Site planning/real estate develop

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UrbanPlan

UrbanPlan, second edition, was a collaboration between the Fisher Center for Real Estate and Urban Economics at the University of California, Berkeley, and ULI–the Urban Land Institute based on an earlier work entitled UrbanPlan of the ULI Developing Communities Series, pub- lished in 1991.

Contents

Overview: About UrbanPlan................................................................................................................1

Project Goals and Presentation Checklist ...........................................................................................9

Land Use Comparison Chart ...........................................................................................................11

Site Plan...........................................................................................................................................12

RFP..................................................................................................................................................13

Neighborhood Letters .....................................................................................................................21

City of Yorktown Development Standards and Design Guidelines ..................................................26

Existing Buildings ...........................................................................................................................27

New Buildings.................................................................................................................................30

Building Tools..................................................................................................................................41

Development Team

Director of Marketing ...............................................................................................................47

Site Planner ...............................................................................................................................49

City Liaison ...............................................................................................................................51

Neighborhood Liaison ..............................................................................................................53

Financial Analyst .......................................................................................................................55

How to Use the UrbanPlan Financial Planning Program ..................................................................57

The Presentation..............................................................................................................................71

Glossary...........................................................................................................................................78

Acknowledgments...........................................................................................................................82

(This page is intended to be blank.)

Overview: About UrbanPlan

• UrbanPlan is about a neighborhood called Elmwood in the city of Yorktown. Urban communi- ties all over the country share Elmwood’s problems: what was once a thriving part of town is now run-down and deteriorated. Like many cities,Yorktown is seeking a private real estate development team to propose and build a project that will revitalize this once proud neighbor- hood.

• You and your classmates will form development teams and create a proposal for the neighbor- hood. Each person on the team will take on a different role in the development process.

• Your development company specializes in the development of urban projects that include resi- dential, retail, and office components. Its goal is to reclaim economically depressed neighbor- hoods and cities and make a profit doing so.

• Your company has been invited to compete for the Elmwood District Redevelopment Project through the Request for Proposal (RFP) sent to you by the city of Yorktown.The RFP describes the city’s goals and objectives for the project.

• Your challenge is to create a redevelopment plan to revitalize the Elmwood District that responds to: — The economic, social, and political goals of the city and neighborhood; — Good urban planning and design concepts; — The demands of the real estate market; and — The requirements of the investors who will provide the money (capital) you will need to

build your project.

• Large real estate development projects like this one are long-term projects.Your project has a 3-year time line. At the end of 3 years, you will have sold all the structures on the property to repay your investors their original investment plus a profit.

• Your team will make an oral presentation of your plan to the City Council, which will award the contract to the development team that presents the most responsive plan and compelling vision for Elmwood.This handbook contains all the information your company needs to cre- ate its proposal.

• In the process, you will encounter the challenges faced every day by public officials and private developers working to balance the needs, wants, and goals of public and private interests in a market economy.

UrbanPlan Handbook: About UrbanPlan Page 1

Team Steps

Redevelopment projects are challenging and complex. Like you, developers have limited time to research, create, and present proposals. Teamwork is the key to success.

The entire team must understand the city’s redevelopment request and together form a vision for Elmwood. It is this vision that will drive the decisions you make. It will also be your key to developing a compelling presentation to the City Council. As you will discover, however, each team member is a specialist with different responsibilities.

Teams often approach the problem in different ways; however, they must all go through the fol- lowing process. Regardless of the approach, it is essential that all team members thoroughly read and understand the information in the UrbanPlan handbook. No one will be able to memo- rize all the information in one reading.You will need to reread and refer to various sections throughout the project.

• Immersion—Dive into the information you will need to understand the problem and make the proposal a winning solution.Your teacher will provide in-class and homework exercises to help guide you through the material. — Carefully study the information behind the tab About UrbanPlan first for an overview of the

problem, critical background information, and a guide to your steps to a solution. Read through the entire section before you on to any other Resource Tabs, for example, RFP, Neighborhood Letters, and Design Guidelines. Reread “Meeting Financial Goals” below to understand your risks, the returns egoxpected by investors and lenders, and the invest- ment objectives of the city of Yorktown.

— Study RFP to understand what the city wants from the developer. — Study Development Team to understand the roles and responsibilities of each team mem-

ber. — Carefully read The Presentation, which will prepare you for the City Council’s expecta-

tions. — Review “Project Goals and Presentation Checklist” behind the tab Project Checklist and

remember to refer to it throughout the project.

• Reconnaissance—Research the material in the resource binder to identify key information you and your team must know to develop a responsive proposal. One person cannot know all the information presented, so each team member must gather and understand the information essential to his or her role.To start, quickly look at all the tabbed sections in the binder so you will understand where to find the information you need.

• Analysis—Evaluate how your team can use this information to develop your vision for a revi- talized Elmwood District and create a winning proposal. Share your understanding with your team members and listen to the insights they have as well.

• Presentation—Persuade the City Council that your vision will create the most vibrant and dis- tinctive neighborhood, your plan is the most responsive to the city’s goals and objectives, and your solution is the most beneficial to the existing residents of the Elmwood District.

Page 2 UrbanPlan Handbook: About UrbanPlan

Understanding the City’s Development Request The city of Yorktown is your client. You must always keep in mind that you are creating this new neighborhood to achieve the city of Yorktown’s goals and to respond to the needs of its citizens.

The RFP and supporting documents provide all the information you need to understand the city, the development site, and the criteria the city will use to select the winning team. Knowledge and understanding of the details of this package are key to developing a winning proposal.

You and your team must master a great deal of information. If you master the information early in the project, you will be able to test more creative solutions and prepare a more compelling presen- tation.Your teacher will provide exercises that help you identify and focus on key issues.The hun- dreds of students who piloted the UrbanPlan project helped create these exercises, and they rec- ommend them as keys to success.

➔ RESOURCE TABS: Carefully review RFP, the city of Yorktown’s Design Guidelines, the Neighborhood Letters, and the Site Plan that your company received this morning from the city of Yorktown.

Creating an Effective Development Team Redevelopment projects are challenging and complex.The private development teams that re- spond to these challenges comprise specialists who combine their expertise to create a successful project.You will become one of these specialists for your team.

Each specialist has a different area of responsibility in gathering, analyzing, and sharing informa- tion with the team. Because each specialist has a different responsibility and different information, team members often disagree on what constitutes the best proposal. But remember that no one team member can get everything he or she wants or advocates.

Because you must depend on each other to devise a good, comprehensive plan that balances com- peting interests, it is important that you: • Thoroughly know the information required of your role on the team. • Listen to your teammates: they have perspectives that you need to incorporate. • Rely on each other to introduce important information and feedback.

Your team consists of 5 members: Director of Marketing, Site Planner, City Liaison, Neighborhood Liaison, and Financial Analyst.

• Director of Marketing—Researches what uses (residential, office, retail, amenities) are needed and demanded by the “market,” the eventual users of the space.The Director of Marketing answers the questions Whom are we building for and why?

• Site Planner—Envisions the overall look of the project and the impact of the architectural/ spatial decisions made by the team.The Site Planner answers the question Will the project

UrbanPlan Handbook: About UrbanPlan Page 3

beautify its surroundings, function smoothly, and make Elmwood a desirable place to be for all users?

• City Liaison—Makes sure that the city government’s concerns in the RFP are addressed in your proposal. The City Liaison answers the questions Will the city government’s goals be achieved with what we have proposed, and will the newly created tax revenue pay back the city’s investment?

• Neighborhood Liaison—Ensures that the views of the residents in the surrounding neighbor- hood are appropriately incorporated in the development plan.The Neighborhood Liaison answers the question How can we create a plan that will be responsive to the neighborhood and gain its support?

• Financial Analyst—Determines whether the development mix is profitable to the developer and his or her investors. The Financial Analyst answers the questions Is this project finan- cially feasible? Will it be profitable enough to attract investors, and will it pay back the city’s investment?

Remember, you are all members of the private development team; no one on the team works for the city of Yorktown or the Elmwood District.

When you select your role: • Study your role carefully and thoroughly. • Figure out what information you need to track for your team. • Figure out where you will find this information. • Discuss your responsibilities with the team. • Explore how your roles differ and how they relate to each other.

Your biggest challenge on this project will be to “become” your role.Your team members must be able to rely on you to “think and act” like the Director of Marketing or the Financial Ana- lyst or whichever role you play.

If you do not provide input based on your role, your proposal will suffer. For example, as the Director of Marketing, make your team aware of the market demand for each land use as you develop your trial plan. Help the whole team understand what new residents or office workers will want in their neighborhood—and what they won’t want. Or, if you are the Site Planner, help your team pay attention to the uses in the surrounding neighborhoods, the heights of the build- ings, traffic flow, and so on. Refer often to the description of your role throughout the project. Each time you read it, you gain new insights into your role.

➔ RESOURCE TABS: • Director of Marketing • Site Planner • City Liaison • Neighborhood Liaison • Financial Analyst

Page 4 UrbanPlan Handbook: About UrbanPlan

Developing Your Ideas for Elmwood The first big challenge for your team is to develop your preliminary ideas for Elmwood. As with all development teams, your time is limited, so plan how you will use the time available to you.

• Get organized! — Select a team leader to keep the discussion on track and on time. — Consider creating a time line from day 1 of your project to presentation. — Determine how each team member will keep track of the key issues for his or her role. — Determine how you will resolve disagreements. — Select a name for your development company.

• Study the Site Plan — Locate existing major streets, freeways, and transit lines. — Locate existing residential neighborhoods. — Identify historical locations of office, retail, or other nonresidential uses. — Remember the RFP. What areas are near Elmwood? What opportunities do they offer resi-

dents of Elmwood?

• Identify Existing Buildings on the Site — Find existing buildings on the map. Assume that the rest of the site is open land on which

you can build. — Study available information about existing buildings. One of these buildings, the York Dry

Goods Building, is on the National Register of Historic Places and may not be demol- ished. Other buildings do not have the official historic designation but are loved by the community.

Preservation of historic buildings gives a community a sense of continuity. Even though some of the buildings are in very poor condition, many neighborhood residents believe it is important to keep as many of them as possible.

Consider the building’s significance to the community, the revenue it might generate when sold, and the market goals it can meet. Consider also what kind of structure you would put on the land if you decide to tear down any of the existing buildings.

• Study New and Existing Building Fact Sheets — The information behind the tabs Existing Buildings and New Buildings supplies all the

data about the buildings, design criteria, market demand, financing, and city issues you need to begin creating your plan.The Land Use Comparison Chart behind the tab Project Checklist summarizes most of this information.

• Study the LEGO Building Pieces and Corresponding LEGO Shapes — Carefully review Building Tools to make sure you understand the size and shape of each

building, parking lot or structure, and amenity. Refer to the information in New Buildings and Existing Buildings if you have questions.

UrbanPlan Handbook: About UrbanPlan Page 5

— Play around with different land use combinations and development scenarios. — Based on the issues associated with your role, think about the impact, benefits, and conse-

quences of the team’s decisions on all parties: city government, neighborhood groups, investors, and your company.

— Remember that there is no “right answer” but that you will have to explain the reasons for your decisions to the City Council.

• Consider the Following Questions as You Develop Your Plan — How important is local history in maintaining the flavor of the community? — How does each land use respond to the city’s goals and objectives? — What do the people who live in Elmwood want to see happen? How much importance

should be given to their feelings? — What do the historic buildings contribute to the neighborhood? — What amenities do you think are important to include in your plan? — What uses generate the most jobs and the highest tax revenues? — What uses make the highest demands on city services? — How much of each land use can the market support? — What will be the impact of any new development on the environment, traffic, obstruction

of views, and congestion? — What uses return the most profit to the developer?

➔ RESOURCE TABS: • Site Plan—A map of the Elmwood Development District • Existing Buildings—A sheet for each existing building that identifies how it could be used if

it were rehabilitated • New Buildings—A fact sheet for each new land use summarizing the design criteria, market

demand, financial issues, a drawing of the building, and its LEGO shape • “Project Goals and Presentation Checklist” behind the tab Project Checklist • “Land Use Comparison Chart” behind the tab Project Checklist • “LEGO Shape and Color Guide” behind the tab Building Tools

Meeting Financial Goals The next major challenge for your team is to determine whether your proposed development gen- erates a high enough return to attract investors and meet the city’s requirements.

