ments, amenities, tenant mixes, use mixes, anchors, parking configurations, neighborhood Links, price points, and customer experiences are being tailored to fit the needs of the community and the mall site, as well as the competitive demands of the market. Redeveloping the vast stock of obsolete malls is a daunting challenge for mall owners, particularly those with large portfolios, not only because of the vast expense of the undertaking, but also because of the complexity of the task. Redevelopment solutions are unique, and will differ from one mall to the next. What is possible in one location may not be possible —or desirable —in another, and the revitalization effort will require (1) a sophisticated understanding of each site's current and future competitive position in the local market and (2) a hard analysis of which redevelopment opportunities are financially realistic. In fact, the local market may support more —or less —retail than existed in the old mall; thus, solutions may range widely. Here are just a few exam- ples: tearing down the old mall and building something completely different; re- building a newer mall; reconfiguring, expanding, or downsizing the old mall; turning the mall inside out to create an outdoor experience; creating a hybrid indoor -outdoor Washingtonian Center, in Gaithersburg, Maryland. V66 r CITY OF FORT COLLINS MIDTOWN COMMERCIAL REDEVELOPMENT STUDY Proposal ELS ARCHITECTURE AND URBAN DESIGN ELS is a diverse architectural practice with a 40-year tradition in the design of public spaces. We specialize in retail and mixed -use projects; cultural, educational and recreational facilities; and urban design. We provide complete architectural services, including feasibility and site analysis, urban design and master planning, and public workshops and presentations. Many of our projects are catalysts for the revitalization of existing downtown urban areas. ELS's extensive portfolio includes well-known urban mixed -use centers, including Pioneer Place in Portland, Oregon; Church Street Plaza in Evanston, Illinois; Village of Merrick Park in Coral Gables, Florida; the Clarke Quay retail and entertainment district in Singapore; and Konak Pier in Izmir, Turkey. For the Howard Hughes Corporation, we updated the 600- acre town center plan for Summerlin, a 60,000-unit planned community in Nevada and are now designing over 1.5-million square feet for the mixed - use Summerlin Centre. Our national lifestyle center and mall experience includes Stanford Shopping Center in Palo Alto, California; Park Place in Tucson, Arizona; Stonebriar Centre in Frisco, Texas; The Woodlands Mall in Woodlands, Texas; and North Point Center in Alpharetta, Georgia. The creation of these unique places benefits from our urban design work, both for public and private clients, including development strategies for the cities of Glendale, Anaheim, Fresno, Sunnyvale, and Long Beach. Our urban design plan for the Kakaako district of Honolulu was honored with a National American Institute of Architects (AIA) Urban Design Award. Many of ELS's projects are for the redevelopment of aging mall properties and adjacent commercial arterials. Ranging from additions to successful malls to the complete replacement of malls with a mix of new uses, the projects fulfill ELS's mission to improve and enhance existing communities sustainably. Our strong portfolio in the performing arts — which includes NOKIA Theatre L.A. LIVE, Portland Center for the Performing Arts, San Jose's and Oakland's historic Fox Theatres, the Berkeley Repertory Theatre, and our work with many national cinema operators such as Sundance Cinemas — informs and enhances our mixed -use projects. Our community and recreational projects include the Irvington Community Center, UC Berkeley's Recreational Sports Facility, and Stanford University's Avery Aquatic Center, Pleasanton Aquatics Center, and the Pleasanton Firehouse Arts Center, now under construction. ELS is committed to design solutions that respect their environmental and cultural context, achieve architectural and technical excellence, and create places that enhance the experience of urban life. www.elsarch.com Short Pump Town Center, in Richmond, Virginia. center; adding other uses as part of the mix; creating a lifestyle, power, off -price, or town center. A number of factors may further complicate the decision about what to do, such as the necessity of keeping the mall open during redevelopment; the cost of keeping tenants in business while reconstruction goes on around them; and the need to accommodate public uses, linkages, amenities, and connections to the surrounding neighborhoods that didn't previously exist. As part of its mission to examine cutting -edge issues and pro- pose creative solutions for improving the quality of land use and development, the Urban Land Institute convened a smart growth workshop on June 22-24, 2005, in Washington, D.C., to develop ten principles for rethinking how malls can meet the competitive challenges they face and evolve into more sustainable community assets. During three days of intensive study, teams of planning and development experts drawn from around the country toured and studied three very different mall sites in the Washington, D.C., area. The teams were made up of leading mall developers, public planners, architects, eco- nomic consultants, and property advisors. The three mall sites were Landmark Mall, in Alexandria, Virginia, an aging mall facing strong competitive pressures; Wheaton Plaza, in Wheaton, Maryland, one of the first malls in the metro- politan area and one that was recently redeveloped; and Landover Mall, a failed cen- ter in Landover, Maryland. ULI believes that the lessons learned from these three mall sites can be applied wherever communities and mall developers are wrestling with the competitive chal- lenges faced by obsolete malls and searching for ways to revitalize them as greater community assets. ULI teams visited all three mall sites, reviewed information about them, and met as separate teams to set out their findings, conclusions, and recom- mendations. The teams then met jointly to debate, consolidate, and refine their con- clusions, which were then articulated as the ten principles presented in this booklet. • • viii Ten Principles for � Rethinking the Mall • �] Grab Your Opportunities or They Will Pass You By • • Broaden Your Field of Vision • ,3 Unlock the Value of the Land • Let the Market Be Your Guide • • 9 Create Consensus • o� Think Holistically Before Planning the Parts • Connect All the Dots • o Design Parking as More Than a Ratio ® ° Deliver a Sense of Community 00 Stay Alert, Because the Job Is Never Done • 0 Ayala Center, in Manila, the Philippines. 0 pportunities for change arise from a range of factors affecting a mall: the market, consumer tastes, retailer direction, corporate mandates, and municipal objectives. A working knowledge of such factors allows for timely identification of opportunities and appropriate responses. When you fail to recognize or understand changes, you lose opportunities. For example, the need to rethink a mall becomes most apparent when anchor stores become vacant. Because such vacancies lower the number of potential customers, they have an obvious impact on the health of a mall. But stores may be vacant for a number of different reasons: because of retailer difficulties at the corporate level, a desire for a new physical format, or a decline in local market support. Only the last scenario indicates a failing market; the others may occur in any type of market. A weak market requires a different response than a strong market. None of the three scenarios happen overnight, and all can be monitored as they develop. Opportuni- ties for change also arise from market growth, retailer mergers or acquisitions that lead to repositioning and rebranding, corporate decisions to buy out land Leases and gain more control of the mall site, or public sector decisions to revitalize or rede- velop the area in which the mall is located. In sum, sources of change can be eco- nomic, functional, or political; they can be internal or external to the site; and they can be complex and multi layered, involv- ing a number of aspects simultaneously. The key is to constantly and comprehen- sively monitor, evaluate, and investigate all factors so that the response is suit- able and well-timed. Opportunities abound in both a declining and improving asset. Less can be more: . as the value of a mall decreases, the opportunities for large-scale change . increase. This is when the possibility may arise for complete redevelopment or . reconfiguration, or for the introduction of nonretail uses. In the competitive retail world, an improving asset requires . no less attention: as the value of a mall increases, opportunities increase for . extensive rehabilitation, additional con- struction, expansion of the tenant base, repositioning, and access improvement. . 2 a 0 0 The public sector benefits as well by understanding the sources of change and care- fully monitoring current conditions. A working knowledge of the factors that affect ® the mall may help the public sector facilitate effective partnerships, recognize an opportunity for a catalyst project, or develop ideas for complementary projects for ® the larger mall area. New opportunities for specialty food shop- ping are now available in malls. Recommendedca111 Malcolm Gladwell, The Tipping Point: How Little Things Can Make a Big Difference (Boston: Little, Brown, 2000). Ed Keller and, Jon Berry, The Influentials: One American in Ten Tells the Other Nine How to Vote, Where to Eat and What to Buy (New York: Free Press, 2003). Ray Oldenburg, The Great Good Place: Cafes, Coffee Shops, Bookstores, Bars, Hair Salons, and Other Hangouts at the Heart of a Community (New York: Paragon House, 1999). Nora Lee, The Mom Factor: What Really Drives Where We Shop, Eat, and Play (Washington, D.C.: Urban Land Institute, 2005). B. Joseph Pine II and James H. Gilmore, The Experience Economy: Work Is The- ater and Every Business a Stage (Boston: Harvard Business School Press, 1999). Daniel H. Pink, A Whole New Mind: Mov- ing from the Information Age to the Conceptual Age (New York: Riverhead Books, 2005). Michael Silverstein and Neil Fiske, with John Butman, Trading Up: The New American Luxury (New York: Portfolio, 2003). Karen Stabiner, Inventing Desire: Inside Chiat/Day--The Hottest Shop, the Coolest Players, the Big Business of Advertising (New York: Simon & Schuster, 1993). (Out of print.) Paco Underhill, Why We Buy: The Sci- ence of Shopping (New York: Simon & Schuster, 1999). M den Your Field of Vision • • Historically, shopping malls have been isolated, single -use developments that • stand apart from the community. Their exterior presence is typically monolithic and overscaled, with blank architectural forms that are oriented inward —toward • vast, climate -controlled shopping arcades —and that turn their backs on surrounding neighborhoods. Parking structures and lots accentuate this effect, creating a con- • crete moat that limits accessibility from beyond the site, except by automobile, and separates the mall from community life. In the 1950s, this was the brave new world • of shopping; in the 2000s, it is an anachronism, an artifact of a world that no longer exists. i� U The Grove's integration with the Farmers Market in Los Angeles increases its market draw and creates_a more compelling destina- tion for the community and for visitors from around the world. 4 • The enclosed mall has been the greatest machine for consumption that the world has ever seen, but the machine is creaking because it has not kept pace with changing •consumer preferences. As mall developers rush to refresh the mall format and to rede- velop obsolete mall sites, there is a tremen- dous opportunity to think big, expand the field of vision, and break away from the "island" syndrome. Because such changes can add long-term value not only to the mall site but to the community as a whole, it is a pub- lic as well as a private responsibility to look beyond the borders of the mall property —and • beyond retail alone —when envisioning what can and should be undertaken. • How can this be done? ❑ Exploit the mall redevelopment opportunity by creating a vision for the entire dis- urbanistic connections, linkages to commu- • trict: develop a master plan in which the mall site is a key anchor. Look for and cap- nity amenities, and open spaces that provide italize on opportunities to expand the investment into surrounding residential and engaging places to gather are some of the features retailing employs to broaden its field ecommercial neighborhoods to strengthen and revitalize them. Identify synergies with of vision. other development opportunities. Plan and integrate your efforts accordingly. • ❑ Raise your standards and expectations. The mall is the local 1,000-pound gorilla: if it raises standards and expectations, they will be raised in the community as well. ® ❑ Create value that will translate into increased sales, profitability, and taxes. In many cases, land that was cheap when the mall was originally built is now valuable enough to support not only higher levels of quality but also higher intensities of use • and a more urban mix of activities. Higher rent structures increase possibilities for the developer; the expectation of higher taxes, spin-off developments, and general • upgrading of the mall area increases possibilities for the public sector. ❑ Integrate the mall site, to the extent possible, with other community anchors • such as cultural facilities, civic buildings, municipal parks, office concentrations, and nearby streetfront retailing and restaurant clusters. Integration can increase the •market draw, expand the trade area, and create a more compelling destination for the mall site as well as for the larger district. But it's important to ensure that on - site and off -site uses create synergy —are complementary —and don't cannibalize each other. Joint marketing can help. 5 n U U ❑ Ensure the long-term ecological sustainability of the site; and, in partnership with • the community, create an antisprawl, antipollution environment. Work with, and link