An Urban Land InstituteAdvisory Services Panel

February 10-14, 2013

Columbia, South CarolinaAn Era of a New Renaissance for

Colorado Springs

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

• ULI is a membership organization with nearly 30,000 members, worldwide representing the spectrum of real estate development, land use planning and financial disciplines, working in private enterprise and public service.

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

About the Urban Land Institute

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• Since 1947

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

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

• Process

• Review background materials

• Receive a sponsor presentation & tour

• Conduct stakeholder interviews

• Consider data, frame issues and write recommendations

• Make presentation

• Produce a final report

The ULI Advisory Services Program

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13 Thank You

• Mayor Steve Benjamin• City Council Members

• Sam Davis• Tameika Isaac Devine• Leona K Plaugh• Brian DeQuincey

Newman• Cameron Runyan• Moe Baddourah

• Fred Delk• Heather Foley

• Columbia Development Corporation

• Arnold Companies• City Center Partnership• Columbia Metropolitan

Convention Center• Five Points• Historic Columbia

Foundation• Thompson & Company• University of South

Carolina• The Congagree Vista

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13 The PanelChair

Alex Rose

Panelists

John KnottDan ConwayStephen EngblomAmy Barrett Calvin GladneyRick DishnicaTom Murphy

ULI Staff

Tom Eitler

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• Connectivity• A Plan• Leadership

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13John Knott

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13 Vision for the Future

Buildings and Cities as Living Organisms

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13 What you said September 2011 – ULI SC TAP

• Columbia is a City of Neighborhood islands that are stranded from each other

• Columbia is a Capital City and the most International City in the State

• Columbia has great Urban Moments but not a great Urban Fabric

• Too many plans and too little action• Columbia - A 21st Century

Sustainable City that sets example for the State

• One Columbia is the Common Goal

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What we observed September 2011

• Lack of physical connectivity between neighborhoods, cultural and historic assets, accompanied by lack of civic connections among groups and leadership

• Number of willing participants with a depth of knowledge across many issues

• Columbia may be the most over parked city in the State

• Current density of development and limited number of residential units in the Urban Core is inadequate to achieve connectivity, urbanism desired

• Safety for all ages must be overriding priority

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Challenges identified in 2011

• Limited planning powers and outdated Euclidian Zoning Ordinances

• Fragmented ownership of roads and parcels

• Disconnected Urban Moments and public open space

• Lack of strategic focus and coordination for redevelopment

• Inadequate redevelopment incentives and financing strategies

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What you said February 2013 – ULI National Advisory Panel• Different neighborhoods separated by very wide streets• Need Bridges over layers of Government• History trail connecting downtown historic assets like the

Freedom Trail in Boston• Assembly / Gervais biggest problem• Higher priority on mixed use development• Must have great urban schools to grow residential

capacity• What is Columbia’s actual identity – What and Who do

we want to be

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Vision – Who is Columbia

• Ecological City• University City• Capital City• Entrepreneurial City

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Growth Strategies – Build on Assets

• Capital & Cash Flow Mapping Strategic Partners• Entrepreneurial/Incubater Economy• Those Who Work Downtown Live Downtown• Eco-Cultural Tourism Cluster

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Strategic Partners

• SCDOT / City• USC / City Parking & Connectivity• USC / City / Five Points• City / Clemson University• City / USC Research Centers

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13Dan Conway

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13Six County Area

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13 Six County Area

• 781,000 people• 301,000 households• 462,000 people employed• Includes over 36,500 college

students

• Projected to grow by:– 10,400 people per year– 6,200 jobs per year

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13 City of Columbia

• 132,000 people• 46,000 households• Growing by 1,000-1,500 people per year• 30% live within 7 minutes of the State

Capital• Over 150,000 people commute to work in

the City Center• That equals 30% of the total jobs in the

region• But only 17% of the region’s population

live in the City.

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13 Office

• Regional Office Market includes 33.4 million square feet with 11% vacancy

• Projected to grow annually by 484,000 square feet• Central Business District has 10.9 million square feet• CBD should grow by 266,000 square feet per year• Typical offices should be between 50,000 and 80,000

square feet.• Next ten years downtown should absorb almost 2.7

million square feet.

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13 Retail

• Regional Retail includes 19.7 million square feet with a 12.7% vacancy rate.