Private Investment Objectives and Risk—As in any private enterprise that requires the investment of money, the goal of real estate development is to generate additional money from the funds invested—in other words, to generate a profit. Investors establish target rates of return based on the degree of risk they expect in a project.

Each opportunity comes with some risk of losing the investment or receiving a lower than ex- pected return.The higher the risk, the higher the rate of return must be to attract investors. Investors compare these rates of return with the interest rates they could receive on this money if it were placed in a low-risk bank savings account or in the purchase of government-guaranteed bonds.

Page 6 UrbanPlan Handbook: About UrbanPlan

Real estate development projects are risky. Projects take many years to plan and build—3 years for Elmwood. Developers and investors gather and analyze the best information they can obtain regarding economic and market conditions to maximize the likelihood of a successful project. They must still, however, commit large sums of money based on current conditions and projec- tions, which are essentially very sophisticated guesses about the future.

A potentially high return can be turned into a total loss of investors’ capital for any number of rea- sons: changes in the economy (such as a recession); changes in market conditions (such as reduced demand for a product); natural disasters (such as earthquakes, tornadoes, or hurricanes); or delays caused by permitting problems, neighborhood opposition, environmental cleanup, or labor strikes.

For the redevelopment of Elmwood, investors will expect a return on their money of at least 15% over the course of the project’s 3-year development. This return is the difference between the money invested and the value of the project upon completion. In other words, if your project costs $25 million to build and you receive $30 million over 3 years from the sale of the finished project, your return is 20% ($30 million minus $25 million divided by $25 million).

Public Investment Objectives—The city will contribute to this redevelopment project for the “public good,” that is, to improve the community for its residents. The city views this investment differently from private investors. Rather than making a profit,Yorktown requires that the increased tax revenue generated by the project simply pay back its investment over a 10-year period.

Financial Planning Program—The Financial Planning Program calculates these returns for you once you have developed a project plan and input your decisions for each block.You can view the return in the lower right corner of Worksheet #6, Value. Under “Developer Profit,” you will find both the dollar amount of profit and the percentage return that your proposal generates.

For the city’s investment, refer to Worksheet #7, City Revenue. The bottom line, “Net Value,” indi- cates the money returned to the city over a 10-year period. If the figure is 0 or positive, the city has recovered its investment. If it is negative, the city has not recovered its investment. (Note: Numbers in parentheses are negative and indicate a loss.)

Although you can passionately advocate any proposal that your team believes meets the city’s goals and objectives, it is unlikely that your project will attract financing or be selected by the city if your proposal does not meet both financial criteria.

➔ RESOURCE TABS: • Development Team—Instructions for the Financial Planning Program are provided behind

the tab Financial Analyst. • RFP—Financial information from the city addresses land cost, fees, and available subsidies. • Existing Buildings—Information behind this tab summarizes financial data regarding existing

and historic buildings. • New Buildings—Information behind this tab summarizes financial data for possible new

building types.

UrbanPlan Handbook: About UrbanPlan Page 7

Presenting Your Project to the City Council The City Council will select the winning proposal after an oral presentation by each development team. Council members will hear many proposals in a short time.Your task is to make your pro- posal stand out through the quality of its vision; a clear, informed explanation of your proposal by each team member; and thoughtful responses to Council members’ questions.

The Council will use the criteria listed in “Developer Selection Criteria and Process” (behind the tab RFP) and “Project Goals and Presentation Checklist” (after the tab Project Checklist) to judge the merits of each proposal.

As with all development presentations before a City Council, you are allotted a limited amount of time for your presentation.Your teacher will tell you the amount of time you have.Typically, teams have 10–12 minutes for the presentation and 10 minutes to answer questions from the Council. During the presentation, each team member must speak from the perspective of his or her role for a minimum of 2 minutes.

Although a poor proposal will not win as the result of a well-rehearsed and confident presenta- tion, an excellent proposal can lose because of a poor presentation.The quality of the presentation is usually the determining factor when the Council is deciding which development team to select among several good proposals.

Why is the presentation so important to a City Council? Like other City Councils in this situa- tion, the Yorktown City Council will be committing millions of dollars of public funds, the future of an entire neighborhood, and, perhaps, the political futures of its members on the success of the Elmwood development project. A team with a professional appearance that clearly articulates its vision, the benefits of its proposal to the neighborhood and city, and the reasoning behind the proposal will inspire confidence among Council members.

In addition, the Council knows that the winning team will have to meet with neighborhood resi- dents, city leaders, lenders and investors, and even the press many more times before the project is finally approved and built. They want a developer that can cope with these challenges and keep the project moving on time and on budget.

Study the information behind the tab The Presentation at the end of the handbook carefully. It summarizes the information above, refers you again to the criteria the Council will use to select the winning team, advises you of support materials required at your presentation, and provides some tips for a professional presentation.

➔ RESOURCE TABS: • The Presentation • Project Checklist (see “Project Goals and Presentation Checklist”) • RFP (see “Developer Selection Criteria and Process”)

Page 8 UrbanPlan Handbook: About UrbanPlan

Project Goals and Presentation Checklist

Team Vision and Presentation • Developer Vision

— Does the developer articulate a vision for the redevelopment site? — Is the proposed development plan consistent with that vision? — Is it logical and consistent with the city’s goals and compatible with the neighborhood? — Does the team’s response to the Council’s questions indicate a thorough understanding of

their proposal and its benefits to the city, neighborhood, and investors? • Team Presentation—Quality of overall presentation in terms of clarity, organization, and

depth of understanding. • Individual Presentations—Quality of individual presentations in terms of clarity, organiza-

tion, and depth of understanding. — Director of Marketing — Site Planner — City Liaison — Neighborhood Liaison — Financial Analyst

Key Issues ❑ Return to Investors • Can the proposal attract capital? • Is the return on the project at least 15%? Projected rate of return: ______%.

❑ Return to City • Does your proposal pay back the city over 10 years? • Is the return to the city $0 or greater? Amount of return: $_______________.

❑ Alternative Scenarios • Has the developer prepared alternative scenarios for the city’s consideration?

❑ The Market • Are proposed uses responsive to market demand for office, retail, and residential space? • Who are the tenants/users of new residential, office, and retail space? Are they drawn from the

populations described in the market analysis? • Are the uses compatible with each other? • Will the placement of buildings meet users’ needs and expectations? • Does the developer provide amenities appropriate to proposed uses?

❑ Site Planning • How well does the proposal satisfy the city’s general design guidelines to:

— Preserve and enhance Yorktown’s architectural, cultural, and aesthetic qualities? — Ensure that building height and architecture are appropriate to the design and scale of sur-

rounding land uses?

UrbanPlan Handbook: Project Checklists Page 9

— Provide harmonious transitions with adjoining structures, including building mass? — Maximize usable open space in relationship to each dwelling, the entire project, and the

neighborhood setting? — Maximize views from all areas of the dwellings as well as maintain privacy from adjacent

dwellings? • Does the developer meet all the city’s parking requirements for each building? • Does the developer provide amenities appropriate to proposed uses?

❑ Neighborhood • How did the developer respond to the (conflicting) concerns of the neighborhood? • How will the developer’s decisions about the following issues create the most viable develop-

ment solution? Does the developer explain the benefits that will accrue to the neighborhood as a result of the proposal? — Density — Affordable housing — Historic preservation — Homeless shelter — Retail services — Skate park — Displacement of artists and nonprofit organizations — Community center

❑ Job Creation • Does the development proposal create or attract jobs to the Elmwood District?

— Number of entry-level jobs _____ — Number of skilled jobs ______

❑ Retail Services • Does the proposal provide retail businesses to serve the needs of existing and new neighbor-

hood residents?

❑ Housing • Does the proposal provide housing for mixed-income groups?

— Number of units ____ • Does the proposal provide affordable housing?

— Number of units ____

❑ Historic Preservation • Does the project preserve and restore historic and architecturally significant buildings?

The Council’s Feedback to the Team • The strongest element(s) of this team’s presentation/proposal was (were):

• Three things that would have increased this proposal’s chance of being selected:

Page 10 UrbanPlan Handbook: Project Checklists

UrbanPlan Handbook: Project Checklists Page 11

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AmenitiesResidential Uses Retail Uses Office Uses Rehab Existing Buildings

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UrbanPlan Handbook: Site Plan Page 12

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Request for Proposal To Purchase and Develop the Elmwood District Redevelopment Project Area Yorktown Redevelopment Agency

Introduction The Redevelopment Agency of the City of Yorktown (“the Agency”) seeks proposals from qualified developers for the Elmwood District Redevelopment Project Area.

This Request for Proposals contains requirements for the proposal and describes the: • Development opportunity, and • Developer selection criteria and process.

The Agency seeks a developer who can create an economically vibrant, distinctive district that reflects the historical heritage of the area and takes advantage of the surrounding commercial, educational, and cultural resources.

The city of Yorktown’s redevelopment plan for the Elmwood District permits the following: • New construction of office, retail, and residential buildings; • Rehabilitation of existing buildings; • Provision of new community and recreational facilities.

The primary goals for the area’s revitalization are to: • Remove blighting influences; • Generate tax revenues for the city; • Create employment opportunities for neighborhood and city residents; • Attract retail businesses that serve the needs of neighborhood residents; • Create housing to meet the needs of mixed-income groups; • Create affordable housing for very-low-income residents and residents who provide services

to the community, such as police, firefighters, and teachers; and • Preserve historic and architecturally significant buildings.

The winning proposal will accomplish the greatest number of these goals while demonstrating to the City Council that the proposal is based on market demand and can attract the required capital to build the project.

• Proposals must be for the entire site. Each existing building that is identified must be either rehabilitated or demolished, and a use must be specified for each vacant lot.

• The Yorktown City Council, which also serves as the redevelopment agency, will select the developer.

All information required by the developer to respond to this RFP is provided in the RFP and the additional information in this handbook.

Responses to this RFP are due at 3 p.m. 3 weeks from the issuance of this RFP.

UrbanPlan Handbook: RFP Page 13

I. The Development Opportunity A. Location The redevelopment site is within the Elmwood District, at the northwestern edge of downtown Yorktown (see Site Plan).

B. The Elmwood District and Surrounding Area • The Elmwood District redevelopment site is an approximately 51/2-block area (11.75 acres)

within a 10-minute walk to the Yorktown central business district, which is to the east.

• The site is bordered on the north by residential neighborhoods. Moderate- and low-income 2- and 3-story multifamily dwellings, which were converted from large old homes, surround the site on the north.

• One block farther north, above Washington Street, is a well-established, middle-income, single-family residential area of more than 800 residences, home to many Yorktown University faculty families. Grace Memorial Church, entered on Washington Street, provides a transition from both residential neighborhoods to the site.

• Five blocks to the northeast are Yorktown’s newest and most highly regarded magnet schools: a middle school and a high school.

• To the west and immediately adjacent to the site is more low-income multifamily housing in 3- to 4-story apartment buildings.

• Yorktown University is 5 blocks to the west of the site, offering Elmwood District residents and workers many cultural, educational, and recreational opportunities, including museums and theaters.

• The site is bordered on the south by Madison Street. Across Madison Street are 3- and 4-story partially occupied office buildings with limited ground-floor retail, including a hospital supply store, check-cashing service, donut shop, blueprint service, and locally owned auto supply store.

• To the east of the site, at the intersection of Adams Street and 11th Avenue, is a newly rehabili- tated 70,000-SF, 3-story YMCA with extensive sports and fitness facilities and programs for adults and children.

• Farther south on 11th Avenue and Madison Street is a 5-story State Employment Development Services office where city residents can apply for unemployment benefits and seek job counseling.

C. Getting to Elmwood by Automobile and Mass Transit The Elmwood District is centrally located and readily accessible by many modes of transportation. Convenient public transportation is available, including numerous surface bus and trolley lines on Madison Street.