to, the natural systems that are found on the mall site, and use them to attract and • retain customers. Consider creating leisure and dining areas alongside an uncovered stream (which may also double as site drainage); extending local trail systems • through the mall site; adding linkages to local transit so that customers don't have to drive; using architecture that reflects the local culture, climate, and environment; developing • parks and gathering places that enhance the mall's public function; and providing top-notch infrastructure within the public realm. ❑ Grab opportunities to create physical and functional connections between the • mall site and the residential and commercial properties beyond its borders. Just as a department store serves as a mall anchor, think of the mall site as a potential • Breaking away from the "island" syn- _ _ ;, I �'Cgnnectivifyto`th0 FA�nn spy" ; • drome can increase ` ` \ -; , , ` adjacent community. , ..... , .: ♦-, - o a mall's market draw, t \ ,k. t I v.t,f,r • expand its trade i area, and create a " �'' - e �� _L a I more compelling destination. ♦ \ ♦ J cJ \ Easy Access- jUsdble Open Space m ntWe Multiple Linkdges I. .._ Green Space • anchor for the larger community. Link it just as carefully to the various neighbor- hoods that surround it. Seamless, functional, enjoyable, and continuous pedestrian • connections on site and off site are a key part of this linkage. There are other opportunities for linkages as well: for example, extending nonretail uses into the • mall site, and carefully configuring buildings both on and off site to create a true urban context. ■ Remember that the mall site is likely to be in a much more mature, urban location now than when it was built; as a result, more mature urban development solutions are often called for. However, if a high -density redevelopment is envisioned for the • mall, the site edges need to be carefully and sensitively designed as medium -density buffers for any low -density residential neighborhoods at the periphery. Beautiful landscapes not only provide buffers when malls are adjacent to single-family neighborhoods, but also create pedestrian connections that help reduce traffic conges- tion and increase community livability. 7 0 n old mall site should not be viewed as a problem but as an opportunity —an • -'x opportunity to move forward and embrace today's best practices in retailing and land development. These practices have the potential to unlock the value of the • land and to restore vitality and viability to the site. The first step in unlocking the value of the land is to consider an innovative mix of • uses —to move beyond the predictable and create something exciting. Mixing tried- and-true retailers with more distinctive (even local) retailers creates a broader mar- • ket for the project. The national chains provide a comfort level for shoppers, and the distinctive stores provide excitement, and a reason to visit this project rather than another project. The goal is to create a place where people want to go —not a place • where they have to go. • It's also worth considering nontraditional retail uses. Entertainment opportunities, such as movie theaters or bowling alleys, can complement the retail uses. More and more retail developments are mixing in nontraditional uses to increase their draw. • An extreme example is the Xanadu project, in Madrid, Spain, where the mall includes an indoor ski slope and a driving track for mini —race cars. The Mills Company is • planning to build a similar project in the Meadowlands of New Jersey. While such a mix will not work everywhere, the point is that when developers include uses that • are unique, more people will want to come to a project. Effective market analysis will help determine when the investment in an unusual mix of uses might pay off. Use mixes that unlock the value of the land can go beyond retail and entertainment. To maximize real estate value and market If residential uses —both rental and for -sale —are introduced to the redeveloped site, potential, be creative in unlocking the value of the land under obsolete shopping the land may become more valuable. The residential component provides a customer centers and parking lots . base for the retail, and the convenience of retail close to home will attract people is a L U • • Before (above) and after (at right). who are looking for a unique place to Live. Most successful retail is linked to • successful residential development. To get the most out of the land, it is important to think carefully about proj- ect anchors. Although anchors have tra- • ditionally been major department stores, this is no longer necessarily the case. Anchors need to draw customers, and • there are many ways to do this. Civic uses, such as libraries or recreation centers; entertainment venues, such as movie • theaters or live theaters; and off -price big -box stores, such as Filene's Basement, Target, and Designer Shoe Warehouse, have successfully anchored new retail products • The key is knowing what the market wants and being able to deliver it on the site. How the site is developed is as important as what is on the site. Key decisions •include vertical versus horizontal development, underground versus at -grade or structured parking, and enclosed versus outdoor shopping. While a redeveloped mall site is most likely a private venture, the area is perceived as part of the • public realm, and the design of the public realm is key to the success of the project. Investing in high -quality design will increase the value of the project. 9 • E I L I S CITY OF FORT COLLINS . MIDTOWN COMMERCIAL REDEVELOPMENT STUDY Proposal ECONOMIC & PLANNING SYSTEMS (EPS) - ECONOMIC CONSULTANT Economic & Planning Systems, Inc. (EPS) is a urban economics consulting 1 firm experienced in the full spectrum of services related to real estate development, the financing of public infrastructure and government services, land use and conservation planning, and government organization. EPS was founded in 1983 on the principle that real estate development 1 and land use -related public policy should be built on realistic assessment • of market forces and economic trends, feasible implementation measures, 1 and recognition of public policy objectives, including provisions for required y public facilities and services. • 1 EPS brings more than 25 years of experience determining real estate j I development feasibility for a full range of development projects with a • i specialty in infill and redevelopment settings including market and financial feasibility analysis, public financing, and development strategies. As a j central part of its consulting practice, EPS has consulted on all aspects of • i retail and mixed use developments including the following services: I Project Feasibility — EPS prepares real estate market and feasibility analysis i for retail stores, shopping centers, and mixed -use retail and entertainment • projects. Market research often includes household surveys of expenditure / i patterns and detailed analysis of sales tax data to accurately portray current inflows and outflows and specific store opportunities. • Retail Development Strategies — EPS assists cities with larger community wide and project specific strategies to attract desirable retail tenants • / t and retail centers based on market research, tenant contacts, financing strategies, and incentive packages. Revitalization and Redevelopment Plans — EPS collaborates with planners • and urban designers to develop overall development and revitalization plans for downtowns districts. and programs and other existing commercial Public/Private Financing — EPS assesses the required levels of public • j support to attract developer interest or to complete the financing program for a proposed project. This includes identifying and forecasting potential / funding sources; allocating capital costs among participating entities; and • public finance negotiations. Tax Increment Financing — EPS prepares detailed, market analysis -based tax increment forecasts and evaluation of historical assessed value growth and • �' allocation of tax increment receipts. / Developer Negotiations — EPS conducts feasibility studies and economic • analyses to support real estate and infrastructure negotiations often % resulting in development agreements, owner participation agreements and i participation and disposition agreements. i • ' Impact Studies — EPS analyzes the positive and negative effects of new retail development projects including impacts on existing retailers, net sales tax revenues, and justification for retail incentives. • /' EPS has offices in Berkeley, California, Sacramento, California and Denver, jColorado. • / www.epsys.com i the Market Be Your Guide • u Shifting demographics and evolving consumer tastes are transforming the retail • markets of the 21st century. A plan that respects and accommodates the new market realities will have the best chance of success. Your project may have interesting architecture, top-quality streetscaping, and a multiuse environment —but without customers, stores will falter and the project will • fail. A decline in the vitality of a mall means that current and projected market con- ditions must be reevaluated. Customers may be heading for newer and better shop- • ping venues in the immediate area, or to shopping opportunities just a bit farther away, effectively reducing the area from which the mall can draw. Even so, increased Many malls have become magnets for other population density, income growth, or both could enhance demand enough to sup -• types of shopping centers, potentially increas- port additional or upgraded retail, even in areas dense with competition. It takes a ing their trade area if they adapt to the new market reality, complement the offerings of detailed analysis and understanding of the market to determine what the market • their neighbors, and cross -market. realities are. 10 mair et : enema and Marketing MARKET ANALYSIS Market analysis is used to determine whether market demographics will sup- port a mall. In the case of an underper- forming mall, market analysis can give insight into what's possible, demographi- cally, to turn the mall around. Psycho - graphic analysis —a finer -grained analysis that can identify niche markets can also be used to find out what kinds of buyers (such as Bobos—bourgeois bohemians, or DINKs—double incomes, no kids) might be attracted to a revitalized mall, and what retail mix will get them there. MARKETING Marketing is used once the decision has been made that a mall is viable. Marketing makes it possible to do the best with what's available. Smart marketing can have a strong impact on an underperform- ing mall, and can even turn it around. Cus- tomers will return to a mall if the follow- ing conditions are met: IS The physical environment is genuinely appealing. 0 The experience connects to customers' lives. • Market realities differ among communities, and among locations within communi- ties. There may also be a difference between what the community would like to • have and what the market can support. Local government, citizens, and the private sector all benefit when the particular market forces are acknowledged, and the • focus is on expectations that are achievable. Success requires market potential. El It is easy to park and shop there. 0 It has the mix of shops and other activi- ties that customers want. In The Experience Economy, Joseph Pine and James Gilmore suggest that consumers expect more than services and goods. Today's customers want a compelling experience. From Home Depot's tile -setting seminars to Santa Monica Place's "Pet Pictures with Santa" day, marketing connects the dots to create compelling experiences for customers. There may be many differences between what the community wants at the mall site and what the market will allow. But there is grow- ing support among developers, citizens, and local governments for enhanced shopping environments that reflect greater sustainabil- ity and livability. 99 Market evaluation provides the answers to two "big picture" questions: • ■ What type of retail project can the market support? Options include traditional • neighborhood or community shopping centers; the more upscale centers commonly referred to as lifestyle centers; power centers; outlet centers; regional and super regional centers; and hybrids including elements of any or all of these. • ■ What size could the project be? Built space may range from less than 100,000 square feet,(9;290 square meters) to more than 1 million square feet (92,900 • square meters). Both type and size depend on the size of the site, the location of the site, and the • level of accessibility. A small site with relatively poor access will, by nature, accom- modate fewer choices than a larger site on main thoroughfares and highways. Either • way, the choices offered by any one site must be clearly defined. The steps in a retail market assessment are always the same, whether the project in • question is an entirely new development on an old mall site or the reconfiguration of an existing mall: • 1. Determine the spending patterns of the surrounding population —where potential visitors shop, and how much they spend. • West Hollywood Gateway, in West Hollywood, Califor- nia, is anchored by urban -style Target and Best Buy stores tucked behind a streetfront of in -line stores. 12 • 2. Identify the trade area of any existing anchors and mall stores by determining the • area from which customers are drawn. 3. Document the type, size, and Location of existing and planned competitive retail facilities and districts, both nearby and in the region. Where and what are the gaps • in supply? • 4. Use the information from steps 1, 2, and 3 to identify the Likely new trade area. 5. Calculate the total buying power in the new trade area and determine what the • new project could be expected to capture. 6. Translate the captured buying power calculated in step 5 into supportable square • footage of stores. 