Hyde Park Pedestrian District

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The Hyde Park

Pedestrian DistrictCommunity Ownership as a Strategy for

Neighborhood Revitalization


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Hyde Park Init iativeVision & Mission:

THE VISIONDevelop an economically viable core of businesses andservices that revitalize and energize the area by creating asafe, clean, enjoyable, exciting, and prosperousatmosphere.

THE MISSIONTo achieve the vision through active participation of theareas merchants and residents in creating an excitingarchitectural renaissance that is community built, whileproviding an enriching and rewarding upscale retailshopping destination that provides an experience of fulfillment, participation and pride.


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The Hyde Park Init iative:

1. Public Safety

2. Improved Public Facilities and Infrastructure3. Community Service Opportunities4. Homeownership Initiatives5. Residential Neighborhood Revitalization6. Youth / Educational Reform7. Economic Development: Ownership of Assets

Community Transformation

The Hyde Park Initiative (HPI) is an outgrowth of the MayorsTargeted Neighborhood Initiative (TNI) program started in 1997.

Driven by a coalition of community stakeholders in partnershipwith business, nonprofit and public agencies, the HPI involvesa number of coordinated projects designed to transform the HydePark area into a livable community of choice.

The Components


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PROJECT DESCRIPTION:

The Hyde Park Pedestrian District Project involves the acquiringand developing of approximately two and a half blocks, 10.7acres, between 52 nd Street and Slauson Avenue into an upscalepedestrian oriented commercial district, with high end designelements, using principles of Smart Growth and New Urbanism.

The project will involve approximately 870,000 square feet of newconstruction, consisting of two mixed-use developments of residential, retail and parking, with additional new retail on anexisting vacant lot, and facade upgrade for the remaining storefrontage.


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Project Location Data:

Vicinity Map

Site Map

Visual Layouts of Major Developments


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Vicinity Map


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Map


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Site Map

Crenshaw

Blvd

52 nd Street

Two City blocks in theeastside of CrenshawBoulevard (Between 52 nd and 57 th)

The first five lots south of 57 th Street frontingCrenshaw on the east.

The lots between 57 th andSlauson, frontingCrenshaw on the west.


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Infill development on strip shoppingcenter site


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Mixed-use intersection


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Street-oriented attached residentialdevelopment


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Neighborhood light rail stop


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Neighborhood light rail stop


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The Anderson School at UCLA

March 18, 2003

Breaking GroundA Market FeasibilityStudy and CommercialLease Analysis of theCrenshaw Corridor


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The communities surrounding the Crenshaw Corridor are an

ethnically diverse cross section of the community.

Population Composition

W h i t8 %

B la c6 9%

A s ia n aO t h e r0 %

H i s p a2 3 %

Blac52

Asian aOther0%

Hispa35%

Whi13

Community Overview

1-MileRadius

3-MileRadius

A sian aOther0%

Whit23

Blac30%

Hispa47%

5-MileRadius


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The primary market area within this region supports alabor pool with a comparable or higher median income than other successful areas of commerce

And education levels are in line with the same successfulareas of commerce

Income and Education Levels

CrenshawCorridor

Baldwin HillsCrenshaw Plaza

Third StreetPromenade

Long BeachPine Ave

J effersonCorridor

Median Income $34,069 $30,472 $36,461 $25,860 $23,979

Source: 2000 U.S.Census

CrenshawCorridor

Baldwin HillsCrenshaw Plaza

Third StreetPromenade

Long BeachPine Ave

J effersonCorridor

High School or higher 74% 80% 90% 75% 54%

College or higher 20% 25% 46% 24% 10%

Source: 2000 U.S.Census

K Fi di D d &


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Key Findings: Demand &Supply

Significant demand and purchasing power exists for anew retail development

Community is leaving area to purchase products andservices they demand (Leakage)

Greater purchasing potential can be unlocked bysupplying needs of community (Unmet Needs)

Lease rates could be significantly raised with a successfuldevelopment


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Retail Mix Format:

National Chain Anchors

National and Regional franchises

Small Independent Stores


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National ChainAnchors

La Salsa Fresh Mexican Grill

The Cheesecake Factory

LA Fitness

Whole Foods

Wild Pair

The Gap

Body & Bath Boutique

Banana Republic


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The Coffee Bean and Tea Leaf

Santa Monica Seafood

Robeks Juice

Cold Stone Creamery

Crocodile Cafe

Panda Express

California Pizza Kitchen

National and RegionalFranchises


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Natural Foods, Erewhon

Eso Won Books

Lucy Florence Coffee House

Carols Daughter Body Bath

One Of A Kind Hats

A+ Kids Clothing & Accessories

Keep It Real Designs

Small Independent Stores


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Similar Init iatives in Other


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Similar Init iatives in OtherCities:

Dudley Street Initiative Boston

Fruitvale - Oakland

City Heights Initiative - San Diego

Market Creek Plaza - San Diego

D dl S I i i i


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Dudley Street Init iative BostonThe Dudley Street Neighborhood Initiative (DSNI) is a nonprofit community based planning andorganizing entity in Roxbury/North Dorchester, one of the poorest ethnic neighborhood in Boston whenmeasured by median income, but one of the richest when measured by diversity, vision, energy andpersistence. DSNIS approach to neighborhood revitalization is comprehensive (physical, environmental,

economic and human) Formed in 1984, when residents of the Dudley Street area came together out fear and anger to revive their neighborhood that was devastated by arson, disinvestment, neglect, redliningpractices, and to protect from outside speculators.