Page 14 UrbanPlan Handbook: RFP

The Elmwood District borders on Madison Street, a primary east/west thoroughfare connecting the central business district to Yorktown University. Traffic counts on Madison Street are 5 times greater than on Washington, Adams, and Jefferson Streets.

Ninth Avenue bisects the site and is the primary north/south thoroughfare, with traffic counts twice those of 8th and 10th Avenues. Before the Elmwood District’s decline, 9th Avenue was also a main city bus route.

Access to Interstate 128 is 3 blocks west of the site. Interstate 128 connects Elmwood to western sections of the city and the suburbs.

D. What Zoning Uses Will the City Permit in the Elmwood District? The redevelopment area is zoned for office, retail, and residential uses.

E. Neighborhood History The Elmwood District of Yorktown began in the late 1800s as a residential neighborhood to the west of Yorktown’s warehouse and central business districts. The first residents were up-and- coming merchants, business owners, and professionals who built townhouses and single-family homes in the northern and western parts of the district.

As Yorktown grew and prospered, so did the Elmwood District. Beginning in the early 1900s, a vibrant retail and civic area developed along 9th Avenue, the heart of which was the site of the York Dry Goods Building. Professionals and civic organizations moved their offices to the area, and the Grace Memorial Church and the Franklin Academy were built, giving the district the feel of a prosperous small town.

As the warehouse district on the east expanded toward Elmwood, the character of the neighbor- hood began to change, and the more prosperous residents began to move out. By the mid-1940s, most of the original townhouses had been replaced by 3- and 4-story apartment buildings, provid- ing housing for the new workers. By the 1950s, retailers were struggling, businesses were closing, and professional offices were moving out.

As in many cities in the United States, growth halted in the 1960s. Middle-class residents fled to the suburbs, and businesses relocated, taking jobs with them. Elmwood’s remaining businesses closed as unemployment soared and the population diminished. By the 1970s, this once vibrant neighborhood was marked by abandoned and deteriorating buildings.

For 20 years, the Elmwood District continued to deteriorate despite sporadic city efforts to force it back to life. In 1990, fire raged through the former commercial heart of Elmwood, leaving only 6 buildings.

In the mid-1990s, a building boom hit downtown Yorktown, with both residents and businesses returning to the city.

UrbanPlan Handbook: RFP Page 15

F. The Elmwood District Today Today, the 51/2-block redevelopment site for the Elmwood District consists of:

• Six buildings in various states of disrepair, one of which, the York Dry Goods Building, is listed on the National Register of Historic Places and must be preserved;

• Many vacant lots and partial foundations.

The only legal residents remaining in the redevelopment site live in the homeless shelter, formerly the Phoenix Hotel. A group of nonprofit agencies occupy two of the badly run-down Victorian Row buildings. Local artists have illegally moved their studios into Victorian Row’s Odd Fellows Hall and Masonic Hall without city permission and do not pay rent. Skateboarders have turned the danger- ous foundation of the burned-down Franklin Academy, adjacent to Grace Memorial Church, into a makeshift skate park. The city is greatly concerned about its liability for any injuries incurred on this site by skateboarders.

Drifters and street people often take shelter in the abandoned buildings. Crimes against people— robbery, assault, et cetera—are low, because most people have abandoned the area, but break-ins, thefts, and arsons have been increasing. These property crimes have become a problem for Elm- wood’s residential neighborhoods bordering the site.

G. City Funding Available for the Project The city will invest funds to meet the economic revitalization objectives of this RFP.

• Funds will be approved based on the public benefit achieved. • Construction costs of any of the following uses may be eligible for public subsidy:

Use City Contribution Affordable housing 10% Public open space and recreational facilities 50% Nonprofit office with city-subsidized rents 10% Community center with uses such as 10% —Teen center of at least 5,000 SF —Senior center of at least 1,500 SF —Neighborhood computer center of up to 1,000 SF —Neighborhood police substation of 4,000–5,000 SF —Offices for local nonprofits of 400–1,500 SF each —Daycare center of 1,500–2,500 SF

• The city of Yorktown expects to recover all investments in the project through increased tax revenues within 10 years.

H. Market Analysis: What Land Uses Does the Market Demand Support? The city commissioned a complete market analysis to determine the best uses for the site, which concluded that demand exists for residential, office, and retail space within the Elmwood District redevelopment area.

Page 16 UrbanPlan Handbook: RFP

Note: These projections are based on currently accepted population data and forecasts for the overall economy over the next 3 years. Unexpected events could occur, altering the outlook for the economy. Changing economic conditions could affect the demand for real estate in the Elmwood District.

Residential A surge of residential growth has occurred within the city limits of Yorktown, consisting of young professionals seeking proximity to booming downtown employment and empty nesters who enjoy Yorktown’s cultural and civic activities. A renaissance is also occurring in the university neighbor- hood, generating demand for housing for faculty and graduate students, particularly those with young families. The market analysis revealed that demand exists for rental apartments, town- houses, and luxury condominiums to house the area’s diverse residents.

The housing shortage has caused land values and rents to skyrocket. Construction costs exceed the price that many low- and moderate-income residents can pay, requiring public funds to subsi- dize construction of these “affordable” units. Although the demand for affordable apartments and townhouses is essentially unlimited, public funds to subsidize them are limited; therefore, few units are currently available or under construction.

Annual Demand Forecast Number of Units per Year for the Next 3 Years

Luxury Condominiums 24–30 units Market-Rate Podium Apartments 70–90 units Market-Rate Townhouses 35–45 units Affordable Podium Apartments 150–200 units Affordable Townhouses 100–150 units

Office Vacancy levels are very low in downtown Yorktown’s central business district. Many office users are attracted to the advantages of the Elmwood District location, which is close to the central busi- ness district yet lacks the congestion of downtown. It also has excellent access to mass transit, freeway on-ramps, and ample land available for parking. Elmwood is also close to the university. Many firms seek locations close to the talent of the university.

Annual Demand Forecast Number of Square Feet per Year for the Next 3 Years

Low-Rise Office 70,000–90,000 Mid-Rise Office 65,000–80,000

Retail Elmwood, like many distressed urban neighborhoods, lacks important retail services. Neighbor- hood retailers have long since closed. Most national chain merchants concentrate their new stores in outlying suburban locations where population growth is rapid and large vacant parcels of land are available.

UrbanPlan Handbook: RFP Page 17

Residents of Elmwood must travel 40 minutes across the York River to reach the nearest grocery store and half an hour to the nearest shopping center. Residents without cars, particularly low- income and senior citizens, find it almost impossible to reach those outlying locations.

The market study revealed opportunities for 3 types of retail: neighborhood retail shops, a gro- cery/drugstore, and a discount department store.

• Neighborhood retail consists of small shops that serve households within the immediate neighborhood, generally those living within 1 mile. These shops often include convenience food stores, dry cleaners, laundromats, deli/coffee shops, and other small local businesses. At this time, the demographics do not support national retailers such as the Gap or Virgin Records. The Elmwood District could also support such uses as a small produce store, butcher shop, and fish market if a substantial number of new market-rate residences are built in the area. The area could support 1 full-service restaurant in the next 3 years.

Annual Demand Forecast: 12,000–16,000 SF per year for the next 3 years

• Grocery/Drugstores—Approximately 45,000 households live within 3 miles of Elmwood. The market study determined that, with new residential development, demand exists for 1 gro- cery/drugstore within the area in the next 3 years.

• Discount Department Stores—The market study also determined that demand exists for a dis- count “big-box” department store within the market area. Currently, such stores, including Kmart and Wal-Mart, are all located in the distant suburbs. The nearest store is a Kmart lo- cated 18 miles to the east. QMart, a national discount chain, is interested in a small, 80,000- SF store in Elmwood. The retailer has found that a market area of 100,000 households within 12 miles can support 1 of its stores.

I. Price of Land to the Developer The city acquired the land in the Elmwood District over a period of years at a total cost of $10 mil- lion, which is above the market value of the land. The city will offer the land at a reduced price of $6 million to a developer who will develop the site in a manner consistent with the goals and objectives stated in the RFP. The city expects to recover this investment and any other project subsidies it agrees to provide through increased tax revenues over a 10-year period.

J. Developer’s Responsibility for Site Improvements The developer is solely responsible for construction of all improvements on the site, including underground utilities, street lighting, curbs, street trees, and sidewalks.

K. Environmental Analysis: Toxic and Hazardous Materials Studies have revealed significant amounts of asbestos, linked to serious lung diseases (including cancer), in the 4 Victorian Row buildings and the Phoenix Hotel. The developer must remove this hazardous material in compliance with all relevant federal, state, and local laws and ordinances, whether these structures are rehabilitated or demolished.

All costs associated with removal of asbestos contamination during demolition or rehabilitation of the property are the responsibility of the developer. Page 18 UrbanPlan Handbook: RFP

L. Neighborhood Issues and Outreach The city has worked closely with neighborhoods in all its redevelopment projects to ensure oppor- tunities for input and create neighborhood support. Prospective developers are strongly encour- aged to seek input from neighborhood organizations and neighboring property owners/occupants in preparation of a response to the RFP. The successful development team will clearly articulate the benefits its proposal provides the neighborhood.

The City Council has provided letters from 5 neighborhood organizations (see Neighborhood Letters).

If the developer proposes to eliminate the homeless shelter from the Elmwood District redevelop- ment area, requiring relocation of this population elsewhere in the city, the developer must pay a fee of $1 million to the city’s Homeless Shelter Construction Fund.

M. Land Use and Urban Design Standards All proposals must meet the requirements of the redevelopment plan and shall reflect the develop- ment and urban design standards of the city of Yorktown (see Design Guidelines).

II. Developer Selection Criteria and Process The development team must present an oral report, a site model, and supporting documents at a City Council hearing 3 weeks from the issuance of this RFP, demonstrating how its proposed development plan meets the city’s goals and objectives for the Elmwood District. This report must explain the following:

1. Which existing buildings will be renovated and which will be demolished;

2. Uses for any renovated buildings;

3. Location, size, and height of all proposed new buildings, structures, and amenities;

4. Square footage or number of units of each type of use;

5. How each proposed use responds to market demand;

6. Compatibility among proposed uses;

7. Proposed types of retail uses, how such uses respond to market demand and to residents’ and workers’ needs;

8. Projected rate of return of the project and its ability to attract investors to build the project;

9. Projected tax revenues over 10 years to recoup the city’s investment;

10. Number and type of jobs attracted to Elmwood;

UrbanPlan Handbook: RFP Page 19

11. Responsiveness to the neighborhood’s social and cultural concerns;

12. A site plan or model that displays the various uses and demonstrates compliance with design, open space, and parking requirements; and

13. Any additional public benefit created by the proposed development.

Each team will have 10–12 minutes for the presentation and 10 minutes for questions from Council members. (Teams will be advised of the exact time allowed before the presentation.)

____________________________

Page 20 UrbanPlan Handbook: RFP

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City of Yorktown Development Standards and Design Guidelines

1. General Design Guidelines a. Preserve and enhance Yorktown’s architectural, cultural, and aesthetic qualities.

b. Ensure that building height and architecture are appropriate to the design and height, bulk, and scale of surrounding land uses.

c. Provide harmonious transition with adjoining structures, including building mass (foot- print and height).

d. Maximize usable open space in relation to each dwelling as well as the entire project and the neighborhood setting.

e. Maximize views from all areas of the dwellings as well as maintain privacy from adjacent dwellings.

2. Parking a. Off-street parking is required for all new uses and must allow effective vehicle circulation.

New parking is not required for historic buildings.

b. Parking must be provided on the same block as its related use.

c. Surface and above-ground parking structures are required for this site, because adverse soil conditions preclude underground parking structures.

d. Parking requirements are as follows:

— Office: 2 spaces in separate, above-ground parking structures must be provided for every 1,000 SF of new office space constructed.

— Residential (surface and structured): 1. Apartments—1.5 spaces per unit 2. All other residential—2 spaces per unit

— Retail: 1. Neighborhood retail: 3 surface spaces per 1,000 SF of new retail construction. 2. Grocery: 4 spaces of rooftop or surface parking per 1,000 SF of grocery building. 3. Big box: 5 spaces of rooftop or structured parking per 1,000 SF of big-box building.

