JAMESTOWN MALL AREA PLAN
SAINT LOUIS COUNTY, MISSOURI DRAFT
MAY 2011 JAMESTOWN MALL AREA PLAN
was created by:
Client Team Design Team
St. Louis County Dover, Kohl & Partners County Executive Charlie A. Dooley town planning Mike W. Jones, Senior Policy Advisor Victor Dover Andrea Jackson, Special Assistant to the County Executive Pamela Stacy Thomas Curran, Director of Intergovernmental Affairs James Dougherty Jason King Councilman Mike O'Mara, 4th District Justin Falango Jo Roche, Executive Assistant to Mike O’Mara H3 Studio Planning Department town planning Glenn Powers, Director of Planning John Hoal Lori Fiegel, Comprehensive Planning Manager Bryan Robinson Justin Carney, Comprehensive Planning Planner Timothy Breihan Gail Choate, Current Planning Land Use Manager Carolyn Gaidis Mike Duncan, Research & Statistics Manager Tim Busse
St. Louis County Highways & Traffic Urban Advisors Mike Bardot, Planning Division Manager economic analysis Gus Heck, North/West Area Engineer Glenn Kellogg Ed Starkie
St. Louis County Economic Council Vector Communications public participation Denny Coleman, President & CEO Laurna Godwin Jacqueline Wellington, Executive Vice President Rachel Powers
Real Estate & Community Development Timothy Tucker, Vice President Stock and Associates civil engineering Edgar Velazquez, Project Manager George Stock Doug Bruns Marketing & Communications Katy Jamboretz, Vice President Corrie Hendrix, Marketing Coordinator
May 2011 DRAFT JAMESTOWN MALL AREA PLAN Special Thanks To:
St. Louis County Community College Florissant Valley Campus Missouri Department of Conservation Adria Werner Tracy Boaz, Community Planner Karen Wade Kedra Tolson Property Representatives Deb Neale Thomas Fear, Carlyle Development Group Jen Orzel Michael Kohan, Jamestown Mall Realty Management, LLC Jill Hussey Marilyn Oliver, Jamestown Mall Realty Management, LLC Kathy Hoffman, Jamestown Mall Realty Management, LLC U.S. Congressman Hon. William Lacy Clay, 1st District Joseph Buehrer, Macy's Department Store Sandy Houston, Special Projects Coordinator Helmut Starr, Polsinelli Shughart Drew McElligott, Marcus & Millichap Missouri House of Representatives Scott Ruswick, Sears Holding Company Representative Steve Webb, District 74 Representative Rochelle Gray, District 81 Local Experts Dean Wolfe, Wolfe Properties, LLC City of Black Jack Alan Bornstein, THF Realty Mayor Norman McCourt Rick Randall, Pace Properties Councilman Don Krank Richard Shephard, Real Estate Strategies Councilman John Taylor Bob Lewis, Development Strategies, Inc. Councilman Ben Allen Arnold Spirtas, Spirtas Wrecking Company
City of Florissant Christian Hospital Mayor Robert Lowery Ron McMullen Bob Russell, Economic Development Director North County Associations Black Jack Fire Protection District Rebecca Zoll, North County Incorporated Michael J. Gantner, Fire Chief Diana Weidinger, Greater North County Chamber of Commerce Dora Gianoulakis, Spanish Lake Community Association Missouri Department of Transportation Ken Smith, Old Jamestown Association Larry Welty, North County Area Engineer Steven H. Lockett, Senior Traffic Engineering Specialist Volunteers Atia Thurman Metro St. Louis Leann Smart Lora Gulley Jessica Mefford-Miller, Chief of Planning & System Development Paula Hughes Lance Peterson, Director of Service Planning Richard Ward Mark Phillips, Long Range Planner Kristen Moore Jayson Hagen, GIS Specialist Stephanie Von Drasek Hazelwood School District ...and hundreds of North County residents
ACKNOWLEDGMENTS DRAFT May 2011 St. Louis County and the St. Louis County Econom- ic Council commissioned Dover, Kohl & Partners, a town planning firm, to act as an extension of County staff to create a conceptual plan for the redevelop- ment of the Jamestown Mall that balances the inter- ests of the community, property owners, developers, and the County.