• Market will grow by 365,000 square feet annually

• CBD has 665,000 square feet with a very healthy vacancy of 7.5%

• CBD retail will grow by 200,000 square feet over the next ten years.

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13 Industrial

• The region has 37.8 million square feet of Industrial

• Industrial will grow annually by 670,000 square feet of which 135,000 will be flex space appropriate for downtown

• The CBD has 2.4 million square feet of industrial with just a 2.5% vacancy rate

• The annual market for flex space in downtown will average 70,000 square feet.

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13 Hotels

• The region has a very significant hotel market with 11,000 rooms and is expected to grow by 360 annually

• In the downtown area there are 2,445 rooms at 25 hotels

• Over the next ten years the room count will nearly double 2,000 rooms will be needed in downtown

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13 Hospital/Medical

• The region has 8 hospitals with 2,191 beds of which 4 hospitals with 1,414 beds are in the environs of CBD.

• Over the next ten years the region will add over 1,400 beds and 900 of those beds, in two hospitals will be needed in the environs of the CBD.

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13 Residential

• The region will experience a demand annually for:– 3,050 single-family homes– 500 townhomes and condominiums– 700 rental apartments

• The CBD will experience an annual demand for – 100 townhomes and condominiums – 300 rental apartments

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13 Status Quo

Types of UsesSquare Feet/Units 

(10 years)Land Demand in Acres   

(10 Years)Office 1,750,000 145Retail 150,000 15Flex 450,000 35Hotel 1300 units 25Medical/Hospital 600 beds 25Townhome/Condo 600 units 40Rental Apartments 2,000 units 100

Total 385

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13 Transformational

Types of UsesSquare Feet/Units         

(10 years)Land Demand in Acres  

(10 Years)Office 2,700,000 sq. ft. 225Retail 200,000 sq. ft. 20Flex 700,000 sq. ft. 50Hotel 2,000 rooms 40Medical/Hospital 900 beds 35Townhome/Condo 1, 000 units 65Rental Apartments 3,000 units 150

Total 585

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13Stephen Engblom and Amy Barrett

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13 Vision for the Future

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• Historic Plan• One of the 1st Planned community in USA• Ecology, Mobility and Development• Manufacturing, Governing, Learning and Living• Great Natural Assets: River, City Parks and Creeks• 20c Impacts: • Car Infrastructure >> divided the neighborhoods and

separated the river from the city• Demise of Manufacturing >>has eroded the

development pattern• Organs without the Skeleton

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13 Vision for the Future

Insert Existing Context Map (Districts)

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13 Vision for the Future

Innovista

Bull Street Campus

Main Street

HistoricGarden

University

Vista

Five Points

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• Innovista– Primary Land Uses – Incubator Office Spaces related to University, University Residential, Residential,

Conference and Business Related Hotels– Challenges/Opportunities – Incremental Critical Mass // Green Street Corridor // AMTRAK Station –

TOD• Vista

– Primary Land Uses – Entertainment and Food and Beverage, Creative Industries and Office, Museum District, Waterfront Hotel

– Challenges/Opportunities – Connection to Main Street and River // Museum District • Main Street

– Primary Land uses - Corporate Commercial, Hotels, retail and dining– Challenges/Opportunities – Provide connectivity to Vista via Lady Street // Capitol Corner

• Historic / Garden District– Primary Land Uses – Historic Museums, Residential and Adaptive re-use– Challenges/Opportunities – Traffic Calming // Repopulating the district // Synergies with Bull Campus

• Bull Street Campus – An innovative new AABB community– Recommended Land Uses - new residential neighborhoods, medical cluster. – Challenges/Opportunities - create a new city park – similar to Finlay - Should not compete with Vista or

Innovista.

• Five Points– Primary Land uses - University related Retail and Entertainment– Challenges/Opportunities – Address Flooding and provide Safe Green Street Rail Bridge and

pedestrian Connection to University

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13 Vision for the Future

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Ecology and Mobility

• River Authority – Both sides of the river with West Columbia and Cayce• Insert images from Chattanooga• New Neighborhood Park• Shaded Streets Campaign• Green Streets – E-W as Canopy Planting• N-S as Palmetto and Flowering Trees• Complete Streets Program (partner with SCDOT)• Assembly – Esplanade and Farmers Market Restoration• Gervais – Canopy Boulevard • Green Street – University Spine – Managed Street with priority• Plaza Streets – Main, Lincoln and Saluda• Transit Plan – Campus shuttle on Green to • Bike Routes: On Secondary Streets where Bikes are given full lanes along slower

traffic• Transit Routes – Link all districts

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Congaree River

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Case Study: Chattanooga

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Case Study: Chattanooga

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Case Study: Chattanooga

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Gervais Street

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Main Street

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Assembly Street

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13 Complete Streets

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Vista District

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Main Street

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E/W Canopy StreetsN/S Palmetto StreetsMixed Use Development (8-10 Stories)