3. Height Limits a. The permitted height limit of the site is 10 stories. However, any proposed new buildings

should conform to the character of buildings in the area.

b. Parking structures may not exceed 5 levels.

UrbanPlan Handbook: Design Guidelines Page 26

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Impact Office Retail Community Center

Market 70,000–90,000 SF 14,000 SF Nonmarket Demand forecast (included in Low-Rise (included in use, unlimited

Office demand) Neighborhood Retail demand)

Finance Low Low None Potential profit margin to developer

City Projected 10-year Average Average None economic value

Demands on city Low to moderate Low to moderate High services

Jobs 1 skilled job 1 entry-level job 1 community job per 350 SF per 400 SF per 700 SF

Existing Buildings

York Dry Goods Building Built in 1911, the York Dry Goods Store (department store) defined the prime shop- ping area of Elmwood for more than 40 years. The famous architect Louis Sullivan, best known for designing the celebrated Carson Pirie Scott department store in Chicago, designed the building.The York was placed on the National Register of Historic Places in 1985 and may not be demolished. The building has been aban- doned since 1978.

Reuse If retail vitality were to return to 9th Avenue, the first floor could accommodate new retail with offices on the upper floors. Neighborhood groups have lobbied for the building to be con- verted to a community center.

Design and Site Planning Footprint: 20,000 SF Total Square Feet: 48,000 Height: 4 stories Parking: No additional parking required

UrbanPlan Handbook: Existing Buildings Page 27

Impact Office Homeless Shelter Market 70,000–90,000 SF (included Nonmarket use, unlimited Demand Forecast in Low-Rise Office demand)

Finance Average $5,000 fee from city Potential profit margin to developer

City Projected 10-year Average None economic value

Demands on city services Low to moderate High

Jobs 1 skilled job per 350 SF None

Phoenix Hotel/Homeless Shelter Once the largest and the most elegant hotel outside downtown Yorktown, the hotel featured 50 rooms and generous lounge and reception areas on the first floor. As the neighborhood declined, the hotel was forced to close. In the late 1960s, it was purchased by the city of Yorktown as a homeless shelter and is currently operated by Grace Memorial Church. It has never been renovated and does not meet cur- rent building or fire codes.The city cannot afford to bring it up to code as a shelter.

Note: Shelter rooms are available each after- noon at 4 p.m. Occupants must vacate the rooms by 9 a.m.

Reuse Although there is great community affection for this building, it has not been officially recog- nized as a historic building and may be demol- ished. The developer may renovate the building as an office building or a homeless shelter. If the developer does not retain a shelter either by

renovating the Phoenix Hotel or constructing a new building elsewhere on the site, the devel- oper must pay a $1 million fee to the city’s Homeless Shelter Fund.

Design and Site Planning Footprint: 20,000 SF Total Square Feet: 60,000 Height: 3 stories Parking: No additional parking required

Page 28 UrbanPlan Handbook: Existing Buildings

Impact Office Retail Nonprofit/ Artist Studio

Market 70,000–90,000 SF 14,000 SF (included in Unlimited Demand forecast (included in Low-Rise Neighborhood Retail

Office demand) demand)

Finance Potential profit margin Average Low None to developer

City Projected 10-year Average Average None economic value

Demands on city services Low to moderate Low to moderate High

Jobs 1 skilled job per 350 SF 1 entry-level job per 400 SF 1 community job per 700 SF

Victorian Row Although known as “Victorian Row,” none of the 4 buildings, which face Ninth Avenue, date from the Victorian period. Built between 1900 and 1905, the 2 buildings on the south were the local branch and corporate offices of Midlands Bank.The next building to the north is the former Odd Fellows Hall. Finally, on the corner of Ninth and Adams is the former Masonic Hall. Both buildings have large meet- ing rooms downstairs and single-room resi- dences upstairs. Twelve local artists have illegal studios in these buildings and pay no rent.

Nine nonprofit agencies occupy the ground- floor offices of the Midlands Bank buildings. These agencies received permission from the city to occupy the buildings 10 years ago and have paid no rent since.The city council, con- cerned about liability issues and neighborhood politics, is hoping someone else will take own- ership and evict all current occupants, if neces- sary.

None of the buildings meet current fire or building codes and recently were found to have extensive asbestos contamination, making the cost of renovation extremely high.

Reuse Although the neighborhood has protected these buildings over the years, they do not have his- toric status and may be demolished. The devel- oper also has many options for renovation.The developer may create all nonprofit space, all office space, a mix of office and retail space (with retail not to exceed 30% of the space), and a mix of nonprofit space with either or both office and retail.

Design and Site Planning Footprint: Four 3-story buildings with a total footprint of 40,000 SF (includes parking alleys) Midland Bank: 15,250 SF Midland Bank 2: 12,000 SF Odd Fellows Hall: 10,750 SF Masonic Hall: 22,000 SF Buildings: Must renovate or demolish buildings as a group Parking: No additional parking required

UrbanPlan Handbook: Existing Buildings Page 29

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New Buildings

Low-Rise Office #1-A

Use Office space for many types of businesses or professions, for example, accounting, law, computer consulting, software design, archi- tecture, engineering, medicine, insurance, real estate development, advertising agencies.

Market Demand forecast: 70,000–80,000 SF per year for all types of low-rise structures

Finance Potential profit margin to developer: High

City Projected 10-year economic value to city: High Public funds required: None Demands on city services: Low to moderate Jobs: 1 skilled job per 350 SF

Design and Site Planning Footprint: 15,000 SF Total square feet: 60,000 Height: 4 stories Parking: 2 spaces per 1,000 SF; 120 spaces per 60,000-SF building

Notes: Soil and water table conditions do not permit underground garages. Separate above- ground parking structures must be provided on same block as office building. Offices must be entered at street level: offices on top of parking structures are not permitted.

Icon Each Low-Rise Office #1-A building icon repre- sents 1 60,000-SF building. Parking structure icon equals 120 spaces.

UrbanPlan Handbook: New Buildings Page 30

Parking Structure Icon Building Icon

Low-Rise Office #1-B

Use Office space for all types of businesses or professions, for example, accounting, law, computer consulting, software design, archi- tecture, engineering, medicine, insurance, real estate development, advertising agencies.

Market Demand forecast: 70,000–80,000 SF per year for all low-rise structures

Finance Potential profit margin to developer: High

City Projected 10-year economic value to city: High Public funds required: None Demands on city services: Low to moderate Jobs: 1 skilled job per 350 SF

Design and Site Planning Footprint: 15,000 SF Total Square Feet: 60,000 Height: 4 stories Parking: 2 spaces per 1,000 SF of office; 120 spaces per 60,000-SF building

Icon Each Low-Rise Office #1-B building icon repre- sents 1 60,000-SF building. Parking icon equals 120 spaces.

Page 31 UrbanPlan Handbook: New Buildings

Parking Structure Icon Building Icon

Low-Rise Office #2

Use Office space for all types of businesses or pro- fessions, for example, accounting, law, com- puter consulting, software design, architecture, engineering, medicine, insurance, real estate development, advertising agencies.

Market Demand forecast: 80,000 SF per year for all low-rise buildings

Finance Potential profit margin to developer: High

City Projected 10-year economic value to city: High Public funds required: None Demands on city services: Low Jobs: 1 skilled job per 350 SF

Design and Site Planning Footprint: 20,000 SF Total Square Feet: 80,000 Height: 4 stories Parking: 2 spaces per 1,000 SF of office space; 160 spaces per 80,000-SF building

Icon Each Low-Rise Office #2 building icon repre- sents 1 80,000-SF building. Each parking struc- ture icon represents 160 spaces.

UrbanPlan Handbook: New Buildings Page 32

Parking Structure Icon Building Icon

Mid-Rise Office

Use Office space for many types of businesses or professions, for example, accounting, law, com- puter consulting, software design, architecture, engineering, insurance, real estate development, advertising agencies seeking a prestigious build- ing and location.These users will be particularly concerned with a high-visibility location, very close to mass transit and freeway access. Build- ing includes 5,000 SF of retail on ground floor accommodating 2 or 3 shops serving office workers: coffee bar, copy shop, newsstand, etc.

Market Demand forecast: 65,000–80,000 SF per year for mid-rise office space

Finance Potential profit margin to developer: High

City Projected 10-year economic value to city: High Public funds required: None Demands on city services: Low to moderate Jobs: 1 skilled job per 350 SF

Design and Site Planning Footprint: 15,000 SF Total Square Feet: 120,000 Height: 8 stories Parking: 2 spaces per 1,000 SF of office space; 240 spaces per 120,000-SF parking structure

Icon Each Mid-Rise Office building icon represents 1 120,000-SF building. Parking icon equals 240 spaces.

Page 33 UrbanPlan Handbook: New Buildings

Parking Structure Icon Building Icon

Neighborhood Retail

Use Small shops that serve households within the immediate neighborhood, generally those living within 1 mile.These shops often include con- venience food, cleaner, coffee/deli shop, and other small local businesses (see “Market Analysis” behind the tab RFP).

Market Demand forecast: 12,000–16,000 SF per year

Finance Potential profit margin to developer: Average

City Projected 10-year economic value to city: Moderate Public funds required: None Demands on city services: Low to moderate Jobs: 1 entry-level job per 300 SF

Design and Site Planning Footprint: 10,000 SF minimum Total Square Feet: 10,000 minimum Building Increment: Developer may add 5,000-SF increments to original structure (one LEGO square) Height: 1 story Store Units: 4–6 store units per 10,000-SF building Parking: 3 spaces per 1,000 SF of retail. Surface parking required behind building or elsewhere on same block. If building is increased by 5,000 SF, developer must provide 15 additional parking spaces (one flat LEGO square).

Icon Each Neighborhood Retail building icon repre- sents 10,000 SF of building, which will accom- modate 4–6 different stores.The parking icon represents the 30 surface parking spaces required.

UrbanPlan Handbook: New Buildings Page 34

10,000 SF Surface Parking (approximately 30 spaces) Building Icon

Kelly’s Supermarket (Grocery/Drug)

Use Regional chain grocery and drugstore similar to Safeway or Winn-Dixie, offering traditional supermarket products and prices.The typical store is 55,000 SF, but a 40,000-SF module is available for urban locations.

Market Demand forecast: Surrounding population can support 1 building in 3 years.

Finance Potential profit margin to developer: Average

City Projected 10-year economic value to city: Low, as food sales generate little sales tax Public funds required: None Demands on city services: Low to moderate Jobs: 1 entry-level job per 200 SF

Advisory: This is a “single-purpose” building, designed specifically for a supermarket. If the supermarket goes out of business, it may be dif- ficult to find a new tenant for the space.The large, empty building would be a blight on the neighborhood and a setback to the city’s eco- nomic objectives.

Design and Site Planning Footprint: 40,000 SF Total Square Feet: 40,000 Height: 1 story Parking: Developer must provide 4 spaces per 1,000 SF of grocery.Total of 160 spaces required, with 120 spaces on roof of grocery store. An additional 40 surface spaces must be provided on same block as grocery store.

Building Icon Each Kelly’s Supermarket building icon repre- sents one 40,000-SF building with 120 parking spaces included on the roof.

Parking Icons The 2 parking icons represent the 40 surface parking spaces required in addition to the park- ing on the building’s roof (drawing not to scale).

Page 35 UrbanPlan Handbook: New Buildings

Building Icon 10,000 SF plus 5,000 SF equals 40 required spaces

QMart (Big-Box Retail)

Use National discount retail chain similar to Kmart or Wal-Mart, offering groceries, home goods, electronics, clothing, and related discount mer- chandise.

Market Demand forecast: Surrounding population can support 1 building in 3 years.

Finance Potential profit margin to developer: Low

City Projected 10-year economic value to city: Very high Public funds required: None Demands on city services: Low to moderate Jobs: 1 entry-level job per 200 SF

Advisory: Although there are currently no com- petitors to QMart in this area, surrounding cities are aggressively pursuing this use because of the high tax revenues it generates. If compet- itive stores open nearby, causing QMart to fail, it will be very difficult to find a new tenant for this massive single-purpose space, creating vi- sual blight in the neighborhood and a major setback to the city’s economic objectives.