DSNI is the only community-based nonprofit in the country which has been granted eminent domainauthority over abandoned land within its boundaries. Some of DSNIS accomplishments are as follows:

The development of a comprehensive, resident controlled, neighborhood revitalization plan that set

goals in areas of affordable and attractive housing.

Stopped illegal dumping and improved environment: of the 1,300 vacant lots in the Dudley Streetneighborhood, 250 have been temporary improved, coupled with a community watch program, incooperation with state and local agencies, illegal dumping has been kept under control.

Restoration and Maintenance of Property Values: Since 1993 DSNI has constructed more than 280 newhomes, consisting of single & multiple unit cooperatives, in cooperation with government agencies,nonprofit and private developers.

Homeownership Counseling: Through a comprehensive homeownership program, approximately 165mortgages have been made to local residents graduating from the class.

Community Gardens: Over 12 vacant lots were transformed into community gardens, whereby, someproduce is sold to local markets, under the Urban Agriculture program. A program operated by the areas

outh.


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Fruitvale- OaklandThe Fruitvale Village is a transit oriented, mixed-use development located in the heart of Oaklands

Fruitvale neighborhood, primarily Latino working class community, at the Bay Area Rapid Transit(BART) Station. The project is the brainchild of the Unity Council, a community developmentcorporation, formed in 1964 by Latino activist in the Fruitvale community. The origins of the projectdates back to 1991, when Fruitvale residents objected to the designs and location of a proposed newBART parking structure.

Faced with strong community opposition, BART agreed to work with the Unity Council to developa new plan for the site. Suring the next several years, the Unity Council developed a nonprofitsubsidiary, the Fruitvale Development Corporation (FDC) and engaged local stakeholders in acomprehensive visioning pro process that laid parameters of a 100 million dollar mixed-usedevelopment, which has evolved into a model for inner city redevelopment.

The project will support a number of amenities, including:A Commercial / Retail Shopping areaA Large Pedestrian PlazaA State of the Art Healthcare FacilityA Child Care Center and Executive OfficesA Computer Technology Center

A Senior Citizen Center 68 Units of Mixed-Income Housing2 Parking Garages for 1,500 Cars

Ci H i h I i i i S


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City Heights Init iative - SanDiego

Overview

Believing that a strong urban core of facilities and services is essential to a healthycommunity, Price Charities leveraged funds from public sources to build an UrbanVillage. The Urban Village spans eight square blocks in City Heights covering almost 30acres and includes a state of the art library, a swimming pool, tennis courts, a

performance annex, a community service center, a Head Start facility, a policesubstation, an elementary school, and a Continuing Education Center.

In addition to providing seed money for the Urban Village infrastructure, the Initiativehas also funded community programs including a joint venture educational project withSan Diego State University, a community policing program, and an innovative low-interest home loan program with Community Housing Works. Currently, the Initiative isfocusing on building 116 housing units adjacent to the Urban Village as well as an officebuilding specifically devoted to housing nonprofit organizations providing services to thecommunity.


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Market Creek Plaza - San Diego Project Location

20-acre site at the corner of Market Street & Euclid Avenue Easily accessible to Highways 805, 94 & 15 5 minutes from downtown Next to Trolley & Bus Transfer Station State Enterprise Zone, Federal Enterprise Community

Financial Overview Phase I total project cost $23 million Phase II total project cost $54 million Combined Phase I & II project cost $77 millionTotal Jacobs Center investment to-date $28 million Phase I anticipated net operating income before debt service of $1.7 million Land doubled in appraised value in the first two years

Project Innovations Development of an innovative network of community teams coming together to build a communityvision Broad community involvement in design and development of a commercial project Creation of a unique community development LLC to allow broad-based community ownershipCreation of innovative program-related investment tools for social-purpose investors Design of an owner-builder mentor-protg construction program which is

comprehensive in scope and is providing a vehicle for more than half theproject to be built by the neighborhood

Economic Impact More than 1,700 new jobs in the neighborhood 360 construction jobs with training for emerging contractors, supported by

contractor working lines of credit Nine working teams, involving hundreds of residents and businesses, build skills in

every aspect of projectCommunity ownership strategy; hundreds of committed community residents

investing their own capital in the project, building wealth by rebuilding theirneighborhood.

P i l Li i f P
http://www.marketcreek.com/mcp_diamond.htmlhttp://www.jacobscenter.org/http://www.jacobsfamilyfoundation.org/http://www.marketcreek.com/mcp_shop.htmlhttp://www.marketcreek.com/mcp_update.htmlhttp://www.marketcreek.com/mcp_faces.htmlhttp://www.marketcreek.com/mcp_teams.htmlhttp://www.marketcreek.com/mcp_difference.htmlhttp://www.marketcreek.com/mcp_ourstory.html


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Fannie Mae

Freddie Mac

West Angeles CDC

Federal Reserve Bank of San Francisco

California Public Employee's Retirement Systems

Los Angeles Urban FundersIndy Mac Bank

CA Industrial Development Finance Advisory Commission

CA Dept and Investment Advisory Commission

Community Redevelopment Agency

Los Angeles County Economic Development Corporation

Local Development Corporation, Inc

Economic Development Administration

Partial Listing of Partners


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The Hyde ParkPedestrian District

Community Ownership as a Strategy for Neighborhood Revitalization

Hyde Park Pedestrian District

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