7. Conduct a site and traffic analysis to ensure that the new or modified develop- ment can be accommodated. It is always desirable to investigate the market for other uses that could be brought •in from outside the site. Many mall sites are well positioned for higher -density and mixed -use development: in particular, (1) evaluate office, residential, and hotel mar- kets to determine their relative strengths and what might be an appropriate mix, • and (2) assess how the different uses might support each other, whether through the ambience created or the market support generated. •In all decisions —expansions, tearing down and starting again, developing new uses —let the market be your guide!- • Redevelopment options will vary from site to site depending on the strength of the mar- ket, the intensity of the competition, the desires of the com- munity, and the financial feasibility of the alternatives. • 13 Community work- shops and meetings that involve all the stakeholders from the earliest planning stages will help ensure project success. 't is much easier to move forward with a program if the key players all agree on • the chosen direction. While it is impossible to make everyone happy all the time, agreement on how to move forward is necessary to get a project done. The interac- • tion may initially be characterized by disagreement and contention, but these char- acteristics are the very ones that can make the process creative. In an effective • consensus -building process, all the stakeholders —including the developer, the local government, citizens, and tenants —help each other succeed and share the fruits of their success. • Creating consensus can be difficult. It takes a lot of work upfront and is one of the critical first steps in rethinking how mall sites will be redeveloped. But this part of • the process cannot be overlooked: if the effort is not made to find common ground, the project will become a source of suspicion, disappointment, and confrontation, • and the development process will be slowed down. The task of building consensus is often undertaken by a leader who acts as a cham- • pion for the project. The leader may be a public official, the developer, or a key per- son in the community. Having a champion who believes that the outcome will bene- • fit the community helps with the creation of the vision as well as with project implementation. Consensus starts with realistic goals that match the needs of the community with • the realities of development. The goals are expressed in a vision for the site that everyone understands and agrees to. The more effort is put into creating this vision, • 14 • 9 • the more smoothly the rest of the process will go. A variety of processes can be SouthSide Works, in Pittsburgh, Pennsyl- • used to create this vision: community charrettes, working teams that meet on a reg- vania, replaced an industrial relic with a lifestyle -oriented town center that recon- ular basis, and community advisory groups are just a few of the possible approaches. nected the community with the riverfront— • One way to facilitate communication and help find common ground among all the an important goal of the local community. parties is to create forums to educate stakeholders about each other's needs and desires. Whether the issue is the types of stores, the color of the buildings, or how traffic will flow, everyone has different views of what is needed in the commu- • nity and how to achieve it. The more opportunities people have to share their views, the better. •The need for consensus does not stop once the plans are drawn for the site. Ongoing education is an important element •of building and maintaining consensus: stakeholders need to be educated about the development process, the role of the Southlake Town Square, in Southlake, Texas, public sector in the project, the importance of good design, includes the community's city hall and a •the realities of the market, planning and zoning requirements, grand park that fulfills the residents' desire and phasing for the project. for a real downtown. • 95 Zona Rosa, in Kansas City, Missouri, brings to mind a historic town center, but one that is skillfully planned to integrate all the requirements for successful mod- ern retailing. hen planning to energize an aging shopping mall or to help a vibrant one • thrive, keep the big picture in mind —Consider all your financing options. Create partnerships in the community. Start planning today for opportunities that • could arise five, ten, or 20 years down the road. The development strategy is not just a physical plan. A strong, sustainable strategy • should also include the following: 0 A physical vision; • 0 A market -based merchandising strategy; 0 A development program; 0 A phasing strategy; • 0 A marketing strategy; 0 A parking distribution strategy; • 0 A mass -transit strategy. • To strengthen your portfolio, your business, and your community, it is important to stay flexible and to think long-term. Retail trends change, and development and • 0 • • • merchandising strategies need to accommodate those changes. It is also important to be realistic and to create value in stages, as the market builds. Just because • something works doesn't mean you should do it. "Plopping down" development without considering all the options —and the future —can mean weaker financial •performance in the long term. Short-term actions should be guided by the long-term vision, so that you don't foreclose future opportunities. •Share the costs and the benefits. Both public and private entities need to "own" the project. Establish mutual interests first, then pursue additional prospects. Thinking holistically means determining the minimum acceptable levels of performance or the • required characteristics or benefits (or all three) that result from a real estate proj- ect. As the participants —the developer, the public sector, and the neighborhood or • community —work together, each determines what to expect from the project; the thresholds of expected benefits are then set accordingly, and the participants all make sure that the decisions that follow represent the best way to reach their indi-vidual thresholds. •These development thresholds are the ways that stakeholders measure success or failure. For example, the developer is concerned with rent levels, allowable density, risk and return, the interrelationship of uses, and access to the site. Public officials • will think about tax yield, infrastructure limitations, environmental quality, and traf- fic congestion. The neighborhood or community will care about traffic congestion, [231 G WalrooO lm QMaks Renovating a mall can be like renovating an old house: the work takes longer and costs more than you ever expected, and the scope of work can expand at every step. Due diligence and careful contin- gency planning can reduce the risks asso- ciated with renovating an aging mall and protect against costly and unexpected ` headaches. Many older malls were built before cur- rent regulatory codes, and most were built without any expectation of addi- tional uses such as housing, offices, hotels, or cinemas. Virtually every aspect of an old mall —from construction type, smoke control, and fire sprinklers to set- backs and seismic bracing —can come under question during an extensive mod- ernization. It is essential to develop an agreement with the local jurisdiction at an early stage to determine which code upgrades will be required and which will be voluntary. Often, "alternative means and methods" provisions of building codes must be used to safely extend the serviceable life of a mall. In addition to having possible code prob- lems, many building systems are not sized adequately for current demands; servicea- ble but aging systems have been known to literally fall apart when worked on extensively. Water, gas, electrical, fire - sprinkler, sewer, and smoke -control sys- tems may not withstand extensive rework without overall reconstruction. It is cru- cial to assess building systems and utility demands, and to work with utility compa- nies early. Many older malls predate current stan- dards for hazardous materials, such as asbestos. These materials can be difficult to discover before construction starts. The Market Common, Clarendon, in Arlington, Virginia, was designed to anchor an emerging retail district that, at completion, will extend several blocks to a nearby rapid -transit station. Hazardous -materials abatement is expen- sive and time-consuming. Unfortunately, if abatement is needed, it is likely to take priority over most other issues. The collateral impacts of renovation are sometimes more expensive than the work itself. Much of the building system that is being worked on may serve (or be under, over, or in) tenant spaces and the spaces required for tenant access. Night work, temporary tenant relocations, and finan- cial obligations to tenants who remain during construction can be very costly, particularly if they are not planned for. Unlike the costs associated with entitle- ments and design approvals, the costs of renovation -related issues tend to reveal themselves later in the redevel- opment process, when they can be diffi- cult to manage. Early due diligence and adequate contingency planning are there- fore crucial. NO • • • parking, noise, the appearance of the property, their own property values, and safety • and security. Financing is more than money. Innovative development usually requires innovative • integration of financing. Look at all the financing options (such as tax increment financing; condemnation; enterprise zones; and federal, state, or local programs). • Money isn't the only public financing tool. Local governments can help facilitate development by providing fast approvals, infrastructure improvements, clear and • predictable approval processes, and parking. Zoning compliance is not the only Victoria Gardens is a 12-square-block regional hurdle —there are also fire codes, building regulations, financing issues, and entitle - mail in Rancho Cucamonga, California, that ments. And remember that in the process of fulfilling the community's vision, the • also functions as an "instant downtown" for its community. Incremental expansion is developer needs to make a reasonable profit. Public recreational, social, and commu- planned on surrounding parking lots. nity elements may require public investment. In addition to standard financing • - _ CULTURAL CENTER DRIVE 0 q s_ IIIIII'I I111111 I'.1II IIII111 ,illill II, { ,1, 11 17-71 l.y< < /Jt• ( Ulu Ilu+l In-,nl +II HIM • Ctvupx��yl Ql. �,,I .I jtll�lll� 1�1111;1 jI M IL fIDNK4 nM� N1t�l1ET�MNLMFA - � -I MOo�%ron 9e • mechanisms, financing may be necessary to fill gaps between where one financial • practice ends and another begins. Increasing density and traffic can be contentious issues; however, both are tightly • linked to design quality. Poor public perceptions are based on bad past examples. High -quality design should achieve the following: • ■ Be people -friendly (for example, it should include seating, fountains, and thoughtful landscaping); •■ Provide understandable circulation patterns and clear way -finding; •■ Create opportunities for surprise, delight, exploration, and diversity; ■ Respond to the realities of the local market climate; •■ Use higher density to create more opportunities; ■ Enhance gateways and create community linkages; •■ Cost less in the long run. • • The outdoor public spaces of Ayala Cen- ter are as important in achieving retail success as the enclosed spaces. 19 CITY OF FORT COLLINS MIDTOWN COMMERCIAL REDEVELOPMENT STUDY Proposal WARREN W. WILSON — DEVELOPMENT CONSULTANT Mr. Wilson joined The Rouse Company as a research analyst in 1973 and held the position of Vice President and Director, New Business, when the company was sold to General Growth Properties in 2004. Mr. Wilson was deeply involved in the conceptualization, execution, and ongoing management of The Rouse Company's most noteworthy urban and suburban projects including Faneuil Hall Marketplace, Harborplace, Columbia Town Center and others. In his last ten years with Rouse, Mr. Wilson directed the company's retail and master planned community new business program resulting in projects such as The Shops at La Cantera and 10,000 acre Brideglands planned community in Houston. Mr. Wilson continued with General Growth Properties after its acquisition of The Rouse Company and was elevated to Senior Vice President, Development, responsible for the company's retail development program, which represented an investment of over $1 billion annually. This program included new ground up projects such at Pinnacle Hills Promenade, Shops at Fallen Timbers, Otay Ranch, and the under construction Summerlin Town Center, in addition to dozens of redevelopment efforts, several of which required investment of over $100 million each. Much of General Growth's redevelopment activity was stimulated and made possible by the acquisition of department stores rendered excess by the consolidation of that industry. This department store acquisition effort was led by Mr. Wilson. Mr. Wilson now brings his thirty-five years of retail and mixed -use development experience to public and private clients as an independent consultant. His background in all aspects of development and redevelopment - research, land evaluation and acquisition, financial analysis, tenant and anchor store negotiations, entitlements, approvals, planning, design — is unique, specific, and encompassing. • WARREN WILSON n u 'nTTTeTt the D he mall as an island —a retail venue surrounded by a sea of parking, and set • apart from everything except highways —does not meet the expectations of 21st-century shoppers. Today's shoppers demand a more urban experience—specifi- • catty, pedestrian -friendly streetfront retail. They want to experience "place" when they spend their money. Transforming a mall into a place allows visitors to feel more comfortable as they move about within the development, and as they move between • A trolley connects The Grove and the Farmers Market on a street otherwise designed exclu- the development and the surrounding community —with or without their cars. This sively for pedestrians. . comfort can be achieved through enhanced connectivity. • Is OVERALL SiTEPLAN tl _lip' SM� IIG L PG END 1 tlfl Rl CInFR[I) Connectivity can be enhanced through the following means: • ❑ Improved road layouts and circulation patterns; ❑ Shuttle bus service; ❑ Strategically located parking areas and sidewalk connections; ❑ Signage and way -finding that encourage internal and external movement. Several tools are available to break the cycle of traffic congestion while creating more pedestrian- and community -friendly environments: integrating development • components; providing and managing shared parking; creating mixed uses along pedestrian linkages; and increasing density around transit (where appropriate). • Optimizing connectivity involves strong political Leadership and, often, the catalytic investment of public funds; examples of projects that improve connectivity include • the following: • ❑ Breaking up large parcels and reorienting roads and vehicle circulation patterns; ❑ Improving pedestrian Linkages; 0 Connectivity among development compo- nents both on and off site is achieved at Downtown at the Gardens, in Palm Beach Gardens, Florida. 