Design and Site Planning Footprint: 80,000 SF Total Square Feet: 80,000 Height: 1 story Parking: Developer must provide 5 spaces per 1,000 SF, totaling 400 spaces per 80,000-SF building; 220 spaces provided on roof of build- ing. Additional 180 spaces required in parking structure on same block as QMart.

Icon Each QMart building icon represents 1 80,000- SF building, including 220 parking spaces on the roof.The parking structure icon represents the additional 180 spaces required.

UrbanPlan Handbook: New Buildings Page 36

Parking Structure Icon Building Icon

Homeless Shelter

Use This is a modern, efficient shelter that can accommodate 120 homeless people each night. Rooms become available at 4 p.m. Occupants must vacate the rooms by 9 a.m. each morning.

The first level includes counseling and meeting rooms and a community kitchen. Grace Memo- rial Church will pay for the construction of the building, and the city will pay a fee to the developer for the construction if the developer donates the land.

The developer may build the shelter on any block in the redevelopment site. If the devel- oper does not provide a homeless shelter in the Elmwood Redevelopment Site, either by reno- vating the Phoenix Hotel or by constructing a new building elsewhere, the developer must pay $1 million to the city’s Homeless Shelter Fund.

Market Demand forecast: Unlimited

Finance Potential profit margin to developer: Very low

City Projected 10-year economic value to city: Negative Public funds required: Yes, initially Demands on city services: High Jobs: None

Design and Site Planning Footprint: 20,000 SF Total Square Feet: 60,000 Height: 3 stories (because of high ceilings on first floor, building is same height as 4-story buildings) Parking: No additional parking required

Icon Homeless Shelter icon represents nightly acco- mmodations for 120 homeless people, plus social service facilities on a 20,000-SF footprint (yellow LEGO blocks).

Page 37 UrbanPlan Handbook: New Buildings

Building Icon

Grace Memorial Church to provide new design

Townhouses (Market Rate and Affordable)

Use Market rate: A single-family attached residence in a row of at least 3 such units. Each unit has its own front and rear access to the outside. It is popular with empty nesters and upper-income families who wish to live close to their jobs and the civic, cultural, and entertainment opportu- nities of the city.

Affordable: Incorporated into market-rate buildings and identical to market-rate units. Affordable housing is subsidized by the city to provide housing for low- and moderate-income families, including teachers, firefighters, and police officers.

Market Market rate: 15–20 units per year Affordable: 100–120 units per year

Finance Potential profit margin to developer: Low Market rate: Average Affordable: Low

City Market rate: Projected 10-year economic value to city: Low Public funds required: None Demands on city services: Low/moderate Jobs: None

Affordable: Projected 10-year economic value to city: None Public funds required: 10% of construction costs Demands on city services: Moderate Jobs: None

Design and Site Planning Footprint: 10,000 SF Units: 6 per building Height: 3 stories Parking: Developer must provide 2 spaces per unit (12 spaces per building). Parking in alley- accessed garages on the bottom level of each building.

Icon Each Townhouse building icon represents 6 res- idential units over first-level parking on a 10,000-SF footprint.

UrbanPlan Handbook: New Buildings Page 38

Building Icon

Podium Apartments (Market Rate and Affordable)

Use Market rate: Moderately priced market-rate rental apartments, primarily 1, 2, and 3 bed- rooms. Attractive to young professionals and empty nesters who wish to live close to their jobs and the civic, cultural, and entertainment opportunities of the city. Affordable: Incorporated into market-rate buildings and identical to market-rate units. Affordable housing is subsidized by the city to provide housing for lower-income residents. (See Affordable housing in glossary for definition.)

Market Market rate: 70–90 units per year Affordable: Unlimited

Finance Potential profit margin to developer: Market rate: Average Affordable: None

City Market rate: Projected 10-year economic value to city: Low Public funds required: None Demands on city services: Moderate Jobs: None

Affordable: Projected 10-year economic value to city: None Public funds required: 10% of construction cost Demands on city services: Moderate/high Jobs: None

Design and Site Planning Footprint: 10,000 SF Units: 20 per building Height: 5 stories (4 residential over 1 parking) Parking: Developer must provide 1.5 spaces per unit (30 spaces per building). Parking is pro- vided at the bottom level of each building.

Icon Each Podium Apartment building icon repre- sents 20 residential units over 1 level of parking on a 10,000-SF footprint.

Page 39 UrbanPlan Handbook: New Buildings

Building Icon

Luxury Condominium

Use Luxury apartment building for high-income empty nesters and professionals of all ages who wish to live close to their jobs and the civic, cultural, and entertainment opportunities of the city.The building provides many private ameni- ties for residents such as a fitness room and ten- nis court.

Market Demand forecast: 25–30 units per year

Finance Potential profit margin to developer: High

City Projected 10-year economic value to city: High Public funds required: None Demands on city services: Moderate Jobs: None

Design and Site Planning Footprint: 20,000 SF (2 10,000-SF residential towers) Units: 48 per building Height: 10 stories (8 residential over 2 park- ing)

Parking: Developer must provide 2 spaces per condominium (96 spaces per 20,000-SF foot- print). Parking provided in 2 stories of above- ground structured parking at the bottom level of each building.

Notes: Roof of parking structure will be land- scaped with green space, tennis court, or swim- ming pool for private use of condominium owners. Primary building entry must face streets or public parks and plazas.

Icon Each Luxury Condominium building icon rep- resents 48 residential units built over 2 levels of parking on a 20,000-SF footprint.

UrbanPlan Handbook: New Buildings Page 40

Building Icon

(This page is intended to be blank.)

LEGO Shape and Color Guide Drawings not to scale

Building Block Footprint: 10,000 SF Height: Typically 2 stories (subject to exceptions)

Office Buildings Blue

Residential Buildings Yellow

Historic Buildings Brown

Retail Buildings Red

Parking and Open Space Footprint: 10,000 SF Parking Spaces: Approximately 30 spaces per 10,000-SF area

Parking Structures (blocks) and Surface Parking (flat plates) Black

Parks and Open Space (flat plates) Green

UrbanPlan Handbook: Building Tools Page 41

New Office • All office buildings are BLUE. • All parking structures are BLACK. • Parking structures include 1 level of parking on roof.

Low-Rise Office #1A Height: 4 stories Footprint: 15,000 SF Total Square Feet: 60,000 Parking Ratio: 2 spaces/1,000 SF Parking Requirement: 120 spaces; 3-level parking structure

Low-Rise Office #1B Height: 4 stories Footprint: 15,000 SF Total Square Feet: 60,000 Parking Ratio: 2 spaces/1,000 SF Parking Requirement: 120 spaces; 3-level parking structure

Low-Rise Office #2 Height: 4 stories Footprint: 20,000 SF Total Square Feet: 80,000 Parking Ratio: 2 spaces/1,000 SF Parking Requirement: 160 spaces; 3-level parking structure

Mid-Rise Office Height: 8 stories Footprint: 15,000 SF Total Square Feet: 120,000 Parking Ratio: 2 spaces/1,000 SF Parking Requirement: 240 spaces; 5-level parking structure

Page 42 UrbanPlan Handbook: Building Tools

Building Icon Parking Icon

New Residential • All residential buildings are YELLOW. • Each building includes all required parking in the BLACK block at the base of the building. • Market-rate and affordable units are the same.

Townhouse Height: 3 stories Units per Building: 6 Footprint: 10,000 SF Parking Requirement: 2 spaces per unit (use half-height BLACK blocks for 1 level of parking at base)

Podium Apartments Height: 5 stories Units per Building: 20 Footprint: 10,000 SF Parking Requirement: 1.5 spaces per unit (use half-height BLACK blocks for 1 level of parking at base)

Luxury Condominium Height: 10 stories Units per Building: 48 Footprint: 20,000 SF Parking Requirement: 2 spaces per unit (use standard BLACK blocks for 2 levels of parking at base)

UrbanPlan Handbook: Building Tools Page 43

Building Icon

Existing Building Rehab • All existing buildings are BROWN.

York Dry Goods Height: 4 stories Footprint: 20,000 SF Total Square Feet: 48,000 Parking: No additional parking required

Phoenix Hotel Homeless Shelter Height: 3 stories Footprint: 20,000 SF Total Square Feet: 60,000 Parking: Not required

Victorian Row Height: 4 3-story buildings Footprint: 40,000 SF Total Square Feet: 60,000 Parking: Not required

Page 44 UrbanPlan Handbook: Building Tools

Building Icon

New Retail • All retail uses are RED. • All parking structures are BLACK.

Neighborhood Retail Height: 1 story Footprint: 10,000 SF Total Square Feet: 10,000 Parking Ratio: 3 spaces/1,000 SF Parking Requirements: 30 surface spaces (use FLAT black rectangle)

Kelly’s Supermarket Height: 1 story Footprint: 40,000 SF Total Square Feet: 40,000 Parking Ratio: 4 spaces/1,000 SF Parking Requirements: 160 spaces total; 120 on the roof of the building plus 40 surface spaces (use 1 FLAT SQUARE and 1 FLAT RECTANGLE)

QMart Height: 1 story Footprint: 80,000 SF Total Square Feet: 80,000 Parking Ratio: 5 spaces/1,000 SF Parking Requirements: 400 spaces total; 240 on the roof of the build- ing plus 180 in parking structure

UrbanPlan Handbook: Building Tools Page 45

Building Icon Parking Icon

Building Icon

Parking Icon

Open-Space Amenities • All open-space amenities are FLAT GREEN squares and rectangles. Use for playing fields and courts, parks, plazas, and other community facilities open to the public.

Parks and Plazas Park: 5,000 SF Park: 10,000 SF Park: 20,000 SF

Sports Courts Basketball Court: 10,000 SF Tennis Court: 10,000 SF Skateboard Park: 10,000 SF

Market Demand forecast: As amenities are a “nonmarket” use, they are not subject to market demand. The determination of appropriate amenities is based on the types of residents and workers in the neighborhood.

Finance Potential profit margin to developer: None

City Projected 10-year economic value to city: None Public funds required: High Demands on city services: High (city must maintain public amenities) Jobs: None

Page 46 UrbanPlan Handbook: Building Tools

Park 5, 000 SF Park 10,000 SF Park 20,000 SF

Basketball Court 10,000 SF

Tennis Court 10,000 SF

Skateboard Park 10,000 SF

Director of Marketing As Director of Marketing, you have two different responsibilities. The first is analyzing data. When your team is deciding what to build, you will help them identify the demand in the marketplace for housing, office, and retail space. (See the points below about demand.) The second is under- standing your customers’ needs. When your team is deciding how to lay out the uses on the site, you will work with your Site Planner to make sure that the uses work well together and suit the need of the prospective users. (See the points below about complementary, conflicting, and attract- ing uses.)

Note:You will not be effective if you let your personal preferences color the advice you give your team. You must focus on your client,Yorktown, and the market demand data.You must also put yourself in the shoes of the users of your buildings. For example, you may personally believe that a homeless shelter is good for the neighborhood, but as Director of Marketing, you know that a homeless shelter anywhere in your project will make it harder to attract tenants.

• Data: The buyers or renters who are willing and able to pay for a particular use, such as housing or office space, at a specified price create market demand. Demand indicates that a commu- nity is growing. Demand is usually expressed in terms of “square feet of office space per year” or “units of housing per year.”The demand for various new products depends on the growth rate in the area and the price of the product. For example, there may be a large demand for apartments that rent for $250 per month and little demand for apartments that rent for $2,500 per month. Demand also depends on the type of growth. For example, single people create demand for smaller residences; families create demand for larger ones.

• The higher the demand for a use, the more quickly the product will be absorbed, that is, sold or occupied. For example, new apartments renting at $250 per month would probably fill quickly. If you build more of a product than can be filled in the 3-year development period in the Elmwood District, your project will have excess supply, causing vacancy rates to increase, rental rates to decline, and property values to fall.You will have to lower your price, or your buildings will remain vacant.You will find the market demand for each type of land use in the Elmwood District in “Market Analysis” behind the tab RFP.

