CATAPULT CENTRAL CLARKSVILLE (3C) MASTER PLAN Redevelopment Commission Meeting | October 22, 2019
Agenda 1. Welcome & Introductions 2. Project Purpose 3. Process & Schedule 4. Preliminary Existing Conditions 5. Precedent Research 6. Setting the Stage 7. Next Steps
Project Team Cynthia Bowen, FAICP, LEED AP Chris Brewer Project Manager Economist 317.263.0127 x128 312.373.6931 cbowen@reasite.com Chris.brewer@aecom.com Adam Peaper, AICP Senior Planner 317.263.0127 x126 C. Edward Curtin, FASLA apeaper@reasite.com Redevelopment Specialist 812.447.0826 Pete Andriot, PLA ecurtin@cwclatitudesllc.com Principal Landscape Architect 502.561.8676 x201 pandriot@reasite.com Alan Rosenwinkel, PLA, LEED AP ND, SITES AP Senior Landscape Architect 317.263.0127 x124 arosenwinkel@reasite.com
Agenda 1. Welcome & Introductions 2. Project Purpose 3. Process & Schedule 4. Preliminary Existing Conditions 5. Precedent Research 6. Setting the Stage 7. Next Steps
Project Purpose What is a Master Plan & How is it Used? • Identifies type, location, character, quality, and amount of redevelopment in each study area. • Identifies a detailed conceptual design for building footprints, amenity infrastructure, public open spaces, pedestrian and bicycle improvements, roadway improvements, etc. • Long-range guide for policy and development changes. • Used by staff and officials when reviewing applications for rezonings and other development or redevelopment petitions.
Agenda 1. Welcome & Introductions 2. Project Purpose & Outcomes 3. Process & Schedule 4. Preliminary Existing Conditions 5. Precedent Research 6. Setting the Stage 7. Next Steps
DISCOVERY VISIONING SYNTHESIS ACTION (Sept ’19 to Dec ‘20) (Dec ’20 to Feb ‘20 ) (Jan ’20 to May ‘20) (June ‘20 to Sept ‘20) Project Management Public Engagement Plan & Community Space Identification Task Force Meetings (3) Draft Master Plan Task Force Meeting (1) Task Force (1) Project Website Public Forums (3) Public Unveiling / Open House (1) Community Project Space Redevelopment Commission Refined Concepts into Meeting (1) Redevelopment Preferred Concept Community Forum / Design Commission Meeting (1) Workshop (1) Focus Group Interviews Recommendations Plan Commission Meeting On-line Community Survey Base Mapping & Data Financial Analysis & (1) Collection Phasing Preliminary Design Town Council (1) Concepts Precedent Research Funding Final Document (25) Existing Conditions Analysis Incentives & Public – Private Partnerships Market Analysis
Agenda 1. Welcome & Introductions 2. Project Purpose 3. Process & Schedule 4. Preliminary Existing Conditions 5. Precedent Research 6. Setting the Stage 7. Next Steps
Existing Land Use
Pedestrian & Bicycle Network
Development Patterns
Agenda 1. Welcome & Introductions 2. Project Purpose 3. Process & Schedule 4. Preliminary Existing Conditions 5. Precedent Research 6. Setting the Stage 7. Next Steps
Westdale Mall Reuse Planning Cedar Rapids, Iowa
Westdale Mall Reuse Planning Cedar Rapids, Iowa Lessons sons Lear arned ned • Influence of out-of-town mall ownership • Role of developer • Fragmented mall ownership • Excess surface parking, poor visibility and access • Old infrastructure needs to be repositioned • New, non-traditional anchors on renovated mall & retail district performance
84th Street Corridor Reuse Plan Omaha, NE 2007 2018
84th Street Corridor Reuse Plan Omaha, NE Lessons sons Lear arned ned • Time to fail; tenants in bankruptcy • Impact of lease restrictions and covenants • Role of public sector in establishing vision for reuse, anchored by public engagement / consensus building • Role of incentives (TIF) • Impact of transit in supporting residential densities 2007 2018 2007 2018
Downer’s Grove, IL Retail Market Analysis
Downer’s, IL Grove Retail Market Analysis Lessons sons Lear arned ned • reuse can be impacted by lease terms, covenants, and conditions linked to specific tenants • reuse goals for older centers often focus on pushing new retail close to street edges
Columbus, Indiana
Columbus, Indiana