2T El Providing or enhancing public open space; El Establishing community uses; Developing structured parking; • Creating public/private partnerships; • Establishing a special taxing district or using tax increment financing; IM Providing public transit before there is sufficient demand to support it. With good connections, it becomes possible to move from one business to another without driving every time. Patrons can park once for the duration of the stay, thereby reducing the amount of space that would otherwise be needed for on -site parking at each business. Integrating uses requires fine-grained grid development that engages and never intimidates the pedestrian, offering interconnectivity and easy walking distances between one use and another. Improving connections in this way allows the mall and the surrounding area to gain stature and to take shape as a real place. The essence of community is human connection —a sense of belonging to an identifiable place and an active public realm. Stand-alone projects reflect a compartmentaliza- tion of community life that impedes connections. Irvine Spectrum Cen- ter, in Irvine, Califor- nia, is adding a Tar- get store to its upscale mix of ten- ants to connect more conveniently with its customers. 0 One technique that draws a community together is to provide a unifying element — something that says, "You have arrived at a special place." Such an element can be a sculpture, a fountain, a plaza, an iconic building, or some other unique feature. Landscaping and good landscape design also add character and charm and provide a community with identity. ®Why is congestion so bad in the suburbs? One reason is that road networks are Laid out to benefit individual projects. Clusters of residential subdivisions with only one entry and one exit funnel traffic onto arterial roads, which quickly become congested ®because of the lack of alternative routes. A network of interconnected roads improves access for emergency vehicles and allows the use of alternative routes in the case of �a blockage or congestion. As vehicular traffic is spread across the network, drivers, cyclists, and pedestrians become safer. To avoid creating a "placeless" collection of 0disaggregated subdivisions, it is essential to plan and create a network of vehicular, pedestrian, cycling, park, and open -space connections. Particular attention should be paid to green -space connections for natural systems, wildlife, and people. Kierland Commons provides unifying design elements that say to the customer, "You have arrived at a special place." r 23 C:Design Parking as � �%re Than a Ratio � Easy access, high visibility, a sense of personal security, and adequate, conven- • ient parking are all preconditions for successful retailing. Without them, retail is likely to fail no matter how sophisticated the shopping environment or high- • quality the tenants. Parking is arguably the most important of these requirements because today's con- • sumers, conditioned by their experiences with suburban shopping centers, expect nothing less than a guaranteed space close to their destination every time they • shop. So it is important to get the parking right —but getting it right means more than just ensuring the right amount of parking in the right place. • Parking —based on certain ratios of spaces per unit of land use and configured as expansive fields of striped pavement —has dictated development form for years, par- in • ticularly the suburbs. Conventional shopping centers often use three times as much land for streets and surface parking as for shopping. But parking is not only expansive; it's expensive. An oversupply of parking can have an excessive impact on • storm drainage, and generate unnecessarily high expenses (surface stalls can cost $2,000 to $3,000 per space, and structured spaces $15,000 to $251*000 or more). In • considering how a new mall destination will be created, it is essential to plan and Who says parking can't be entertaining? A combination of streetfront, lot, and structural parking is often provided to serve customers who are coming to the mall for different rea- sons —even if only to show off their vin- tage cars. 24 design parking to play a supporting role, rather than to dominate the landscape. ® The place —not the parking —should be the destination. Parking is the front door of a develop- ment. The whole project should be pleas- ant to be in and to walk around in, and this pleasurable feeling begins with park- ing. It should be visible and easy to ® find. Arrival at the parking facility is the visitor's first experience of the environ- ment, so the facility must be safe, com- fortable, and well lit. Once the car is parked, the walk to the destination ® should be enjoyable. The transition from parking to other uses and back is integral to the total experience of the place. ® Here are some important considerations for parking: ®❑ Size prime parking lots and structures for reasonable demand; provide for peak parking in overflow areas. ®❑ Use parking and building configurations that provide convenience and avoid visual blight. ®❑ Create parking within the context of a carefully designed landscape. ❑ Use structured parking (when it is justified by higher land prices) to provide a ® more urban configuration and to make more land available for development. ❑ To create greater efficiency, consider creating a parking management entity to ® bring multiple facilities under common management. ❑ Make the pedestrian experience more interesting by encouraging activities and ® uses at ground level around parking garages and lots. ❑ Implement a shared parking plan that will serve different uses at different times. ®❑ Consider bicycle parking. Bicycles are a growing part of the urban lifestyle, and parking for them is cheap to build. The need for bicycle parking is especially impor- tant in college communities and in areas where residents are young, highly edu- cated, and sophisticated. Valet parking is becoming an important amenity in many shopping environments. 25 ■ Provide leasable space along the frontage or on the ground floor of parking • garages to generate cash flow and offset the capital costs of construction. Instead of providing surface parking within the development site, explore the option • of creating a pool of public garage parking and requiring that new development pur- chase parking at cost from the local government's pool of parking garage spaces. • Keep in mind that parking needs often change over time. As the area urbanizes and more shoppers are able to reach the project without driving, parking needs may • decline. At the same time, the introduction of additional anchors, changes in tenant types, or an increase in the density of retail development may require a larger supply • of parking. Parking structures can improve the design and placement of parking, reducing the • land area devoted to parking and allowing buildings to be closer together and more tightly integrated. Structured parking facilities generally become cost-effective when the land for • price of the development reaches $50 to $60 per square foot ($538 to $646 per square meter); if land costs are lower, surface parking often is more cost- effective. For successful place making, however, structured parking is generally • preferable —and a public/private partnership may therefore be required for garage construction. • The strategic location, design, and programming of parking structures can also be used to create or enhance attractive, well -traveled pedestrian linkages, reducing the • need for cars and further decreasing the needed number of parking spaces. In place of the typical suburban sea of surface parking, creative designers can wrap a parking structure with retail shops, eateries, residences, and services (such as dry cleaners). • This mixed -use approach makes the parking structure more attractive as an urban place, allows visitors who park in the structure to take care of errands, makes the • walk to and from the parking lot more interesting, and creates a built-in clientele for the businesses. On -street parking can also be an attractive and effective parking arrangement. • Shared parking, in which different users park in the same space for different pur- different • poses at times of the day and week, can reduce the number of parking spaces required by decreasing the effects of peak demand from a single land use. For example, parking might be designed for office use during the day and for sharing by • restaurants and cinemas on evenings and weekends. Exploring further scenarios for sharing may help in the creation of successful parking management plans. Finally, • the strategic location of shared parking facilities can facilitate the creation of well- traveled pedestrian linkages lined with shops and cultural and civic facilities. • 31 C� �J - --- —_ 1 r r Dispersed parking lots i` _�� �,.r.r J,),r..r,r,�,.r,.�.rJ-�j, _.��,�� 3J ..., ,.r.�...a �ru*,�,a M...�.3,�,,..>,.>,>.,,,� "` i "'ti. ✓'. and structures provide the convenience and ff � E� '�;�,.>! � �r� , •, ease of access that u ' - customers demand. tam J i. '} '> _r fi .9 k4SGS' ' Y ;) l• . � J By increasing pedestrian trips, a mixed -use environment decreases the need for ®parking. For example, a combination restaurant and delicatessen within walking dis- tance of office uses will require fewer parking spaces than a restaurant that can be reached only by car. Similarly, offices located within easy walking distance of a ®hotel may require fewer parking spaces for visitors because business guests staying at the hotel will be able to walk to the offices. ®Too much parking makes an environment less pedestrian -friendly, and wastes space that could be used for development. Too little parking, or the perception of too lit- tle parking, can undermine the economic viability of businesses and make leasing or sales difficult. As Goldilocks might say, "Not too much, not too little, but just right." ® 7�D • r MOSE nsue f o 0tMV Beautiful and inviting places entice people to linger and enjoy the shopping experience. day, the success of a shopping mall depends as much on the feeling of com-unity Trrm that the mall creates, and the quality and character of its public realm, as it does on the quality and character of the shopping. Some observers have even • suggested that the sense of community that can be established and nurtured at a mall is, in effect, the new anchor. As the mall becomes more of a community center, • it takes on the role of a "third place" —a public gathering spot where people can interact comfortably and spend time with others, in an environment that is neither work nor home. Unlike cities, most suburban communities have few, if any, such • third places —which means that malls, as the most public of suburban places, have a great opportunity to fill the gap. The creation of a vital sense of community and a • strong sense of place is not a detail or a frill but is simply good business: it brings in more customers, and it keeps them at the mall for longer periods of time. Creating • a sense of place and a feeling of community is a multidimensional task that requires a deep understanding of human behavior, needs, and expectations. Plan for • people first, not for the infrastructure that engineers love. Remember that while people come to the mall to shop, they also come to gather in a place that offers a deeper meaning and a higher -quality experience —a place where stores that they • respect select merchandise to reflect a point of view that matches their own, and an environment that echoes their lives and aspirations. People don't gather at Wal-Mart; • they don't go for the experience, the environment, or the point of view. They go for one reason only: the lowest possible prices for the largest quantity of goods. The mall doesn't compete on that basis. • It must provide something more — much more. • How can this be done? o Create a soul, and uplift the • human spirit. Place making, authenticity, a range of expert- • ences, and a sense of urbanity all come together in successful malls to help create a soul that resonates* with customers. But there's more to the story. At the heart of a mall is • merchandising. It's always been true, and it always will be. Today, the most successful centers provide (1) a diverse mix of goods and services that serve both daily need* ® and specialty and fashion needs; (2) places to gather, explore, or simply peo-ple watch; (3) services that enhance cus- tomers' lifestyles; (4) the opportunity to accomplish several errands in one place; ® and (5) the kinds of civic features that every community needs —such as a town ® hall, a Library, a university extension, or a performing arts center. ❑ Remember that merchandising is more than a mix of tenants. The most effec- tive merchandising tells customers a story —perhaps even a "back story" — that is consistent throughout the center > and that subliminally communicates to the customer what the center is all about. This story builds on, and is reinforced by, the individual stories that tenants tell about who they are, what they represent, what kinds of people their customers ®are, what their customers Like to do, and why their customers are important. To cap- ture