Dover, Kohl & Partners teamed with H3 Studio (lo- cal town planners), Urban Advisors (market and economic analysts), Stock & Associates (civil engi- neers), and Vector Communications (public partici- pation strategists) to complete this planning effort.
The charge for the planning team was to balance their professional expertise as town planners, civil engineers and economists with the knowledge of developers' and retailers' business models and in- corporating the needs and desires of the commu- nity. The Dover-Kohl team sought to find common ground between all of these interests; the consen- sus reached through the planning process became the foundation for the Jamestown Mall Area Plan.
The Jamestown Mall Area Plan is the result of neigh- borhood residents, civic leaders, business owners, St. Louis County, St. Louis County Economic Coun- cil, local developers, and property owners coming together to proactively plan for the future. The Plan builds upon previous planning efforts already undertaken by the County and Economic Council, and it addresses market and economic challenges and realities, transportation, community needs, and funding challenges for the redevelopment of James- town Mall. The Plan incorporates community input, illustrating the desired evolution of the area, and outlines achievable steps to get there.
May 2011 DRAFT JAMESTOWN MALL AREA PLAN JAMESTOWN MALL AREA PLAN EXECUTIVE SUMMARY SAINT LOUIS COUNTY, MISSOURI
BACKGROUND PROCESS Jamestown Mall opened in 1973 offering regional commercial merchandise on As a first step, in the fall of 2009 the Urban Land Institute (ULI) conducted a the suburban fringe of St. Louis, in anticipation of residential development mov- panel study of the North County area to identify the issues contributing to the ing into the area. The anticipated residential units never materialized and un- decline of retail and to provide realistic recommendations for the best use of fortunately, in recent years, new regional shopping destinations that are located commercially zoned lands, particularly at the Jamestown Mall location. As a closer to larger populations of shoppers have degraded the effective trade area result of the study, ULI suggested a two-part solution that included the creation of Jamestown Mall, causing a decline in sales and foot traffic. Over time, the of a coordinated vision and public participation from the community. ULI deter- quality of merchandise offered has declined and is now misaligned with the mined that the best use for the land given the constraints on the property was needs of the North County community. Today, although two of the mall's anchor to demolish the existing mall and replace it with a smaller scaled, neighborhood buildings are occupied, its other two anchor buildings are vacant and portions of oriented mixed-use development. the mall have been walled off to reduce the appearance of vacant space. Taking the next step recommended by the ULI study, St. Louis County com- North County residents remember Jamestown Mall's days as a shopping destina- missioned Dover, Kohl & Partners, a nationally-recognized town-planning firm tion and want something more positive for their community in this location. In to create an Area Plan for the Jamestown Mall site. Beginning with a kick-off response to the community, St. Louis County investigated what could be done to presentation in July 2010 and a six-day design charrette in September of 2010 improve the site's performance. the County brought together community members, community leaders, elected officials and the design team to work together toward a common solution.
The County’s initiative came at a time when the Mall's owners were burdened with a worsening national recession. Reimagining the future of Jamestown Mall requires a long-range perspective and broad consideration of possibilities. Do- ver-Kohl's multi-disciplinary design team of national and local experts provided necessary outside perspective for the future of the site.
As an important first step, the design team helped to establish community con- sensus and reset the community's expectations through hands-on design exer- cises with the general public and meetings with neighbors. The building of this general consensus was used to create a shared vision and lay the groundwork for future public support necessary to obtain approvals required for the redevelop- ment of the site.
A village center with neighborhood serving retail could create a new identity for North County.