Market Halls at Lady and Senate Streets

Assembly Street Esplanade

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Well Designed Density Short-term Long-term

City-Wide 1SC DOT Workshop Complete Streets

2. Leadership trips to other cities 100,000 shade trees

3. Greentape onerous processes New Zoning Code

4. Celebrate Waterfront Parks Complete Greenway

5. Complete bike/ped Masterplan Implement bike/ped Masterplan

To Do List: City-Wide

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Well Designed Density People Live,Visitors Enjoy,Nature Thrives,Culture Celebrates,Businesses Invest

Developing the Vision: In Columbia… Community

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13Calvin Gladney & Rick Dishnica

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13 IMPLEMENTATION TOOLKIT

• Why? Create a Vibrant Urban Core • How? Establish a Redevelopment

Commission • Who? Continuous Engagement with

All Stakeholders • When? Timing and Next Steps

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13 Why? Create a Vibrant Urban Core

• Jobs + Housing + Retail + Public Spaces = Great Urban Core

– Create Jobs– Build Housing– Attract Retail– Provide Amenities

• A Great Urban Core will result from people living, working & playing downtown

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13 How? Establish a Redevelopment Commission

• Legal Authority: Title 31 of state code• Rationale - $• Benefits

– Land Acquisition – Land Banking– Make Deals– Leverage Private Financing Tools

• Tax Increment Financing and Bonding – Public Infrastructure and Development projects

• Provide long-term loans through Fund - “Columbia Futures Fund”

• New Market, Historic and Job Tax Credits– Maintenance and Management Activities to complement existing

BIDs– Implementing Plans for the Districts

• Partner with Local Development Corporations

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13 Who? Continuous Engagement with All Stakeholders

• Key Points– Stage has been set by local sponsors who funded ULI Advisory Service

Panel– Keep this energy going! – Create a leadership group that facilitates future engagement – ALL stakeholders involved in a two way conversation-Need to listen

• Who are the Stakeholders You Need to Engage?• Participants at the ULI public meetings (approximately 120 people)• Neighborhood groups and leadership• Sponsors for ULI Advisory Service Panel• Government (City, County, State & Federal)• Colleges and Universities• Business Community• Special Interest Groups – Bicyclists, Preservationists Etc.

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13 What are Potential Topics for Your Engagement?

• Connectivity of Districts• Zoning Ordinance Update• Comprehensive Plan• Multi-Modal Transportation • Visioning – Who is Columbia & What Does it Want to Be?• Town and Gown • Partnerships with stakeholders• Leveraging the Creative Community• The Riverfront• Parking• Development Process Reform

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13 What are Tools for Engagement?

• Workshops• Design Charettes• Online and Social Media

Engagement Strategy• Focus Groups• Surveys• Presentations• Mobile and Walking Tours• ULI Reality Check

Engagement should be Comprehensive, Flexible and Innovative

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13 When? Timing and Next Steps

• Key Points– Think Big – Look for

Transformative Demand Drivers

– Pick off Low Hanging Fruit – Get Out of Town – Establish A Sense of Urgency– Act Strategically Not Tactically

(Limit One-Off Deals)

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13 Timeline: Immediate

• Publicize ULI Connectivity Study and Recommendations–Publicize and Distribute on Web + Social Media

• Identify and publicize safe bike routes

• Put in certain missing sidewalks

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13 Timeline: SHORT TERM (Next 12 months)

• Meet with SC DOT on implementing Complete Streets and Bicycle Master Plan

• Create Overlay District for Form Based Zoning for Vista and Innovista as Template for Zoning Update

• Prepare for ULI Reality Check• Select Cities for Benchmarking (Planning and Permitting Process,