the imagination of jaded customers, the story must include intangible aspects: a feeling of romance, expectation, surprise, delight, diversity, and love. And, an ® essential part of any retail "story" involves establishing and maintaining a strong relationship with women, who make 75 to 80 percent of all purchasing decisions. ❑ Respond to local diversity, create an identity, and move away from sameness and predictability. Use all the familiar place -making tools to create a destination, and to ® add reasons for people to come back more often. Parks and an activated ground plane are key components, as are entertaining features and venues, fountains, cafes, intensive landscaping, and other visual stimuli. Whether the mall is indoors or out, it should heighten sensory experiences, and should be designed to accommodate alL kinds of people —introverts as well as extroverts. Architecture should be varied, to support retailers who want to convey strong individual personalities and powerful public images. People connect to a place and make it theirs by being able to see the 0 sky, experience the weather, enjoy natural light, listen to music or rushing water, relate to both urban and natural surroundings, smell the food and the flowers, and feel the merchandise. Seamlessly connecting the site's gateways —parking and sur- rounding streets —to alL of the stores, places, and activities on the site completes the sensual experience. A feeling of community can be achieved by providing public spaces where people can gather —especially if water is involved. CITY OF FORT COLLINS MIDTOWN COMMERCIAL REDEVELOPMENT STUDY Proposal Project Understanding and Approach Project Understanding Ten years ago, Foothills Mall and the adjacent College Avenue corridor were the primary regional retail shopping destination for the northern Colorado region. The Mall and its anchor stores drew customers from virtually all of Larimer County, plus Greeley and much of Weld County to the east, and Cheyenne and much of Laramie County, Wyoming to the north. Today, the population of a number of communities in the Fort Collins trade area has grown to the point that competing regional retail destinations have developed effectively, reducing the City's trade area for traditional retail services. Most notably, the Promenade Shops at Centerra have substantially reduced the City's draw of customers from Loveland and Windsor. These shifts in trade area dynamics have been accompanied by changes in the national retail landscape, further eroding the viability of the Mall. The merger activity among department stores, increasing market share by discounters and supercenters, and the proliferation of lifestyle and mixed -use town centers dominated by lifestyle apparel, home furnishings, and other mass merchandisers have generated new retail competition for traditional malls, accelerating the decline of many mature centers. Although Foothills Mall remains a viable operating property, it has been impacted by virtually all these national trends. The Mall is an increasingly likely candidate for a major upgrade or redevelopment in a new development format. The RFP suggests the combination of two potential futures: 1) reorientation to the local market and 2) a renewed regional draw based on new retail and entertainment options. Certainly maximizing the regional retail opportunity inherent in option two is important to the City's long term fiscal health. The Fort Collins market remains strong in terms of its basic fundamentals of household and income growth, providing a strong basis for achieving a viable retail option. The project can generate even greater community benefits implied by option one by including more mixed -use housing, civic, and community elements and connecting the Mall property to the College Boulevard Corridor, the surrounding neighborhoods, and the Mason Corridor just one half block to the west. One potential vision for Foothills Mall is to complement the regional retail uses with a mix of retail, entertainment, housing, and civic uses that are pedestrian friendly and connected to the adjacent streets and related public spaces, and further connected to the surrounding land uses and neighborhoods. This would clearly optimize meeting both the City's economic and community development goals. This could potentially take place with some of the mall remaining enclosed and remodeled with mixed - use development components created at parking fields, former department stores, and underutilized out parcels. A more comprehensive option would be to convert the site completely to open-air development, retaining one or more of the anchor department stores in their current locations. The introduction of lifestyle characteristics is a powerful trend that is now affecting all forms of shopping centers. A complex variety of psychodemographics must be considered in order to create a sound merchandis- ing strategy. These — along with the competition —must be monitored con- stantly because they are always changing. 3® ethinking the mall is a continuous, • flexible, and dynamic reinvestment process that must support the ever- • changing vision of the stakeholders and the market. It is impossible to cater to • Americans' changing shopping habits by using a cookie -cutter approach: there is no formula for producing the next gener- • ation of malls. The solution might be to rely less on department stores, or to • build a "main street" —style outdoor vil- lage. Each choice needs to be carefully • considered within the context of the overall vision and the market. Shopping patterns change, markets shift, is and local officials leave office. Whether the situation requires ripping the roof off an enclosed conventional mall or greening a parking structure, consistently and repeat- • edly communicating the vision will strengthen the project's competitive position. i i n a i �.,� , •r b, . • . `ll k �a� yX, i! " •+�+ ,.�f f 4 1 I I v' �11 1 d!"•t, 3 Maj7� ,1y !]A` }��i�„'# II t di --EN ( I I,f,� hY t+ 13a11i`t, Gi ffi, t t N44 `^r'v.� t .�'af i ..f. S i'q - PAY( 1rtrt'y�- -iA �J1 ; 1 a I �aT 4 ,� i �6f i ••. I!„4Kt 2 x '� '. an ze SI r'r�L�,3a`�j�''y ' #f at r,r3 <� '�14- �'� — i �. •• - �� 1 �-� r � ��`� ...]! � —s _� �� t � ry;�� N,:14 AY I � ' `Spta=`. �lu ��,-�vC.;'�IUI� ^� � .�''���• � ,�- '. � i���, yw. {f ww� g tt E vi R `1... S: i- YMO ID s ilk Consider what's next. What are the new secrets of success? What is the next 'big thing" that will change the way you do business and put you ahead of the game? Redevelopment, repositioning, and retenanting may move an existing center from chasing trends to getting ahead of them. Keep a close eye on the markets that you serve, and proactively lease to match the changing demands of these markets. Capitalize on opportunities and pay attention to stakeholder conflicts. Monitoring emerging trends and problems closely will allow you to deal with them quickly and to orchestrate momentum. 0 0 0 39 An obsolete or declining mall will undoubtedly be viewed as a serious problem • for both the owner and the community, but it should also be seen as a long- term, once -in -a -generation opportunity. Through creative visioning, planning, and • development, it may be possible to find an ingenious and comprehensive community - building solution that will have an impact far beyond the mall's parking lots. When • a mall falters, the question that needs to be asked is not "How can we save the mall?" but "How can we use this opportunity to create a higher -value, more sustain- able real estate development that helps build a more livable community?" • The decline of a mall should thus spark an evaluation of how the community has changed and matured since the mall was first built, and lead to a debate about • approaches to redevelopment that will better serve the community's current needs. The goal is to create a plan for growth that (1) reflects the community's vision of its • future and (2) meets the financial and operational requirements of the owners. When they work in partnership to rethink the mall, the public and private sectors have a • tremendous opportunity to optimize long-term real estate returns, augment the image and appeal of the community, strengthen the community's economic vitality, and enhance the surrounding residential neighborhoods. • 32 is No Text Ten Principles for Rethinking the Mall Beyard Michael D., Mary Beth Corrigan, Anita Kramer, Michael Paw/ukiewicz, and Alexa Bach Turn an obsolete mall I into an opportun ity. This booklet describes ways that underused mall sites can be redevel oped into attractive projects that have increased value, are sustainable, and make their communities more livable. Cl Learn how malls can euolue to be made more competitive in their market area. ■ Get guidelines on taking advantage of opportunities at the right time. ■ Understand how to integrate the site into the community. ■ Unlock the value of the land and restore viability to the site. ■ 1 Determine what uses fare appropriate for the market. ■ Build consensus among the public and private sectors, as well as local citizens. ■ Create along -term development strategy. ■ hle pedestrian friendly features and adequate parking. ■ C•reateifa great place that serves as a magnet for the community. ULI—the Urban Land Institute 1025 Thomas Jefferson Street, N.W. Suite 500 West Washington, D.C. 20007-5201 www.uli.org ULI Order #T�28, Packet of Ten Booklets ULI Order, #12-9, Single Copy ill SBN 978-0-87421-*-... Giue a copy of ''�`"°'`•"`""'" inking the Mall this ublication p � ���� packet of ten ' ' �' booklets for just 800- '' � •�.:� 321-5011 to order, ®�� or order online at www.uli.org/ bookstore. More Ten Principles titles from the Urban Land Institute TM.�...b Ten Principles for sou Puti6c'/Pinrate % Par6iersfiil� �h t Successful Public/Private Partnerships Ten Principles for Smart Growth on the Suburban Fringe Ten Principles for Successful Development Around Transit Ten Principles for Rebuilding Neighborhood Retail Ten Principles for Reinventing America's Suburban Strips i W1 El] REPRINTED FROM OCTOBER 2003 ME ixed=Use College merican university campuses traditionally • �have been parklike settings of classic build- ings in an open landscape —a design based •on the desire to create a place apart, unlike the compact models of European universities that are integrated within towns. From their beginnings, U.S. •institutions of higher learning were reached by a gateway formed by an American vernacular of shops, eateries, and lodgings. Grown incremental- •ly, these getaways were composed of a street or two, and perhaps a plaza. As city, state, and federal funding have dwin- •dled, campus and community have become more independent and far more aggressive in shaping their own destinies. A confluence of interests cur- rently is fueling a growing trend toward joint cam- pus/town developments. By working together, with or without developers, both the campus and the •town can leverage their resources, funding, power, and expertise. The benefits of this kind of coopera- tion have altered town and gown relationships to the point where college gateways are not only be- ing reconsidered, but also are being defined and developed in terms of activities, lifestyles, and syn- ergy. Northwestern University, Arthur Hill & Co., and Evanston, Illinois. Northwestern is closely tied to the surrounding city of Evanston, a satellite of Chicago. Once a shopping destination, Evanston's fortunes declined slowly, from having thriving de- partment stores during the flush 1950s to having none by the late 1980s. A meager selection of restaurants and places to stay further decreased the city's ambience. Both residents and students traveled out of the area to go shopping or see the latest movie. A new mixed -use development, Church Street Plaza, was proposed in 1996 by Arthur Hill & Com- pany for an undeveloped 7.5-acre downtown prop- erty used for surface parking. The parcels, adja- cent to the university and bordered by two transit rail stops, were owned partly by Northwestern and partly by Evanston. The master plan, developed by Hill with ELS Architecture and Urban Design, pro- moted zero -lot -line development to reinforce the ur- ban sidewalk experience and to extend the historic downtown fabric. Because it was a horizontal rather than vertical mixed -use development, Hill was able to form alliances with other subdevelop- ers who had expertise in specific building types. The alliances, allowing uses such as retail to be completed before housing was built, created maximum flexibility to respond to fluctuating mar- ket demands and financing mechanisms because they did not require funding by the same equity and debt package. Design criteria and ongoing design review guid- ed four other architecture firms in the design and construction of the office, hotel, and residential components. "This approach assured that the de- velopment looked more like a piece of the down- town urban fabric constructed as cities are, over time, rather than as a single project," explains Arthur Hill, chairman of Arthur Hill & Company. Church Street Plaza was completed this past spring. Entirely privately developed in cooperation with the city and Northwestern, the project con- tains 160,000 square feet of retail and entertain- ment space, a 22,000-square-foot bookstore, a 178-room hotel,190,000 square feet of office space, 205 housing units, and a 1,500-car parking structure developed by Hill & Company with city - provided funding and owned by the city. A multi - screen cinema with a two-story lobby helps to ani- mate the complex and the street, and the plaza is used day and night. During the developer/architect selection process, the issue of how much a mixed -use proj- ect would compete with the existing downtown was often debated. However, Church Street Plaza is credited with providing a regional draw and with at- tracting additional businesses, new housing devel- opments, and new restaurants to Evanston's down- town, bringing in more people and patrons. The city is benefiting through increased proper- ty tax, sales tax, and parking revenues while North- western has access to a downtown with amenities for its students as well as a service -oriented hotel