Page ES.1 EXECUTIVE SUMMARY DRAFT May 2011 FIRST PRINCIPLES PLAN STRATEGIES Through the public design process, community members and the design team In order to compete with the newer retail formats emerging closer to large con- worked together to develop a series of economic and placemaking principles to centrations of consumers, the Jamestown Mall site needs to become a walkable guide the appropriate redevelopment of Jamestown Mall. Shaped from public environment, with shared parking, housing, and workplaces in a mixed environ- input during the charrette, the “First Principles” embody the public’s vision for ment that provides on-site support for retail activities. Creating this environ- the future of this important property. ment with its diverse housing opportunities could encourage the location of new employment at the site. Due to many variables and unknown factors, the plan must remain flexible to accommodate changing economic forces, developers’ pro-forma, existing anchor In order to make the site a viable place, the current large expanses of surface tenants and unforeseen needs or uses. While the built-in flexibility leaves some parking should transition over time into an interconnected network of streets uncertainty about the exact form, layout, and use of the property, the First Prin- forming coherent blocks. Parking should be located in mid-block locations be- ciples help to create stability and certainty about future development. hind buildings in order to create a pedestrian-friendly village center streetscape. These streets should be equipped with the components necessary to make pe- destrians comfortable, such as street trees, benches, narrow traffic-calmed travel F IRST PRINCIPLES lanes, and on-street parking. ECONOMIC PRINCIPLES PLACEMAKING PRINCIPLES Diversification of uses will also make the site more resilient to the ups and downs "Reset" the Property in Seek to Establish a New of economic markets. Imagine if it were possible to live in a townhouse only Everyone's Mind "Heart of the Community" blocks away from shopping and from one’s office; if restaurants, a grocery store, dry cleaners, and daycare were also located nearby. If the development plan pro- Balance Private Design Mixed-Use, Walkable, vided opportunities for families to live in a walkable village, close to shops and & Public Interests Smart Growth employment, and insured a high quality of design and construction, this location could provide a competitive alternative to New Town St. Charles. Keep it Phase-able Emphasize the Strengths of the Site to Keep it Feasible Build for the Coming Era, Balance Neighborhood Desires Not the Last One & Developer Priorities Build Well, or Do Not Build
The vacant Sears as it exists today. The northwest (Sears) site is transformed over time from a single-use mall to a village center.
Page ES.2 May 2011 DRAFT JAMESTOWN MALL AREA PLAN ECONOMIC ANALYSIS CONCEPTUAL PLAN SCENARIOS & ALTERNATIVES The large open parking lots and vacant outparcels comprising Jamestown Mall Alternatives for the best use and form of development for each parcel, based on represent a tremendous opportunity for future diversification of the site’s uses. its location on the site and its proximity to surrounding uses and roadways are illustrated in this plan. The plan areas also illustrate four main plan scenarios, As evident by the closing of national retailers at the Jamestown Mall site, this shown on the following page, that represent varying development strategies location is not well suited for a regional retail center. However, as demonstrated for the entire site. Different aspects of each of the plan strategies can be mixed by analysis in the Jamestown Mall Area Plan report, in the format of a village leaving maximum flexibility while maintaining a cohesive plan for the site. All center there is a potential current market for 76,000 to 200,000 square feet of plans adhere to the First Principles and create a village center for the surround- new retail on the site serving the local economy. ing community.
Based on the economic findings of the trade area for this location, the James- The proposed development scenarios allow for phasing that permits the James- town Mall Area Plan is centered on one main idea – transforming the single-use, town Mall site to develop incrementally. Single or multiple parcels may be re- large footprint buildings of Jamestown Mall into a mixed-use village center that developed while others may remain in operation. The end result of incremental can easily adapt to changing economic needs and pressures. development is that each new construction project helps to add to a cohesive, complete village. The plan works equally well should the property come under In reconfiguring the Jamestown Mall site for uses that better serve the adjacent single ownership and be redeveloped all at once. neighborhoods, there is an opportunity to provide the community with a village center. The size of the site, approximately 142 acres, could allow up to 1,400 new single-family attached and detached dwellings and apartments units in ad- dition to the 200,000 square feet of retail, and 80,000 square feet of offices or varying combination of the above.