• Customers: Demand tells you only what may be profitably built, not what you must build.The uses you select for the Elmwood District should be complementary. Think like the users of your residential, office, and retail buildings. For example, if you build housing that attracts families with children, you will probably need to include playgrounds. Office tenants prefer high-profile locations, as close to mass transit and freeways as possible, with convenient retail services for their workers. Are there uses that appeal to both residents and office tenants?

• Some uses may conflict with each other.Townhouse owners will not want to be next to a mid-rise office building because of traffic and loss of privacy. Would an office tenant want to share a building with a community center or a luxury condo owner want to overlook a gro- cery store? Does any user want to be next to a homeless shelter? What other conflicts might occur among uses?

UrbanPlan Handbook: Director of Marketing Page 47

• As noted above, some uses will help attract other uses. Neighborhood retail needs housing nearby, whereas a supermarket draws customers from a wider area. A discount store draws cus- tomers from an even wider area and is not as dependent on neighborhood residents.

• Think about retailers. What kind of location will attract them? Busy streets with pedestrian and vehicle traffic or quiet streets? Do they need people all day long? Do they need people at night? Do they want to be near other retailers or separate from them? Do they want their shop windows facing the street or facing another building?

• Resources for Director of Marketing: — Tab RFP — Building Fact Sheets:Tabs Existing Buildings and New Buildings — Tab Project Checklist: Land Use Comparison Chart — Tab The Presentation

Page 48 UrbanPlan Handbook: Director of Marketing

Site Planner As Site Planner, your task is to help the team create an attractive and functional place to live and work—a neighborhood that people are excited to live and work in and city leaders point to with pride.You are also responsible for ensuring that the plan responds to the city’s zoning ordinances, design criteria, and parking requirements.The city of Yorktown’s Design Guidelines are a key resource for you.

Your job is very challenging.You will have to create a plan that balances the demands of the Financial Analyst to generate profits, the neighborhood groups for amenities, and pressure from the city for both affordable housing and tax revenues. Work closely with your Director of Marketing to be sure the land uses complement one another and meet the needs of the future res- idents and employers. This task is especially challenging if residential, office, and retail structures coexist in the same area.

Note:You will be more effective and creative if your team starts with a vision for the Elmwood site. Do you want to emphasize jobs over housing? Do you want to revive the look and feel of the old Elmwood or a sparkling new concept? Do you want the site alive with neighborhood residents in the evening or quiet once the workday ends? What about weekends? Insist that your team address these issues in the context of their roles. They must advise you of Yorktown’s goals, the neighbors’ desires and fears, and market and financial issues.

• Buildings should be compatible with the surrounding neighborhood. Pay close attention to the types of uses surrounding your project area as described in the RFP. What new buildings will be most compatible with the size and height and current use of the buildings? What are the existing traffic patterns? Do you want to place a building that generates high traffic next to places where small children live or play?

• Successful projects create a sense of “place,” a location that attracts people and activities. Think about places you’ve seen in your town or places you have visited that feel welcoming, fun to congregate in, or exciting to experience. Is there a natural focal point or public space in Elmwood, such as a fountain or special building? If not, can you create one?

• What uses will make your main street feel welcoming and lively in the daytime? What makes it fun to walk down a main street? What makes it bleak, boring, or intimidating? What uses cre- ate that welcoming and lively feeling during evenings and weekends?

• What makes it convenient and safe to drive through a neighborhood? Where should the main traffic flow? Where should the parking be located? Where should the stores and office build- ings be in relationship to the busy and the quiet streets?

• Pay attention to building forms: the size and shape of your buildings. Do they affect the views, light, or privacy of another building?

• Elmwood contains several existing buildings. Rehabilitating old buildings is expensive, and the size and shape of the buildings may not fit many uses. Nevertheless, preserving historic or architecturally significant buildings can add interest and help blend new uses with the existing

UrbanPlan Handbook: Site Planner Page 49

built environment. Uses like restaurants, small shops, and small offices can be attracted to them.Your team will need to decide which ones to rehabilitate and which to demolish.

• When you present the vision of this new and exciting neighborhood to the City Council and help them visualize its look and feel, help them imagine what it will feel like to be a resident or office worker in your new neighborhood at different times of day.Take them on a walk through your neighborhood with your words.Then you can explain to the City Council how your proposal meets their objectives and how your decisions regarding the selection and placement of buildings and open space create the most viable neighborhood.

• Resources for Site Planner: — Tab RFP — Tab Site Plan — Building Fact Sheets:Tabs Existing Buildings and New Buildings — Tab Design Guidelines — Tab Project Checklist: Land Use Comparison Chart — Tab The Presentation

Page 50 UrbanPlan Handbook: Site Planner

City Liaison As City Liaison, your job is to make sure your team responds to the city government’s goals and objectives for revitalizing the Elmwood District neighborhood.The city wants to achieve these goals to benefit the residents of Yorktown, especially those in the Elmwood District. The goals are stated in the RFP.Your task is challenging because the city’s list of goals is large and your project is relatively small.You must help your team focus on the city’s highest priorities. Remember, you are part of the private development team: you do not work for the city.

Note:You will not be effective if you allow your personal feelings about the city’s goals color your advice to your team. Focus your team on the goals of your client, the city of Yorktown.Your team must be able to rely on you to know the specific goals and objectives stated in the RFP and understand what the city is trying to accomplish through these objectives.

The City Council, which selects the winning team, is under both financial and political pressures. You will quickly discover that these pressures can be in conflict.

• Financial: The city needs tax revenues to pay for the services it must provide its residents as well as to create the amenities and public facilities that make a community more desirable. When a city is economically vibrant, it receives more tax revenues and can accomplish more for its residents. This is why the city is allocating public funds to revitalize the Elmwood District and why it must recover these funds from the project over the next 10 years.

• A revitalized Elmwood District will generate revenue for the city primarily from two sources: property tax and sales tax. Property taxes are based on a building’s value. Sales tax is generated through a tax on the sale of goods and services. Retail stores pay both property tax and sales tax. A large discount store like QMart pays more than a grocery store, because most food sales are not taxed. Mid-rise office and luxury condominiums produce the highest property taxes for their respective uses. Affordable housing pays the lowest property taxes.

City costs also vary with land use. Housing typically requires all municipal services—police, fire protection, schools, parks, and social programs. Although office and retail uses do not impact the schools, they can place heavy demands on the transportation system and may require specialized firefighting equipment.

• Political: The Council must be responsive to the voters (including members of the neighbor- hood organizations), because it is an elected body. Work with your Neighborhood Liaison to understand these issues.

Each Council member may have a different view as to the best redevelopment plan for the city, depending on his or her constituency and personal experience. Some Council members may support uses such as luxury condominiums that will increase property values in the entire Elm- wood District, bring in upper-income residents, and attract upscale retail stores. Others may be concerned that such uses will “gentrify” the neighborhood, making it unaffordable for seniors and residents of moderate means. As City Liaison, you must be prepared to explain to Council mem- bers why your proposal will produce the best results for the city and its citizens.

UrbanPlan Handbook: City Liaison Page 51

• Any successful plan must be a compromise among competing goals.Your job is to work with the Site Planner, Financial Analyst, Director of Marketing, and Neighborhood Liaison to achieve a vision and practical solution that will be attractive to the city.

• Resources for the City Liaison: — Tab RFP — Building Fact Sheets:Tabs Existing Buildings and New Buildings — Tab Project Checklist: Land Use Comparison Chart — Tab The Presentation

Page 52 UrbanPlan Handbook: City Liaison

Neighborhood Liaison As Neighborhood Liaison, you have one of the most challenging positions on the team.You must help your team create a development plan that will gain neighborhood support. Neighborhood objections will stop a project just as surely as the lack of adequate capital. Without neighbor- hood support, the City Council is unlikely to select your proposal. Even in the unlikely event that the Council does select a project without neighborhood support, your project could fail. Unhappy neighbors can generate lawsuits, negative media coverage, and boycotts. Any one of these options can delay your project, causing you to lose money, or prevent office tenants, retailers, or new resi- dents from moving in to your project—and again you lose money. Remember, you work for the private development team.You work with the neighborhood but are not employed by it.

Note:You will not be effective if you take sides with one group or another. Don’t let your per- sonal opinions about the neighborhood groups color the advice you give your team. To help your team create a proposal that will benefit the neighbors and be approved by the city, you must try to understand the objectives and fears of each group and evaluate their power.

The surrounding neighborhood is the most directly affected by what is developed in the Elmwood District and therefore has a significant stake in what your team proposes. If your team is selected as the developer for the Elmwood District, you and your team will be able to meet personally with many neighborhood groups and individuals. In creating your proposal for the city, however, the only information you have available to you regarding neighbors’ issues and attitudes is letters from the most politically active segments of the neighborhood (see tab Neighborhood Letters).

For years, the residents of the Elmwood District have seen their property values decline and their neighborhood deteriorate.They look forward to new jobs, retail services, more parks, and reduced crime.They are concerned, however, about increased traffic, noise, and large buildings that might change the character and scale of their neighborhood.

• Read the letters carefully. You will discover that the residents don’t always agree with city pri- orities—or with each other! — Where do the groups agree? — Where do they disagree? — Where do their priorities match the city’s? — Do you think some groups have more political influence than others? Who and why?

• The neighborhood groups cannot get everything they want, and some of their wants may ben- efit very few people.You have limited resources as does the city of Yorktown, so you will have to make tradeoffs.You must work closely with the Site Planner and the City Liaison to be sure that the most important neighborhood objectives are not overlooked.

• You will have to explain to the City Council how your proposal creates the best possible solu- tion for the neighborhood in the context of the city’s goals. Explain the benefits your land use decisions provide. For example, one benefit of office space is jobs for residents. How does your proposal in its design and specific land use decisions incorporate the objectives of the neigh- borhood?

UrbanPlan Handbook: Neighborhood Liaison Page 53

• Resources for Neighborhood Liaison: — Tab RFP — Building Fact Sheets:Tabs Existing Buildings and New Buildings — Tab Neighborhood Letters — Tab Project Checklist: Land Use Comparison Chart

Page 54 UrbanPlan Handbook: Neighborhood Liaison

Financial Analyst As Financial Analyst, you will guide your team in selecting land uses that generate a profit for you and your investors.Your success will be judged by the percentage return on your investment. Investors will give you money for the project only if you can demonstrate that investing in the Elmwood redevelopment project will be profitable. So you will have to convince your team to include land uses that will generate profits. Equally important, you must work with the Director of Marketing to be sure your team builds what the market demands, or you will have vacant buildings and your profits will decline.

Note:You will be most effective if you insist that your team test a variety of scenarios. Don’t allow them to come up with only one solution and then “tweak” it. Evaluate the impact of includ- ing a QMart, demolishing and retaining historic buildings, including high and low levels of affordable housing.You may be tempted to simply plug in the numbers, but the creative Financial Analyst will test bold scenarios.The insights you gain from these scenarios will help your team generate a creative, responsive proposal that also generates high profits.

Some city funds are available to your team (see tab RFP). The city will contribute to the develop- ment of parks, open space, and social services for the benefit of its residents, but the city is also worried about its finances and will be more likely to make such investments if your plan includes uses that yield tax revenues to the city. Remember, the Financial Planning Program does all the calculations for you.

• Percentage return on investment is simply the total profit divided by the total cost of devel- opment. For example, if the total development cost is $50 million and the market value is $55 million, you have earned a $5 million profit and a 10% return: ($55 million – $50 mil- lion)/$50 million = 10%. In the Elmwood District, your investors will demand at least a 15% return to entice them to invest. If your development project does not meet at least a 15% return, it will be hard for you to find investors. If your return exceeds 25%, however, city planners or neighborhood residents may criticize you for choosing buildings over neighbor- hood amenities. (Re-read “Meeting Financial Goals” behind the tab About UrbanPlan.)

• Use your limited land wisely. You have a limited amount of land to work with, so you have to discover which uses generate most profit. “Building up” and selecting the uses that add the most tenants—that is, high density—will generate higher returns. For example, an 8-story office building can accommodate twice as many workers as a 4-story building with the same footprint. Therefore, the 8-story building is “denser.”