where executives attending the university's busi- ness programs can stay. Ohio State University's Campus Partners and Columbus, Ohio. When the difficulties of surround- ing neighborhoods deter private developers, univer- sities and cities are not hesitating to step in, either sweetening offers or, even bolder, becoming the de- veloper themselves. It was about a decade ago when Ohio State began to take note of the deterio- rating quality of High Street, the main street of Columbus that runs through the university district and along the eastern border of the university cam- pus. The murder of a student near the main thor- oughfare spurred interest in improving the area, in- cluding the almost two-mile stretch of cheap restaurants, bars, and rundown storefronts. The area offered little to draw students to live near the campus, which led to it becoming a less attractive, after-hours community and made it less appealing for potential new students and faculty. In re- sponse, Ohio State established Campus Partners for Community Urban Redevelopment in 1995, a separate nonprofit agency with a 16-member gov- erning board that includes the city's development director and several neighborhood and student rep- resentatives. Working closely with people who worked and lived in the area, and using city and university funds, Campus Partners and Boston -based urban planners Goody, Clancy & Associates developed a High Street master plan for 7.5 acres south of the campus. The proposed $187 million mixed -use de- velopment, South Campus Gateway, would include 250,000 square feet of restaurant, retail, and en- tertainment space; 70,000 square feet of office space; 175 units of housing; and a 1,200-car park- ing garage. The city used its power of eminent domain to 0 help acquire property and provided $7 million for public improvements. A total of $20 million from Ohio State's endowment funds paid for the 31 parcels of land. The state provided $4.5 million to- ward the parking garage, and through a new feder- al program, Campus Partners received tax -credit al- locations of $35 million. An additional $110 million is to be financed through the sale of bonds by the university, and the remaining $10.5 million is to be conventionally financed. The university kept contributing to the project, beginning with a 50,000-square-foot bookstore, purchased as it was going out of business, that will be one of the largest in the Midwest and a major anchor when combined with the university book- store. In addition, the university will become the tenant for the office space, and Ohio State law stu- dents are expected to take over most of the hous- ing. Jones Lang LaSalle, a fee developer, will man- age the design, construction, and leasing. "Our goal is to improve the quality of life in the neighborhood," explains Steve Sterrett, community relations director for Campus Partners. "We want to encourage people to invest in their property so more improvements will happen and people will be drawn to High Street —a vibrant active High Street." Florida Atlantic University, de Guardiola Develop- ment Ventures, and Jupiter, Florida. According to de- veloper George de Guardiola, in the late 1980s he had a vision of an integrated community based on At Northwestern University, located adjacent to downtown Evanston, a new mixed -use develop- ment, Church Street Plaza, was completed this spring on a 7.5- acre parcel of land. It includes a 143,000- square-foot retail/ entertainment pavilion with a multiplex cinema as well as a bookstore, a hotel, office space, housing, and a w parking structure. new urbanism principles of combining workplaces, shopping, and housing in compact neighborhoods linked by transit. He envisioned a development on a grand scale, wanting to include educational insti- tutions from a grade school to a university, plus a ballpark, space for recreational sports, and thou- sands of square feet of retail and housing. At around the same time, Florida Atlantic Uni- versity (FAU), offering classes in the West Palm Beach area, realized that it had more students than space. In 1990, with 1,600 students attend- ing classes in rented space, the state board of re- gents decided a new permanent campus was nec- essary and a search was conducted for a site. That led to a collaboration among de Guardiola, FAU, and the John D. and Catherine T. MacArthur Foundation, which owned thousands of acres in the area and shared an interest in new urbanism concepts. On 2,055 acres of foundation land in the town of Jupiter, near West Palm Beach, de Guardiola and a team of new urbanist planners, in cluding Andres Duany and Peter Calthorpe, con- ceived the original master plan for the Abacoa de- velopment. The foundation donated 135 acres to FAU for a new campus within Abacoa. Developed by FAU, the new John D. MacArthur Campus at Jupiter opened in fall 1999 with six build- ings and is expected to increase to an enrollment of 4,000 students. The campus is adjacent to Abacoa's town center, with 35 acres now developed that in- cludes an entertainment retail facility with a megaplex theater. Located directly across the campus is the • $20 million Roger Dean Stadium, the spring training home of the St. Louis Cardinals and the Florida Mar- lins. The surrounding community includes an open-air stage and theater green, restaurants, offices, shops, a golf course, a middle school, an elementary school, and the future site for a 130-room hotel convention facility. The University of California, Merced County, and the city of Merced. The University of California (UC) is overseeing both the construction of its new tenth campus and the accompanying master -planned com- munity. The campus's $280 million first phase, fund- ed through lease revenue bonds, is slated to open in 2005, allowing it to accommodate 25,000 students and 6,000 faculty members in 25 years. The universi- ty also prepared the guidelines for the selection of the master developer for the accompanying communi- ty and is in final negotiations to make a selection. The new 2,133-acre development, located next to the campus, is expected to grow to 31,000 residents. Unlike traditional college gateways, which have ad hoc buildings, most of these new university communi- ty developments have involved an intense and pro- longed planning effort. When the developer is at the helm, the time span is shortened. Universities and E • • U u r� �J •cities generally do not seek, as a private developer would, a quick return, and when the university and city are leading, it is not unusual for development to take •five to ten years. "Institutions like us tend to think in long terms —like forever —so we tend to take the long- term view;' explains Bob Fenning, vice president for •administration and finance at Old Dominion University in Norfolk, Virginia. "If we could have left it to market • • forces or the private sector to provide good market uses adjacent to campus, we would have, but the problems we've undertaken have evolved over years. We want to take an active role with our team part- ners, and it does take vision and time,' he maintains. Whatever combination of city, university, or devel- oper interests takes the lead, collaboration is essen- tial. Surrounding communities often effectively brake development ideas, particularly when a higher educa- tion institution is involved, and the success in getting a project through often can be gauged by the extent At Ohio State University, High Street, the main street of Columbus that runs through the university district (left), is undergoing a revitalization that will include 250,000 square feet of retail, restau- rant, and entertainment space, plus offices, housing, and a parking garage (above). to which the community agrees with the program. When the University of California's Hastings Law School decided to develop an eight -level garage next to its campus in the urban Tenderloin neighborhood of San Francisco, the community objected. By listening more closely to community needs, Hastings realized the benefits of developing a mixed -use facility that would include retail and housing. In addition, the school teamed up with a local YMCA to include in the program a sports and recreation center to be jointly used by students and neighbors. The project now is being redesigned, this time with community support. Ohio State University's Campus Partners has taken a diligent approach to the idea of col- laboration in its development of High Street. The organization worked for months to gain the support of dozens of community groups and formed a 40-member advisory steering commit- tee with diverse stakeholders. The High Street plan was approved last year by the city council; groundbreaking on one phase of the plan is scheduled for November 2003, with the opening set for fall 2005. .Most of the university -related de- velopment efforts have a broad scope, with the visible physical im- provements constituting just one part of a wide strategy. Cities contribute special infrastructure improvements, financing for planning and consul- tants, development incentives, and a streamlined review process; the edu- cational institution provides expertise in law, government, and federal pro - In grams, and use of its resources. Old Dominion University, for example, is providing access to its library and high-speed data communications to Y attract new businesses to offices w within the Village, a 13-block area the college is redeveloping with Norfolk. In the end, it is the development's connec- tion to the campus and community that helps to create synergy, while the design and plan- ning can create such a connection visually. The master plan of Church Street Plaza in Evanston, for example, was designed as a con- temporary interpretation of the local Chicago style to fit into the existing street grid and en- hance the sidewalk experience. At Ohio State, the goal is to limit national chains to 35 per- cent of the retail space, with most leases going to local and regional retailers. Village Com- mons, developed more than a decade ago in South Hadley, Massachusetts, by Mount Holyoke College with Graham Gund Architects of Cambridge, Massachusetts, is a mix of spe- cialty businesses that took time to locate and develop, and now serves as the town's shop- ping center. The question remains how these new mar- ket -driven campus gateways will stack up to the college gateways that have been built slowly over years. Clearly a new approach is emerging, but what is yet to be seen is how this "whole cloth" vernacular will alter educational institu- tions and the neighborhoods they serve. —Dorit Fromm, a writer and communications director, and Barry Elbasani, founding principal at ELS Architecture and Urban Design, a Berke- ley, California -based architectural firm Reprinted with permission from Urban Land, October 2003, published by ULI-the Urban Land Institute, 1025 Thomas Jefferson Street N.W., Suite 500W Washington, D.C. 20007-5201 • A>( jr-iF1'1 U Z I[ I if iC,lf_, & CO. LiL,C 900 Clark Street Evanston, IL 60201 Tel 847-570-4800 Fax 847-570-5656 e ELS ARCHITECTURE AND URBAN DESIGN 2040 Addison Street Berkeley, CA 94704 510.549.2929 510.843.3304 fax www.elsarch.com 0 >"TY p • d 'F •. i # 4 .. 4 se '#'I I L -1. � dxf •� .r'r•yO 40, CITY OF FORT COLLINS MIDTOWN COMMERCIAL REDEVELOPMENT STUDY Proposal The larger planning goals also include the repositioning or redevelopment of a number of other vacant retail parcels on the College Avenue corridor including those formerly occupied by Wild Oats, Circuit City, Linens 'n Things, and Wal-Mart. The greatest potential for these sites is clearly tied to a complementary relationship to the redevelopment of Foothills Mall and to the Mason Corridor BRT improvements that will create new access and frontage for development. Replacing the inward focus of Foothills Mall with a greater level of connectivity to surrounding uses and further connecting the Midtown district to CSU and downtown Fort Collins can lead to a successful commercial corridor that is well integrated with its larger community. The primary objective is for the City to utilize its planning, zoning, and public financing tools to help facilitate redevelopment consistent with its vision and goals for the Midtown District. Clearly, the ultimate development of Foothills Mall will be the responsibility of the current owner, General Growth Properties, or a potential future buyer. The City is, however, taking a proactive stance and using its available planning tools to define a desired future development option for the Mall and to determine the need for an appropriate application of its economic and financing incentives tools to address feasibility issues in achieving the desired public benefits for the Midtown District and Fort Collins as a whole. Project Approach The ELS — EPS — Warren Wilson team was formed to respond to the specific requirements of the Midtown Study. We will work with the City to develop a detailed work plan to achieve the project deliverables including: • A development framework and concept plan for the redevelopment of Foothills Mall and its associated properties. • A public financing package that addresses the project financing need and achieves the desired development program. • A marketing package to position the Mall properties for reinvestment and redevelopment by its current owner or to trigger its sale to a motivated development entity. • Economic and land use analysis of the Mason -College Corridor to identify key redevelopment opportunities as well as synergies with the Mall development vision. • A redevelopment plan and strategy identifying the key actions, phasing and investments to facilitate the corridor's redevelopment potentials. The ELS - EPS - Warren Wilson approach to the major work plan elements is as follows: A) Economic/Market Analysis EPS will conduct a detailed retail market study for the Mall properties and nearby Mason -College Corridor redevelopment parcels. The analysis will be based on an update of EPS's retail regional sales flow model to document WILLIAM P. MACHT From Mall to Place Merchandising to different market segments spells success for a project that mixes an interior mall with street retail. n an era when suburban malls saturate