The analysis also identifies a potential market for senior living in small lot hous- es and townhomes which could account for 600 of the new households. The importance of this residential and employment base is essential to make the retail component more attractive to retail developers, investors and successful as a business location.
At the lower range, the site could support 700 new units which would significantly contribute to the viability of local-serving retail by providing customers with this as their most convenient shopping location. Providing a concentration of middle- income households is attractive to retailers and is the best chance the site has at insuring the success of services like a grocery store and restaurants.
Senior housing, shown above, is an integral part of the proposed new walkable village.
Page ES.3 EXECUTIVE SUMMARY DRAFT May 2011 CONCEPTUAL PLAN SCENARIOS & ALTERNATIVES TRADITIONAL NEIGHBORHOOD DEVELOPMENT PLAN GARDEN SUBURB PLAN
Lindbergh Boulevard Lindbergh Boulevard
Robbins Mill Road Robbins Mill Road
d Roa n w d Roa n w
to James to James
Old Old
City of City of Black Black Jack Jack
Coldwater Creek Coldwater Creek
0 200' 400' 800'0' 0 200' 400' 800'0'
The Traditional Neighborhood Development Plan features a block and street The Garden Suburb Plan features curvilinear streets, center median boulevards, network creating a complete village. A diverse village center is focused and larger parks and retention areas throughout the village. Neighborhoods are on the northwest parcel and could extend to the plaza at the center of the planned around a network of enhanced natural systems that connect throughout neighborhood. This scenario develops the site fully including the southern parcel the site and to the natural flowways of Coldwater Creek through the open space by Coldwater Creek. The operating anchor stores remain as the village center systems of neighboring subdivisions. Retail is contained within the northwest and neighborhoods develop around them. If the existing anchor stores close, the parcel, resulting in a focused amount of neighborhood retail. The plan identifies parcels can be redeveloped to create a more complete neighborhood. As with a potential location for a sports complex prominently on Lindbergh Boulevard. the other scenarios, a diversity of housing is offered including townhomes, live/ The southern portion of the site is illustrated with an amphitheater and a large work units, duplexes, multi-family buildings and small homes on private lots. park that would connect to the Great Rivers Greenway trail system.
Page ES.4 May 2011 DRAFT JAMESTOWN MALL AREA PLAN CENTRAL COMMON PLAN PARK & VILLAGE PLAN
Lindbergh Boulevard Lindbergh Boulevard
Robbins Mill Road Robbins Mill Road
d Roa n w d Roa n w
to James to James
Old Old
City of City of Black Black Jack Jack
Coldwater Creek Coldwater Creek
0 200' 400' 800'0' 0 200' 400' 800'0'
The Central Common Plan starts with the premise that all of the mall property The Park & Village Plan is one in which portions of the site are transformed comes under single ownership of a master developer. This scenario allows the into a regional park while others are cleared of their existing conditions to property to be developed in a manner irrespective of the existing property lines, reduce blight, but are held until economic conditions are more favorable to roadways, underlying infrastructure, and buildings. With more freedom to development. The northwest parcel could develop with a small village center form plan geometries, a larger central gathering space surrounded by shops with a neighborhood serving retail and expand in the future. Farming may and townhomes, similar to Lafayette Square in St. Louis, could be possible. It continue on the eastern outparcels. This scenario could be considered an interim should be stated that any of the four scenarios would benefit from and could be stage to the other development scenarios. implemented under single ownership and a master developer.