Department Organization, Economic Development) and Go on One Trip

• Create Progress Reports on all existing Plans• Appoint Development Ombudsman to facilitate permit processing• Prepare for Creation of Redevelopment Commission • Start Using 1% Tax revenue for transportation priorities• Create City-USC Working Group and begin collaboration on Innovista,

Vista & Five Points Districts

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13 Timeline: INTERMEDIATE TERM (Next 12 – 24 months)

• Create Redevelopment Commission Including Geographic Boundaries (Garden District, Main Street District and the Vista)

• Revive Assembly Street Farmer’s Market• Implement Zoning Update• Five Points Association, City and University continue collaboration on

public safety and infrastructure (railroad crossing, green street extension and flooding)

• City/USC Working Group Meet to discuss economic development, leveraging assets and cost-sharing on priority items and operational synergies

• Develop Metrics and a Report Card Assessing Performance City-University Collaboration (See M.B Reilly Report Card 3/12/07)

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13 Timeline: LONGER TERM (24 months and Beyond)

• Important Long Term Challenges, Assets and Strategies • Engagement – Engage Key Stakeholders in Visioning Exercise

(Who is Columbia?)• Bull Campus – Intentional Development Choices• Parking Lots and Structures• Revise Tax Structure – 67% of property currently exempt from

taxes• Three Affected Cities (Columbia, West Columbia and Cayce)

Work with Three Rivers Alliance on River programming, infrastructure, maintenance and funding

• Improve the School System• Fort Jackson Retention• Additional Districts• 100,000 Shade Trees in Columbia

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13Tom Murphy

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13 Five Converging Forces• Globalization

• Climate Change

• Technological Innovation

• Infrastructure Needs

• Demographics

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1-2 December 2009

America’s First Road TripHoratio Nelson Jackson, Sewall Crocker and Bud

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Transforming Pittsburgh

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Transforming Pittsburgh

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13Transforming Pittsburgh

South Side Works

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The South Side Workshas expanded an

historic neighborhood and created a regional

destination

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South Side Works is a walkable mixed-use

Live-Work-PlayEnvironment

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13 The mixed-use site masterplan has reconnected the neighborhood to the river

Public Funding: $103,000,000 (9 Sources)Private Financing: $420,000,000 (To date)Total Development Cost: $523,000,000 (To date)

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13 Choices: Reaching for the Future

• Status Quo vs. Transformational

• Urgency: the world is not waiting

.

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Leadership

• Well-managed• Investing in the future• Strategic Partnerships• Bridging Layers of

Government• Strategic partnerships

$625M in annual research, economic engine, raw materials

• Action rather than studies

• Competitive Advantages

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13 Bold Vision• Intentional vs. Transaction• Principles that form the Core:

– Riverfront– Heritage– Universities/Research– Arts and Culture– The Capital– Entrepreneurial Culture

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Institutional Capacity

• Who is in charge• Aligning responsibility and

Authority• Development Commission

– Land control, Money, Deal making capacity

• Sophisticated Staff

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Dynamic Financial Tools• Pool of Fund for patient loans• Public Private Shared Risk• Menu

» CDBG (allocated through the City)» HOME (HUD)» Brownfield Economic Development Initiative Grants (BEDI):» EDA (Public Works and Economic Development Program » EPA (Brownfield Assessment and Clean-Up grants)» Redevelopment Capital Assistance Program (RACP)» Business In Our sites (BIOS)» Industrial Sites Reuse Program (ISRP)» Infrastructure and Facilities Improvement Program (IFIP)» Infrastructure Development Program (IDP)» Housing Redevelopment Assistance Program (HRA)» URA and City Bonds» Tax Increment Financing (TIF)» Pittsburgh Development Fund (PDF)» Urban Development Fund (UDF)» Pittsburgh Business Growth Fund» Pennsylvania Industrial Development Authority Loans (PIDA)» Street face Program» Community Development Investment Fund (CDIF)» Pittsburgh Housing Construction Fund (PHCF)» Neighborhood Housing Program (NHP)» Housing Recovery Program (HRP)» Multi-Family Revenue Bond Program (MFRBP)» Rental Housing Development & Improvement Program (RHDIP)

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Design Excellence

• It’ll do vs. World Class

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13

Where Will the New Roads Lead?

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• Vision• Strategic• Partnerships• Opportunities• Prioritization• Engagement• Choices• Urgency• Transformational• Action

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13 Questions?