ECONOMIC IMPACTS FOR COLUMBUS PROJECTS • 35 projects in and around the downtown area • ROI on for hard investment is $4.06 for every one-time dollar the city contributed INVESTMENT • City invested $36,050,000 • Private sector is invested $128,243000 • City has leveraged its investment for an additional $18,250,000 from other sources CONSTRUCTION • Estimated construction for all projects is $158,718,000. • Return on investment for construction for every one-time dollar the city invested was $3.40 PROPERTY TAXES • Approximately $1,988,260 in new property taxes annually JOBS • 3,041 direct jobs • 3,747 induced jobs were created • 6,788 jobs created in and around Columbus PAYROLL • Direct jobs generated $201,371,018 in payroll • Induced jobs generated $282,309,360 in payroll • Total annual payroll of $483,680,378 INCOME TAX • Direct jobs, indirect and induced jobs generated $17,124,752 in personal income tax
Lessons Learned • This is a POLITICAL PROCESS • COMMUNICATION is critical • Beware of COMMUNITY BURNOUT • Don’t LIMIT yourself to the project area • BUNDLE PROJECTS • Being FLEXIBLE provides other opportunities • Be willing to use every TOOL available • Be aware that AGING INFRASTRUCTURE can be upgraded or addressed as part of other projects • There will be SURPRISES
Agenda 1. Welcome & Introductions 2. Project Purpose 3. Process & Schedule 4. Preliminary Existing Conditions 5. Precedent Research 6. Setting the Stage 7. Next Steps
Retail Trends Year-Over-Year Change in Per Capita Spend Time Spent Purchasing Consumer Goods vs. Per Capita Online Retail Spending 25% Time Spent Purchasing Consumer Goods (Hours/Year) Grocery Per Capita Retail Spending - Electronic Shopping 140 $2,000 Warehouse clubs/superstores 20% Dollars Spent per Capita $1,800 Restaurant Hours per Year 135 $1,600 15% 130 $1,400 10% $1,200 125 $1,000 5% 120 $800 0% 115 $600 1993 1996 1999 2002 2005 2008 2011 2014 2017 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 -5% 1. Growth in retail sales in context with excess retail space 2. Changing spending habits / generational shifts 3. Pop-up stores, experiential retail, non-traditional tenants, in-store order fulfillment
Retail Insight 1. Growth in retail sales in context with excess retail space 2. Changing spending habits / generational shifts 3. Distinct impacts on downtown districts and suburban shopping malls 4. Pop-up stores, experiential retail, non-traditional tenants, in-store order fulfillment
Regional Perspective 3.5% Louisville Regional unemployment rate, December 2018 85,000 New regional Jobs added since 2010 1.6% Rate of new job creation since 2010; in context with Labor Force growth @ 0.9% 2.1% Rate of new job creation, Clark County, IN, since 2010; 10,000 jobs added
Demographic & Housing Insight Trends Since 2000 % of Housing Built by Decade, Clarksville, Indiana ▪ Modest population decrease, possibly linked to 30% increasing median age 25% 25% ▪ 41.5 Significant increase in Median Age 22% 20% 17% ▪ 500 new housing units added 15% 10% 11% ▪ 45% Slight increase in percentage of 8% 8% 7% 5% 2% Indiana-born residents (45%); Similar Indiana 0% cities tend to have much higher shares of in- 2010 or 2000 to 1990 to 1980 to 1970 to 1960 to 1950 to Pre-1950 Later 2009 1999 1989 1979 1969 1959 state born residents (68%) Lack of new housing unit construction since 2010 ▪ ▪ 41% Share of family households
Employment Insight Trends Since 2000 2017 Workers Workers Jobs by NAICS Industry Sector, Clarksville ▪ 2,200 workers – net inflow of who Work who Live 0.0% 0.1% Agriculture, Forestry, Fishing and Hunting commuters into Clarksville 0.0% 0.1% Mining, Quarrying, and Oil and Gas Extraction 0.6% 0.4% Utilities ▪ 50% of workers who work in 4.1% 4.3% Construction 4.3% 14.6% Manufacturing Clarksville are in retail, hotel, and 3.2% 4.0% Wholesale Trade restaurant jobs 28.5% 14.0% Retail Trade 9.5% 5.9% Transportation and Warehousing ▪ 29% of workers who live in 0.4% 1.3% Information 2.2% 4.7% Finance and Insurance 0.7% 1.3% Real Estate and Rental and Leasing Clarksville have jobs in MFG, 0.8% 4.0% Professional, Scientific, and Technical Services warehouse, construction, and 0.1% 0.9% Management of Companies and Enterprises transportation 4.4% 6.7% Administration & Support, Waste Management 2.4% 4.7% Educational Services ▪ 1,100 new jobs held by Clarksville 11.9% 14.2% Health Care and Social Assistance 2.5% 2.0% Arts, Entertainment, and Recreation 20.5% 10.7% Accommodation and Food Services Residents, since 2010, elsewhere in 1.4% 3.1% Other Services (excluding Public Administration) the region 2.5% 3.1% Public Administration
Agenda 1. Welcome & Introductions 2. Project Purpose 3. Process & Schedule 4. Preliminary Existing Conditions 5. Precedent Research 6. Setting the Stage 7. Next Steps
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