landscapes and many are moribund, Park Mall in Tucson, Arizona, was on the verge of meeting a similar fate. In 1996, when General Growth Properties, a Chicago - based real estate investment trust, acquired the 832,063-square-foot, 70-acre center, vacancies or short-term leases accounted for 80 percent of the gross leasable area. Most of the remain- ing merchants, in place since the mall's open- ing in 1975, had not renovated their stores, and the common areas, considered drab and dat- ed, had never been renovated. Ceilings were low and the lighting was dim and uneven. Park Mall provided limited food offerings and no restrooms, and its two -screen theater had closed. It was lagging in competition with two other retail centers in the area, including the dominant player, Tucson Mall, a 1.3 million - square -foot, five -anchor mall that General Growth later purchased. General Growth, one of the country's largest owners of shopping centers, purchased Park Mall with the strategy that it could be re- developed, remerchandised, and repositioned while three anchors—Macy's, Sears, and Dillard's—were retained. The cornerstone for General Growth's plan was to deliver a retail and entertainment center targeted to three cus- tomer types —those with little time to shop, traditional mall patrons, and young adults and young families. Park Mall was built with a traditional dumbbell shape linking the Macy's and the Sears stores, with a short center leg connected to Dillard's. An extensive renovation was planned by General Growth Properties and Berkeley, California —based ELS Architecture and Urban Design that moved Dillard's to a new store built at the east crook of the T, re- placing a large cafeteria, and placed a fourth department store pad at the west crook of the T, where the outdated cinemas were removed. The main north -south axis was rebuilt, an- chored by "street retail" on the northern fa- MACV'S The traditional plan of Park Mall has been rearranged through an extensive renovation that involved moving Dillard's to a new store built at the east with a fourth department store pad positioned at the west. The north south axis is anchored by street retail on the north facade and an entertainment district at the �'— south, on the former Dillard's ,,,,yyam�. I .Atr•5 site. DILLARD S BROADWAYSHOPE7,1 F P cade and an entertainment district at the southern end on the former Dillard's site. The new skylighted, barrel- vaulted spine now has large plazas at each end visible through tall glass walls so the inside and ends of the tunnel are daylighted. The strategy behind the plan was to create multidimensional destination places for each customer type rather than update the "single dimension, single destination" character of the original mall. "We gave each destination area in Park Place a distinctive look and feel with- in a Tucson context," explains Jamie Rusin, a principal at ELS. Each destination has its own SEARS SEARS r: Ira � a re �;U O o W •�J DISTRICT configuration, architectural character, key mer- • chants, target customers, and location. Flanking the northern entrance facing • Broadway Boulevard, nine new shops were built, comprising 100,000 square feet of space that collectively acts like a minianchor. The • 36 Urban Land February 2004 • • • Before the renovation, the common areas in Park Mall were dark and out -dated, the ceilings were low, and lighting was dim and uneven (below). Now the new skylighted, barrel-vaulted spine has large plazas at each end that are visible through tall glass walls (above and at right). • merchants, including Abercrombie & Fitch, Old Navy, Z Gallerie, Borders Books & Music, Talbot's, Talbot's Petites, Starbucks, and Sharper • Image, obtained street visibility and identity, convenient parking, large store size, and low common -area maintenance costs. Designed for in -and -out shoppers, the area leading into the street -level retail shops has wide sidewalks and pedestrian amenities such as fountains, • benches, and native plants. Each of the nine merchant buildings was designed in conjunc- tion with the tenant to emulate the kind of • visual variety and appearance of a typical downtown street in Tucson. A wide plaza with a fountain helps to provide a transition to the in- terior areas. If the recently de- feated light -rail plan is resur- rected, it would pass by the retail strips on Broadway Boulevard, which could be expected to help attract additional shoppers. Creation of street retail space helped solve an interior mall problem. The depth of the old stores, based on outdated standards common when the center was built, had averaged v3 150 feet, resulting in sites that were both too deep and too large. Substantial reduction of structed, freeing land for the new entertain- ment district. A 296-space parking deck was built adjoining the east side of Dillard's, bring- ing the total number of parking spaces to 5,455 for the 1 million -square -foot center, main- taining a five -to -one parking ratio. A com- panion parking deck is planned adjoining the pad for the fourth department store. The entertainment district was designed around an exterior southern plaza communi- ty gathering place, which is surrounded by restaurants with outdoor seating, fountains, and landscaping. An interior, skylighted, air- conditioned market plaza contains an 800-seat, eight -vendor food court, a 20-screen Century Theater complex, a 1,600-square-foot children's play area, and youth -oriented retailers. The barrel-vaulted roof was installed at night using construction tech- niques adopted to keep the en- closed mall merchants in business during the renovation. The new 1, �, roof structure was added to the store depth and reallocation of that space to the street retail use reduced the mall interior from 310,000 to 220,000 square feet. The low ceilings and conversation pits in the common area of the original center were replaced with new 42- foot-high barrel-vaulted ceilings and deep -re- cessed windows to provide optimum natural light. The smaller shops were remerchandised with fashion merchants such as Banana Re- public and Coldwater Creek In addition, most of the storefronts were rebuilt. The outdated Dillard's was demolished and a new 200,000- square- foot store was con - mall common area by building over the existing 24-foot roof and structure. Once the new structure and roof were in place, the old roof was used as a working plat- form to install the new finish ma- terials. When the new ceiling was in place and weather -tight, the old roof and structure were removed from below. Projects that mix interior malls and street retail have had mixed results. Often open-air retail areas do not perform as well as the in- terior retail areas or, conversely, the street retail dominates the cen- ter. Since rehabilitation, Park Place reports a doubling in sales. Cred- it for Park Place's success is given to a separate, but interconnected, spatial configuration tied to mer- chandising to different market segments, where each district has unique target cus- tomers and a different set of merchants. This transformation was encapsulated and com- municated through a name change from Park Mall to Park Place. e WILLIAM P. MACxT is a professor of urban planning and development at Portland State University in Oregon and a development consultant. (Comments about projects profiled in this column, as well as proposals for future profiles, can be sent to the author at willmacht@gorge.net.) • Reprinted with permission from Urban Land, February2004. Published by ULI-Urban Land Institute, 1025 Thomas Jefferson Street, N.W., Suite 500W, Washington, DC 20007-5201 ON THE COVER Foreground., Shoes designed by Nike Backgmund.- Denver Pavilions designed by ELS Architecture and Urban Design Photo: B.R.Wilson ELS ARCHITECTURE AND URBAN DESIGN 2040 Addison Street Berkeley, CA 94704 510.549.2929 510.843.3304 fax www.elsarch.com E Summerlin BLalldS 41 Summerlin Centre offers • an alternative for those who seek an authentic ,`• and sustainable public realm experience. • • Summerlin Centre, a master -planned •community, is designed as a walkable downtown with shady sidewalks and pedestrian -friendly streets. an Urban Core FOR THE NEARLY 2 MILLION people who call Las Vegas home, a new major open-air town center designed for promenading, people watching, relaxing, shopping, and entertaining is about to change the urban landscape. The first phase of Summerlin Centre's 40o-acre (162- ha) new urban town center is under construction in the 22,5oo-acre (9,io6-ha) master -planned com- munity of Summerlin. Designed as a walkable downtown with shady sidewalks, pedestrian -friendly inter- sections, and a large community gathering place, the town center is intended to serve as a local and regional destination. The Las Vegas Strip is highly popular, and the 40 million visitors who come each year arrive in an automobile -dominated environment that essentially offers themed venues. Summerlin Centre offers an alternative for those who seek an authentic and sustainable public realm experience. Located at the northwest edge of Las Vegas, Summerlin is within a 12-minute drive of downtown Las Vegas and 20 minutes from the Strip. It combines more than two -dozen villages with over 37,000 homes, as well as employment centers, business parks, shopping centers, medical facilities, schools, churches, cultural facilities, parks, and trails. Overall, Summerlin is suburban in nature, with anchored neighborhood commercial centers in key locations throughout the community. Since development began in 199o, Summerlin's popu- lation has grown to approximately 95,000 people. Over the next 20 years, Summerlin is expected to be home to more than 2oo,000 resi- dents. Its average annual household income is over $13o,000, and about 70 percent of the residents have college or postgraduate degrees. Most residents in Summerlin pur- chase their properties as a primary residence and want to put down roots in a true community. Crucial to the town center's viability as a regional destination, the recent extension of the Las Vegas Beltway cuts through nine miles of the Summerlin community. This regional transportation corridor passes by the new town center, providing superior regional access to the Las Vegas valley. Unlike many regional centers, the Summerlin town center is planned to accom- modate large numbers of regional visitors without creating heavy traffic congestion, by providing separate entrances for regional and local visitors. Regional visitors can reach the town center from the Las Vegas Beltway on the west, while the local community has access from major arterial routes. As part of a 1,3oo-acre (526-ha) village called Summerlin Centre, the town center brings together retail, restaurant, residential, office, hotel, and entertainment uses set along a traditional street grid combining two-lane streets, pedestrian -friendly sidewalks, paseos, plazas, and courtyards. The too -acre (4o-ha) BARRY ELBASANI AND KEVIN T. ORROCK first phase is slated for completion in 2009; the adjacent Soo acres (121 ha) to the north and east include the new Red Rock Casino Resort and Spa, which opened last year. Upon full buildout, Summerin's town center could include 15,000 to 25,000 residents, depending on its ultimate density. Development in the first phase, currently under construction, includes four major department store anchors, several smaller anchors, national and local specialty shops, restaurants, and some offices. The town center brings in high -end national retailers and restaurateurs who have not previously established a presence in the region or outside the Las Vegas Strip, including Nordstrom and Crate & Barrel. To provide a full service of retail offerings, the town center con- tains both luxury and middle -market retail shops. To create the framework for a downtown, the master plan orga- nizes the first phase into a series of six districts, each with its own distinctive architectural and retail character. The northern district and the southern district are the main entries to the center and serve as transitions from the sur- rounding residential and resort neighborhoods to the more urban commercial core. The northern and southern districts both have a formal entry drive and are anchored by a retail street at one end and an open-air galleria at the other end. The remaining four districts vary in nature, some formal with high -end retail anchors and shops, some more informal with retail that is Ori- ented toward families or youths. An open central plaza provides a major urban gathering place for parades, festivals, performances, art fairs, and other events. The master plan creates a vehicular and pedestrian circula- URBAN LAND S E P T E M B E R 2 0 0 7 Reprinted with permission from Urban Land, September 2007. Published by ULI-Urban Land Institute, 1025 Thomas Jefferson Street, N.W., Suite 500W, Washington, DC 20007-5201 tion network primarily composed of two-lane streets with parallel park- ing and wide, shaded side walks. Pavilion Center Drive, a formal, four -lane boulevard running north to south and lined with palm trees, serves as a major gateway into the entire town center and a signature address for retail, office, and resi- dential developments within the center. Streets running from east to west align with the master -planned streets of the residential areas east of Pavilion Center Drive. A north - south, pedestrian -only, open-air circulation grand paseo anchors the most pedestrian -intensive retail uses. This paseo connects districts with a continuous series of public spaces that range from formal to informal, shaded to unshaded, active to quiet. Pedestrian cross- walks link the paseo across the east -west street system. The street grid system is intended to be flexi- ble enough to accommodate changes in the market, serving as a framework for future development. Precast concrete will be used at the pedestrian level while precast concrete orterra-cotta- panels will be used at the upper levels. The open-air town center capi- talizes on the popularity of the region's outdoor areas —it is only a few miles from Red Rock Canyon National Conservation Area, which attracts more than i million visitors each year who engage in numerous outdoor