• You are responsible for inputting your team’s land use choices into the Financial Planning Program. It will then calculate your return and city tax revenues based on your team’s devel- opment decisions.

• You must also be able to interpret what each worksheet tells you about your proposed project. Study the instructions for the Financial Planning Program carefully; errors in input or interpre- tation will cost your team valuable time.

UrbanPlan Handbook: Financial Analyst Page 55

• You will inform the City Council of the financial returns your proposal will generate. Make sure you can explain the economic tradeoffs your team made to achieve those returns. Based on the alternatives considered, why do the tradeoffs you made produce the greatest benefit to the city? Be prepared for the Council to ask what you might change in your proposal to pro- duce a different outcome: lower or higher density, lower or higher returns, higher amounts of affordable housing, etc.

• Resources for Financial Analyst: — Tab RFP — Building Fact Sheets:Tabs Existing Buildings and New Buildings — Tab Project Checklist: Land Use Comparison Chart — Financial Planning Program and Instructions

Page 56 UrbanPlan Handbook: Financial Analyst

How to Use the UrbanPlan Financial Planning Program

➔ Important Instructions When Opening the Program for the First Time

Step 1 To ensure that your model calculates your input correctly, you must check to see if the required program functions are “turned on.” This is a very simple but critical step.

1. Click on the program to open. 2. From the menu, select “Tools.” 3. Go to “Add Ins,” where you will see a list of boxes to check. 4. If the items listed below are checked, you do not need to take any further action and can pro-

ceed to use the program: a. Analysis Tool-Pak b. Analysis Tool-Pak VBA

5. If any of these items are not checked, simply click on the boxes beside each item. Close the program and then reopen it.Your program is ready to use.

Step 2 WHEN YOU ARE READY TO USE THE PROGRAM, INSERT YOUR TEAM’S FLOPPY DISK INTO THE COMPUTER. Each team should have its own blank copy of the model, “Financial Planning Program.xls.” Go to “Save As” in the File Menu and save the file to your disk as your team's name.

Remember, you can save each development scenario you test so you can review or compare them. Simply go to “Save As” in the File Menu and save each new version with a different revision num- ber or name. For example: Development Scenario.rev.1, Development Scenario.rev.2, etc.

Step 3 Go to File Menu, then “Open” your team’s file by double clicking on the file name.

UrbanPlan Handbook: Development Team Page 57

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Cream

Blue

Gray

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The Presentation

Although a poor proposal will not win because of a well-rehearsed and confident presentation, an excellent proposal can lose because of poor presentation. Presentation quality is usually the deter- mining factor when the Council is deciding which development team to select among several good proposals.

Why is the presentation so important to a City Council? Like any City Council in this situation, the Yorktown City Council will be committing millions of dollars of public funds, the future of an entire neighborhood, and, perhaps, their own political futures on the success of the Elmwood redevelopment project. A development team that clearly articulates its vision, the benefits of its proposal to the neighborhood and city, and its reasoning behind the proposal will inspire confi- dence among Council members.

The Process The City Council will select the winning proposal after an oral presentation by each development team. Council members will hear many proposals in a short time.Your task is to make your pro- posal stand out through the quality of its vision, a clear, informed explanation of your proposal by each team member, helpful supporting documents, and thoughtful responses to Council members’ questions.

As with all development presentations before City Councils, your company has a limited amount of time to speak.Typically, teams have a total of 10–12 minutes for presentation and 8–10 min- utes for questions from the Council. Each team member must speak from the perspective of her/his role for a minimum of 2 minutes. Again, as in actual developer presentations, no matter where your team is in its presentation, the City Council will stop you when your 10 or 12 minutes is up.

Address the Issues The Council will judge the content of your team’s proposal based on the criteria in “Developer Selection Criteria and Process” behind the tab RFP and “Project Goals and Presentation Checklist” behind the tab Project Checklist. Review the issues to ensure that your proposal addresses all the criteria.

Provide Required Documents • The City Council needs written material to follow your oral presentation and refer back to

during deliberations. The Council will not hear teams who do not provide the required package.

UrbanPlan Handbook:The Presentation Page 71

• Teams must provide the following for each Council member:

From the Financial Planning Program, print a copy of the following: — Summary Sheet — Use Allocation (Worksheet #2) — Market (Worksheet #5) — Value (Worksheet #6)

From the Site Plan, provide one copy of the small 8x10 site plan, colored in and annotated with your land uses, that replicates your LEGO plan.

• Teams must provide only one copy of the items below for the whole Council: — Site Plan: a Polaroid or printout of a digital photograph of your LEGO plan — Team Photograph: a Polaroid or printout of a digital photograph of your team.

• Make your documents easy for the Council to use. Staple the pages together or place in a presentation folder. Remember to include your team name on the documents. What other material might help the Council understand your proposal?

• Practice your presentation as a team. Make sure each team member understands and ad- dresses the issues relevant to her/his role.Your 10–12 minutes will fly by. Remember, no matter where you are in your presentation, the City Council will stop you when your allotted time is up. Don’t waste pre- cious time by repeating points relevant to other roles. For example, the Neighborhood Liaison should discuss the benefits of the proposal to the residents, not the return to investors.

Sell Your Proposal • Summarize for the Council what they are about to see and hear; an excellent strategy is to

begin your team’s presentation by summarizing the benefits your proposal will bring to the Elmwood District and Yorktown.Then, each team member can demonstrate how the details of your plan provide those benefits. Finally, wrap up your presentation with another brief sum- mary of the benefits to remind the Council what they have seen and heard.

• Success = Features and Benefits: Your presentation will be more successful if you focus on the benefits of your proposal rather than simply describing the features.

Features are the land use choices your team made: a townhouse, a mid-rise office building, a QMart, or a park, for example. Benefits describe the good outcomes these land uses bring to the city and the neighborhood.The perceived benefits of any product or service are what people really buy.

Do not assume that either the City Council or the neighborhood residents will understand the benefits of your proposal unless you explain them. In fact, some may see only the drawbacks.

For example, an office building brings new jobs for residents, customers for local retailers, tax rev- enues that help the city provide and maintain parks, community centers, fire and police services, etc. Some neighbors or Council members oppose office buildings simply because they do not

Page 72 UrbanPlan Handbook:The Presentation

know the benefits office buildings provide.They may think of office buildings only in the context of increased traffic or density. If you can describe the benefits and show the Council how you have placed your building in a way to minimize the perceived drawbacks, you may win them over.

Professional Appearance and Demeanor Developer selection hearings are serious events. Remember, you are a professional. Winning this contract can mean millions of dollars for your firm. Losing could cost your firm up to $500,000 —the amount of money you spent researching and preparing the presentation.The City Council, all practicing land use professionals, will expect you to be businesslike in your dress, language, and demeanor. If you are not sure what “businesslike” means, discuss it with your teacher.

Here are some tips: — Although you may not own a business suit, dress as you would for a conservative adult

occasion. — Introduce yourself to the Council when you rise to make your presentation.You may also

want to make nametags for each team member. — Speak clearly and make eye contact with the Council members. — Although you may refer to notes, don’t read your presentation. — Be attentive when your teammates are making their presentations.

• Resource Tabs: — RFP: Developer Selection Criteria and Process — Project Checklist: Project Goals and Presentation Checklist — Financial Analyst: Financial Planning Program

UrbanPlan Handbook:The Presentation Page 73

(This page is intended to be blank.)

Jury Review Checklist

I.Team Vision and Presentation

A.Team Presentation (Clarity, Organization, Depth)

• Developer Vision: Does the team articulate a vision for the redevelopment site? Does it create a “word picture” of the new Elmwood? What will it feel like? What kinds of people (demo- graphics based on “Market Analysis” in RFP) will live there? Why will people want to live and work there? Why will it make city leaders proud?

• Is the proposed development plan consistent with the team’s vision?

• Is it logical and consistent with the city’s goals and compatible with the neighborhood?

• Does the team understand that the qualitative issues (neighborhood support, design, political sen- sitivities) are as important as the quantitative issues (return to investors, city tax revenues)?

• Does the team articulate the benefits of its proposal rather than just the features?

B. Individual Presentations (Clarity, Organization, Depth)

• Does the team member articulate and understand the issues associated with her/his role? (For example, does the Neighborhood Liaison discuss the team’s decisions as they impact neighbor- hood acceptance of the proposal, or does she digress and talk about the return to investors, etc.?)

• What depth of understanding does she/he demonstrate about these issues when questioned by jurors?

Director of Marketing

Site Planner

City Liaison

Neighborhood Liaison

Financial Analyst

UrbanPlan Handbook:The Presentation Page 74

II. Key Issues

A. Return to Investors: Can the proposal attract capital?

• Is the return on the project at least 15%? Projected rate of return ___________%

B. Return to City: Does the proposal pay back the city over 10 years?

• Is the return to the city $0 or greater? Amount of return $ _____________

C. Market Issues

• Are proposed uses responsive to market demand for office, retail, and residential space?

• Who are the tenants/users of new residential, office, and retail space? Are they drawn from the populations described in the Market Analysis?

• Are the uses compatible with each other?

• Will the placement of buildings meet users’ needs and expectations?

• Does developer provide amenities appropriate to proposed uses?

D. Site Planning

• Is there a sense of place?

• Is there a focal point in the design?

• Is street feel during the day, nights, and weekends consistent with the developer’s stated vision? The city’s goals and objectives? The neighborhood’s desires?

• How well does the proposal handle traffic flow?

• How well does the proposal satisfy the city’s General Design Guidelines? Does it:

— Preserve and enhance Yorktown’s architectural, cultural, and aesthetic qualities? — Ensure that building height and architecture are appropriate to the design and scale of sur-

rounding land uses? — Provide harmonious transition with adjoining structures, including building mass? — Maximize usable open space in relationship to each dwelling, the entire project, and the

neighborhood setting?

Page 75 UrbanPlan Handbook:The Presentation

— Maximize views from all areas of the dwellings as well as maintain privacy from adjacent dwellings?

— Provide adequate usable open space next to each residential building for use of residents of that building (not the public)?

• Does the developer meet all the city’s parking requirements for each building?

• Does the developer provide amenities appropriate to proposed uses?

E. Neighborhood Issues

• How did the developer respond to the (conflicting) concerns of the neighborhood?

• How does the developer recognize and address the differences in political power among vari- ous groups?

• How does the developer propose to gain the acceptance of groups whose demands are not fully met?

• Why will their decisions on the issues below create the most viable development solution? — Homeless shelter — Affordable housing — Retail services — Skate park — Displacement of artists and nonprofit groups — Community center — Historic preservation

F. Job Creation • Does the development proposal create or attract jobs to the Elmwood District?

#______ entry-level jobs #______ skilled jobs

G. Retail Services

• Does the proposal provide retail businesses that serve the needs of existing and new neighbor- hood residents?

• Are uses consistent with the retail use demand in the Market Analysis?

UrbanPlan Handbook:The Presentation Page 76

H. Housing

• Does the proposal provide housing for mixed income groups? # of units ____________

• If the proposal includes a Luxury Condominium building: — Is it consistent with the team’s stated vision? — Is the use viable, given the other land uses? — Is its location on the site appropriate?

• Does the proposal provide affordable housing? # of units _______ % affordable ________

• Are the affordable units integrated with market-rate housing or segregated? Does the developer explain the reasoning behind these decisions?

I. Historic Preservation

• Does the developer preserve and restore historic and architecturally significant buildings?

• Are the developer’s decisions to rehab or demolish consistent with the stated vision?

III. Jury Feedback to Team

• The strongest element(s) of this team’s presentation/proposal was (were):

• Three things that would have increased this proposal’s chance of being selected: 1.

Page 77 UrbanPlan Handbook:The Presentation

Glossary

Absorption rate—In real estate, the rate or projected rate that a particular use will be completely rented or sold. For example, your UrbanPlan market analysis projects that you can sell 25 to 30 lux- ury condominium units in one year.That is, the Elmwood District can absorb 25 to 30 luxury condo units per year.