Page ES.5 EXECUTIVE SUMMARY DRAFT May 2011 NEXT STEPS STEPS FOR IMPLEMENTATION
Due to the current economic downturn, development at the Jamestown Mall site short term mid term long term faces many challenges in the near term and it will take time before the private 1-5 years 6-15 years 15+ years sector has an appetite for new development. The public sector may need to take MARKETING a leadership role to set the stage to attract private investment. 1. Promote North St. Louis County 2. Promote the Jamestown Ultimately, it will take a coordinated effort between the public and private Mall Area Plan sectors in order to achieve the desired community results. St. Louis County should take an active role in continuing the efforts to redevelop Jamestown Mall POLICY & REGULATORY CHANGES into an economically sustainable development by clearing obstacles and setting 3. Adopt the Plan the stage for future development effort. But the County cannot do this on its 4. Develop an Acquisition Strategy own. Knowing that the public sector is committed to the plan, the private sector 4A. Engage the Property Owners should also take an active role in the redevelopment of this site. 4B. Acquire the Property 4C. Clear the Land Expectations for this project need to be placed in a realistic context. Depending 4D. Create a Public-Private on market and credit conditions it could take time to produce substantive Partnership change on this site. Redevelopment of the property will not happen overnight 5. Revise the Zoning but there are steps that can be taken now to set the stage for development. As the economy recovers it will become more economically viable for development ECONOMIC STRATEGIES to occur in this location. Some steps toward implementation will set the stage 6. Create a Detailed Strategy for for development of the site while also enhancing the retail and community Retail, Office & Residential Uses environment throughout North County. 7. Use Smart Phasing & Incremental Steps to Implement Detailed Plan For example, because most of North County has developed along conventional suburban road networks and formulas, there is now an excess of regional commercial space available, causing lowered performance from all locations. Removing excess commercial space on the Jamestown Mall site from the regional surplus would help make other commercial locations in North County more viable.
In the table that follows, steps that address marketing, policy and regulatory changes, and economic strategies are presented along with an estimated timeline for implementation. They have been broken into short term (1-5 year range) mid term (6-15 year range), and long term (15 years and beyond) goals.
Following this long-range, phased plan for redevelopment, the Jamestown Mall site promises to become a memorable part of the North County community once again.
Additional information on the Background, Process, First Principles, Details of the Plan, Economics, and Next Steps can be found in the Jamestown Mall Area Plan Report.
A variety of residential building types would be located within walking distance to shops.
Page ES.6 May 2011 DRAFT JAMESTOWN MALL AREA PLAN TABLE OF CONTENTS 2
BACKGROUND 1
PROCESS 2
FIRST PRINCIPLES 3
DETAILS OF THE PLAN 4
ECONOMICS 5
NEXT STEPS 6
APPENDIX
CONCEPTUAL DEVELOPMENT COST ESTIMATE A
TABLE OF CONTENTS DRAFT May 2011
BACKGROUND 1
INTRODUCTION 1.1
LOCATION 1.2
PROPERTY OWNERSHIP 1.3
EXISTING CONDITIONS 1.4
ZONING & LAND USE 1.6
SCALE COMPARISONS 1.8
THE EVOLUTION OF THE AMERICAN MALL 1.10
MARKET CONDITIONS 1.12
MEDIAN HOUSEHOLD INCOME & POPULATION DENSITY
RETAIL COMPETITION
EFFECTIVE TRADE AREA
EMPLOYMENT
TRANSPORTATION 1.20
REGIONAL COORDINATION 1.22
DRAFT May 2011
INTRODUCTION In the 1960s residential development in St. Louis was spreading north of I-270 and along Highway 367 into North St. Louis County. The land between I-270 and the Missouri River was primarily zoned residential with relatively low densities. The area north of Lindbergh Boulevard was zoned with a minimum of three acre lots. At that time few par- cels were zoned commercial in the North County area, requiring residents to travel great distances in order to meet their commercial needs.
Jamestown Mall opened in 1973. The opening of the mall was an indication that commercial devel- opment was trying to get ahead of residential devel- opment in the suburban fringe of St. Louis County.
Since the opening of the mall, new regional shop- ping destinations, located closer to larger popula- tions of shoppers, have degraded the effective trade area of Jamestown Mall causing a decline in sales and foot traffic. An expansion of the mall was com- pleted in 1994 in an effort to revitalize the mall by adding two new anchor tenants, expanding the movie theatre, and consolidating the food court.