recreational activities including hiking, cycling, and rock climb- ing. Temperatures in the area can become quite hot during the summer months. A variety of strategies helps keep the town center's pedestrian paths and open spaces cool, including structures that span— and shade —the central paseo, leafy deciduous trees, and colonnades in front of the retail shops. To activate the street within the Summerlin Centre, building entrances to shops, restaurants, business offices, hotel lobbies, and residences will be located immediately adjacent to the streets. Sidewalks are wide enough to accommodate cafe seating, shade trees, and pro- jecting shopfronts. Awnings and trellises further enhance the streetscape. In most areas, retail and residences will wrap around proposed parking structures to conceal them from view. To help maintain a vibrant public realm, the master plan calls for a wide variety of residential types, including low- to medium -densi- ty townhouses, three- and four- story multifamily housing, and higher -density multifamily hous- ing going up to 18 stories. Building materials include precast concrete at the pedestrian level and precast concrete or terracot- ta panels at upper levels. Stone is used judiciously, depending on the district character. Colors at the pedestrian level are gen- erally light to minimize heat absorption, while colors at the upper levels respond to the local landscape, particularly the red rock environment of the mountains to the west. The project's goal is to achieve green building certification for core and shell development under the U.S. Green Building Council's Leadership in Energy and Environmental Design (LEED-CS). In addition, the mas- ter plan establishes a set of guidelines for retail and office tenants to achieve their own LEED certification. All districts employ water features, which play a crucial role in mitigating the hot tempera- tures of the summer months. In order to use water responsi- bly in the desert climate, the design reduces evapora- tion as much as possible by mini- mizing the surface area of water exposed to the air and integrating water features with landscaping. Fountains are designed as narrow runnels and quiet pools placed at key spaces and pedestrian gathering areas along the paseo. Las Vegas is one of the coun- try's fastest -growing cities —its population has increased more than 300 percent since ig80. Retail has been slow to keep pace, and dense, urban, pedes- trian -friendly areas where people can "see and be seen" have been scarce. When it opens in two years, the town center at 40 Summerlin Centre will provide a major new downtown core where local community members® and residents of all of western Las Vegas can spend an entire day in a relaxed yet lively atmosphere. lL BARRY ELBASANI isa founding principal of Berkeley, (alifornia-based EIS Architecture and Urban Design. KEVIN T. 0 R R 0 C K is top division executive at the Howard Hughes corporation (an affiliate of General Growth Properties). 40 EIL1S ARCHITECTURE AND URBAN DESIGN 2040 ADDISON STREET BERKELEY, CA 94704 P 510.549.2929 F 510.843.3304 WWW.ELSARCH.COM 222 URBAN LAND SEPTEMBER 2007 • • • inspiring commercial design solutions march 2006 � a green light for retail? As environmentally sustainable thinking transforms and inspires the building industry, retail is changing as well By Jason Wilkinson and Geno Yuri Is it a paradox for those in the retail business to extol environmentally friendly stores and operations? No. Our retail clients understand that sustainable design makes good business sense as lifecycle costs are reduced, customer satisfaction and loyalty increase, retention and productivity of employees improve, and there is increased brand identification from positive association with a green project. As public pressure on local and state government policies continue to increase, more retailers are seeing the advantages of being at the sustainable forefront. Creating enticing and comfortable retail environments for customers requires significant use of energy for lighting displays and merchandising —seen as essential to fuel sales. In addition, cooling and heating large format interiors add to energy consumption. With more than 20,000 retail stores opening each year — accounting for 23 percent of all new structures excluding homes —retail has a significant environmental impact. The U.S. Department of Energy has found that retail buildings occupy more space than any other segment of the commercial market, and that retailers are reluctant to cut down energy use for fear of impacting customer comfort. In a highly competitive business, initially high costs of incorporating some energy - An ELS mixed -use (retail and residential) project in Hawaii is seeking LEED certification (right). saving technologies can be a deterrent to sustainable efforts. In addition, tight schedules and narrow profit margins of volume building each year in a variety of locations makes Leadership in Energy and Environmental Design (LEED) certification from the United States Green Building Council (USGBC) more challenging, as the rating system requires project specific documentation. Turning retail "green" is emerging out of changing attitudes from retailers, developers, and consumers. This transformation can be seen in corporate retailers who grasp both the ethical benefits and economic benefits of green retailing practices. For example, Wal-Mart's lighting program includes providing skylights in new buildings because their studies have shown that daylight enhances product presentation and increases sales. The company's green super - center store, which opened last summer in Texas, features photovoltaic cells in the clerestories and skylights, radiant floor heating, a rainwater collection and filtration system, and a wind turbine. Starbucks, with more than 9,000 stores, has developed company -wide policies on energy and waste reduction, and it uses environmentally friendly materials for cabinetry and seating in new store construction. Whole Foods is the first food retailer in the United States to introduce a solar -powered lighting system and has purchased renewable energy credits from wind farms to offset 100 percent of the electricity used in all of its stores. A Target store in downtown Chicago even has a green roof. By pursuing the LEED "seal of approval," retailers can demonstrate their commitment to project performance. To this end, the USGBC is evaluating methods to streamline certification and address the need for a volume -build certification process. Opportunities exist for designers to build on their client's retail brand and store concepts using a green design philosophy. To maximize design opportunities, assembling a green team at the beginning of a project is best. We and our clients engage the consulting team to develop a whole -building approach to integrating green design concepts, building, and system components, rather than addressing each separately. On a large retail, mixed -use project in the Southwest, we and our client are working hand -in -hand with a number of green consultants. The client and design team looked at what could have been a tradi- tional enclosed mall, due to year-round temperature fluctuations, but instead are considering an outdoor concept with a lively, central pedestrian spine with many green features. A recent all -day design charette focused on creating comfortable shopping environments, addressing wind and sun orientations, maximizing shading, and exploring the use of cooling towers. Together, our team can define and articulate a more comfortable, interesting environment for customers, while also incorporating energy savings. On a project in Hawaii, a shopping center with housing, the client's intentions have been enthu- siastically seconded by two large environmentally -conscious retailers who cite a commitment to green design and LEED certification as one of their reasons for interest in becoming part of the project. We believe green retail environments can make a significant positive impact on this country's sustainable efforts. This building sector touches many of us on a daily basis and has the potential to educate millions of shoppers about sustainable retailing. IR Geno Yun, AIA, associate principal at ELS in Berkeley, Calif., is a member of the USGBC LEED Application Guide for Retail committee. Jason Wilkinson, a designer at ELS, is a LEED 2.0 accredited professional. ti ELS ARCHITECTURE AND URBAN DESIGN 2040 Addison Street Berkeley, CA 94704 510.549.2929 510.843.3304 fax www.elsarch.com 0 2006 VNU Business Media, Inc. Reprinted with permission from Contract. 0 '�Ahit�ecture a�n'dU'rban atie, Wee �gr�a�h by Cesar aRubio z .. The cinema's old, traditional snack bars were overhauled into sleek, sophisticated lounge and bar areas (cover and above) on the second floor of Sundance Kabuki. Con- tinuing the atmosphere deeper inside, three theaters feature cocktail tables inte- grated with the stadium seating. At most movie theaters, it's safe to assume moviegoers choose a venue more often for its showtimes than for its interior design. At the Sundance Kabuki Cinemas in San Francisco, however, the entertainment isn't just up on the screen, thanks to a thoughtful design from ELS Architecture and Urban Design. Located in San Francisco's Japantown, Sundance Kabuki Cinemas originally opened in 1968 as part of the Japantown Redevelopment and was crafted to showcase live kabuki performances. In 1986, the theater was rede- veloped into an eight -screen multiplex, and, by 2006, the space was functioning but outdated. "It had scarcely been touched and was quite dated and worn," recalls D. Jamie Rusin, AIA, principal at ELS. That year, however, Sundance Cinemas purchased the complex and set about transforming it into a state-of-the-art moviegoing experience, including top-notch theaters alongside a range of sophisticated drinking and dining venues. In transforming the multiplex into a first-class cinema, Sundance Cinemas turned to Berkeley -based ELS and tasked the designers with the interesting challenge of Photo by Jennifer Reiley merging the western roots of Sundance, which has its home base in Utah's Wasatch Mountains, with the dense, urban site and local flavor of Japantown. "It's important when we build these theaters that there's a tip to Sundance with an aesthetic that one might call rustic elegance, and there also needs to be respect for the mar- ket," says Nancy Klasky Gribler, executive vice president of marketing for Sundance Cinemas. "In all the theaters we're designing, there has to be an acknowledgment of the loca- tion." For the first Sundance Cinema in Madison, Wisc., this translated into a palette of local materials including slate, natural rock, and birch trees. For the San Francisco locale, it morphed into a range of natural and rustic mate- rials in layered spaces that evoke both traditional Japanese architecture and western landscapes. "I tried to put myself in the mind of a designer from Japan. If this building were picked up and put in down- town Tokyo and you had to turn it into a Sundance theater, how would you achieve that rustic elegance aesthetic from the viewpoint of a Japanese designer?" explains William Gordon, associate at ELS. contract august 2008 www.contractmagazine.com design The answer is a sophisticated East -meets -West scheme. At the entrance, an outdoor plaza was transformed into an atrium lobby that blurs the lines between indoors and out, a technique that is carried through the entire complex. On the ground floor, natural elements abound, from 20-ft.-tall live bamboo to a ticket counter made from a single, 15-ft.-long, rough -edged slab of pecan. A palette of reclaimed wood, concrete, and steel extends the aesthetic to the second floor. Upstairs, the new Bar Bistro occupies a former concession area, while another dining option, the Balcony Bar, offers framed views of Pacific Heights. Custom -designed light fixtures recall Japanese lanterns, and the intimate lounge seat- ing offers low views reminiscent of a traditional Japanese tearoom. "It's an elegant space to sit and relax. The upper -level balconies offer views of Pacific Heights through the atrium, and as the sun's going down, the sky gets blue, and the fog rolls in, you can sit and have a drink," says Rusin. The dining experience extends inside the theaters, where three auditoriums feature cocktail tables integrated with every seat. The largest auditorium, which Klasky Gribler says staff has dubbed the Big Kabuki, is split, offering both orchestra and bal- cony seating, with the upper level reserved for patrons 21 or older and featuring a more cocktail - lounge vibe. (This combo, of course, made it the place to catch a screening of "Sex and the City: The Movie" along with a cosmopolitan or two.) It's also equipped with a stage, lighting, and microphones for special events and screenings. Individual auditoriums are framed with swagged draperies that reference traditional Kabuki the- ater entry banners, and seven of the auditoriums were updated with stadium seating —a make or break element of the project. "Stadium seating was essential," Rusin recalls. "If we couldn't retro- fit the existing sloped floors with stadium seating, they wouldn't have moved forward." Adding the new seats, however, was much more complicated than simply adding new, stacked seating to a sloped floor. "The main challenge was keeping the stadium seating light enough in weight that the existing building could support it. It's a verti- cally integrated cinema with auditoriums on three levels, and the entire cinema sits over a parking garage," Rusin explains. To address this concern, ELS worked closely with the structural engineer and employed an innovative, lightweight structural system to address weight issues. All combined, the final solution is winning rave reviews. "I think Sundance Kabuki has played an important part in the overall revitalization of Japantown," say Rusin, noting that the neighbor- hood just celebrated its 100th anniversary. And Klasky Gribler gives the project two thumbs up. "There's this awe factor when people walk into the lobby," she says. "It couldn't have been a more per- fect location for us to gain and remodel." M