Adequate public facilities—A term often used in discussing a new development to describe whether existing public facilities, such as roads, schools, sewers, and water, are of a size and capacity to serve the new development.

Affordable housing—Non-market-rate housing available only to citizens meeting certain income cri- teria. Because of the high costs of land and construction in many areas, housing prices are higher than lower-income individuals can afford to pay.Therefore, a public or private source must provide a subsidy to make housing affordable to this population.

Affordable is a relative term that varies according to the actual median income (AMI) of the commu- nity in question. Although many think of very-low-income families as the only people eligible for such housing (families making under 60% of AMI), affordable housing may be available to indi- viduals or families making as much as 80% of AMI. In wealthy regions, this often makes many office workers, teachers, firefighters, and police officers eligible for such housing.

For example: If the AMI in a community is $100,000 per year, a family making as much as $80,000 per year could be eligible. A family making $40,000 per year, less than 60% of AMI, would easily meet the criteria. If the AMI in a community is $50,000, a family making as much as $40,000 could be eligible.

Amenities—Those settings or improvements to a property or neighborhood that increase the desir- ability or enjoyment of the residents, for example, parks, community centers, sports fields. Ame- nities are not necessities.

Asbestos—A mineral formerly used as insulation in buildings that has been linked to lung cancer when inhaled. It must be removed or sealed when demolishing or renovating older buildings to protect construction workers and new inhabitants.

Blight—A condition of property or the uses of property in parts of a city, town, or neighborhood that are detrimental to the physical, social, and/or economic well-being of a community. It can include abandoned buildings or those severely neglected by their owners, vacant lots full of rubble and garbage, or dangerous and/or illegal uses such as crack houses.

Building codes—Government-established construction standards that a building must meet, such as structural requirements, plumbing requirements, and electrical requirements.

Business district—A downtown, a core of business development, or a central business district. Such an area can often mix different land uses, including residential, commercial, and industrial, with certain entertainment functions.

Comprehensive plan—A general community plan that describes land use patterns according to whether a given district or parcel will be devoted to residential, commercial, or industrial use. Such a plan also includes transportation, public facilities, and sometimes social services or redevel- opment (urban renewal) plans.

UrbanPlan Handbook: Glossary Page 78

Demand—The quantity of goods that consumers are willing and able to purchase at various prices during a given period of time. Along with supply, demand is one of the two key determinants of price. In real estate, demand refers to the need for a use, such as housing, at a particular price (see Supply).

Demographics—Statistical data usually referring to the number, age, income, and socioeconomic sta- tus of a population group.These statistics help government and private businesses anticipate what a community will look like and what its needs will be in the future. For example, knowing the number of families with children who live in or may move to an area helps determine whether new schools must be built.

Density—In real estate, building bigger or taller buildings on a given amount of land increases the project’s density. For example, if your block is 80,000 SF, a 1-story building covering only 20,000 SF of ground is less dense than a 1-story building covering all 80,000 SF. Similarly, a 1-story building covering 20,000 SF is less dense than a 10-story building covering 20,000 SF.

Developer—An entrepreneur who is the leader of the development team.The developer is the inspira- tional leader of the team, providing the overall vision for the project.The developer also coordinates the purchase of land, design, project planning, financing, and construction of the entire project.

Economic development—A term generally applied to the expansion of a community’s property and sales tax base or the expansion of the number of jobs through office, retail, and industrial development.

Empty nesters—Adults, usually couples, whose children have grown up and left home. Such adults do not want to maintain houses in the suburbs any longer.They are moving to urban areas to enjoy the cultural entertainment and civic activity.

Environmental impact report (EIR)—A study conducted by specialists and generally required by state or federal law to be completed before a project can be built. It evaluates the project’s effect on the environment and infrastructure.

Footprint—In building measurement, the outside dimensions of a building describing the amount of space it occupies on the ground.This figure is usually expressed in square feet of space. A 1-story building measuring 50 feet by 20 feet has a 1,000-SF footprint. A 10-story building of the same dimensions has the same size footprint, even though it is a much larger building.

Growth management—A process by which local governments attempt to minimize the negative effects of rapid development by controlling the timing, location, amount, and density of new com- mercial buildings, residences, and roads.

Historic preservation—The process of preserving part of a community, from an individual building or part of a building to a whole neighborhood (including roadways and waterways), because of its historical importance.

Infrastructure—Public facilities provided to a site so that it can be developed, including roads, bridges, and utilities such as sewerage and water.

Market economy—An economy in which scarce resources are all (or nearly all) allocated by the interplay of supply and demand in free markets, largely unhampered by government rationing, price fixing, or other coercive interference.

Market forces—The interplay of supply and demand in a market economy that determines what goods or services will be produced.

Page 79 UrbanPlan Handbook: Glossary

Market information—Data collected regarding all current conditions—economic, social, and demo- graphic—that affect the potential success of a project.

Market value—The price of a property as determined by buyers and sellers in an open market, that is, a market that is widely accessible to all investors or consumers.

Mixed-income groups—Mixture in a single development of some combination of low-, middle-, and upper-income residents and workers.

Mixed-use development—A form of development that mixes residential, commercial, retail, and other uses in one project.

Mortgage—A loan made for real property—a house or office building, for example—where the property is the security for repayment of the loan or debt.

National Register of Historic Places—An official list of cultural resources worthy of preservation; part of a federal program designed to protect the nation’s historic, architectural, and archaeological assets.

Neighborhood alliance—A local community group often formed to promote the community interest in a specific area.

Nonmarket forces—Actions or regulations of government, outside the demands of the marketplace, that determine or influence what is to be produced. For example, government regulations may require access for handicapped individuals to all buildings as a “public good,” even though not all users of the buildings require such access. Subsidies or mandates for affordable housing are another example of nonmarket forces.

Office—When used as a zoning designation, “office” allows businesses to carry on paperwork rather than manufacturing or production on the site. Businesses such as insurance companies, law firms, and accounting firms work out of offices.

Office building—A place used for the conduct of business or a profession, as distinguished from resi- dential buildings, retail space, industrial buildings, or recreational facilities.

Ordinance—A law or statute enacted by a city or county.

Petition—A declaration signed by individuals and presented to governments as evidence of popular support for an action or position.

Planning commission—A board of a city, county, or similar local government that must approve pro- posed building projects. Its actions often must be confirmed by a higher board, such as a City Council.

Private sector—The part of an economy in which goods and services are produced and distributed by individuals and organizations that are not part of the government or state bureaucracy.

Property tax—A government levy based on the market value (as assessed by the county assessor’s office) of property, such as real estate.

Property tax base—The collective value of real estate and other assets subject to property tax within a community.

Public sector—The offices and responsibilities of government. In economic terms, the part of an econ- omy in which goods and services are produced and/or (re)distributed by government agencies.

UrbanPlan Handbook: Glossary Page 80

Public works—Facilities run by public agencies to provide water, power, waste disposal, transporta- tion, and similar services to meet common social and economic objectives. Infrastructure is not labeled “public works” unless it is financed, constructed, and/or operated and maintained by the public sector.

Redevelopment—Generally, the redesign or rehabilitation of existing properties and improvement of land in accordance with a city’s goals and objectives.

Retail space—Space in a building for selling merchandise.

RFP (Request for Proposal)—A request from a government or private entity asking developers to sub- mit proposals for ways to develop a property.

Scarcity—A condition that occurs because people’s wants and needs are unlimited, while the resources to produce goods and services to meet those wants and needs are limited.

Shortage—The condition in which the quantity demanded is greater than the quantity supplied at a certain price.

Site analysis—The study of a specific parcel of land (and the surrounding area) to determine its suitability for a specific use.

Supply—The total amount of a good or service available for sale at various prices; along with demand, supply is one of the two key determinants of price (see Demand).

Toxics—Harmful substances located on a property, which may include asbestos, lead, or oil residue. All toxic problems must be taken care of before development can begin. Developers must test for toxic problems before purchasing a piece of land, because cleanup can be time-consuming and very expensive.

Urban redevelopment authority—State or city government entity responsible for promoting revitaliza- tion of the city and real estate development in the public interest.

Zoning map—A map that shows the existing use classification for each parcel within a local jurisdic- tion (see also Zoning ordinance).

Zoning ordinance—A legal document that spells out the requirements for each category of land use. Each use has a specific set of requirements regarding the amount of a site that can be covered with buildings, how far the buildings must be set back from the street, the heights of the buildings, the amount of parking required, and the amount of landscaping or open space required (see also Zoning map).

Page 81 UrbanPlan Handbook: Glossary

Acknowledgments

This second edition of UrbanPlan was a collaboration between the Fisher Center for Real Estate and Urban Economics (FCREUE) at the University of California, Berkeley, and the San Francisco District Council of ULI–the Urban Land Institute.The curriculum, a revision of ULI’s original UrbanPlan, was developed at FCREUE by a team of land use professionals, academics, and secondary school educators.

Like most new ventures in real estate, this project came about because of the creativity, passion, dedication, patience, and tenacity of several leaders, particularly Doug Abbey, Steve Chamberlin, and Ron Nahas. Without the enthusiastic endorsement of the San Francisco District Council Executive Committee leadership, including Lynn Sedway, Jay Paxton, Faye Beverett, and Diane Filippi, and the vision and support of Ken Rosen, chair of FCREUE, the UrbanPlan pilot program would never have left the ground.

Program Funders The Fisher Center for Real Estate and Urban Economics, University of California, Berkeley ULI–the Urban Land Institute, San Francisco District Council The James E. Gibbons Educational Development Trust Fund of the Counselors of Real Estate

UrbanPlan Advisory Committee Douglas D. Abbey Chair, AMB Capital Partners, LLC

Gayle Berens Vice President, Real Estate Development Practice ULI–the Urban Land Institute

Faye Beverett Colliers Parrish Investment Group

Stephen Chamberlin Principal, Chamberlin Associates Adjunct Professor of Real Estate Haas School of Business University of California, Berkeley

Mary Corley Executive Director, Policy Advisory Board Fisher Center for Real Estate and Urban Economics University of California, Berkeley

John Landis Professor and Chair, Department of City and Regional Planning College of Environmental Design University of California, Berkeley

UrbanPlan Handbook: Acknowledgments Page 82

Page 83 UrbanPlan Handbook: Acknowledgments

Ronald Nahas General Partner, Rafanelli, Nahas & Ambrose

Carolyn Paxton Curriculum Consultant

Kenneth T. Rosen Chair, Fisher Center for Real Estate and Urban Economics Haas School of Business University of California, Berkeley

Lynn Sedway Executive Managing Director,The Sedway Group

Curriculum Development and Pilot Program Carolyn Paxton, Curriculum Consultant Dorothy Friedlander, Economics and Government Teacher, San Rafael High School, San Rafael, California Doug Powers, Government Teacher, Berkeley High School, Berkeley, California Robert S. Siltanen, Economics and Government Teacher, Alameda High School, Alameda, California Bette Spagel, Economics Teacher, College Park High School, Pleasant Hill, California Steven Teel, Government Teacher, Berkeley High School, Berkeley, California Ann Tepovich, Economics and Government Teacher, Redwood High School, Larkspur, California Dana Whittaker, Civics Teacher, Millennium High School, Piedmont, California

Our gratitude goes to 700+ junior and senior San Francisco Bay Area high school students who piloted this second edition of UrbanPlan and whose insights and feedback were invaluable to the evolution and refinement of the curriculum and program.

Thanks also to members of the Berkeley Real Estate Club (BREC), whose multidisciplinary mem- bership is drawn from UC Berkeley graduate students from the Walter A. Haas School of Business, College of Environmental Design, the Boalt Hall School of Law, and the College of Civil and Environmental Engineering. BREC members “beta-tested” UrbanPlan and volunteered in high school classrooms.

Project Director and Principal Writer Paula Blasier

Contributing Writers Alan Billingsley,Vice President,The RREEF Funds Sara Willard, graduate of the Haas School of Business, UC Berkeley

Financial Model Jeff Bond, Senior Planner, Real Estate and Housing UC Berkeley Capital Projects

Site Plan and Building Models Chien Dao Glasgow, Chien Dao Glasgow Architects