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Valencia Town Center Drive
Transcript of Valencia Town Center Drive
Chapter 8: Case Studies
The Site and Development Process
Newhall Land and Farming Company purchased the site
Newhall Land took
in planning and building
Sales and leasing started
Planning and Design
The town center was originally designated as a dense downtown for the Santa Clarita Valley featuring retail space and high-rise office buildings
Newhall Land realized that the community and market wouldn't support a high-rise town center, so the company wanted to build a traditional main street that has a broad mix uses.
a broad mix uses- office, restaurant, entertainment, hotel, housing, and retail
occasional interruptions in the street wall and store windows with miniplazas, courtyard, water garden or plazas
10 -14 ft (3-4.3m) sidewalks with tree, arcades, plazas, open space, and benches
53ft (16m) wide-street with on-street parking
Views of Street
The alignment of McBean Parkway was a challenge for the the designers, it divides Town Center Drive in half.
Newhall land divided the street into quadrants that choreograph activities into define clusters, luring pedestrians from one quadrant to the next
Valencia Entertainment Plaza
Valencia Town Center Drive
80 acres (32.4 hectares)
Gross Building Area (GBA):
800,000 square feet
(74,350 square meters),
excluding hotel, apartments,
and regional mall
Newhall Land and Farming Company
Total Development Cost:
Mix of Uses
Finding the right mix of tenants and uses is critical to the project success.
Newhall Land sought uses and tenants that would complement and support each other
Programmed the retail to complement with the middle-market orientation of the mall
focused on higher-end stores
avoid a row of chain store
include everyday local services
Hotel creates spillover that puts people onto a street.
- Hyatt Valencia Hotel and conference center
An entertainment center with movie theaters would be a regional draw and would strengthenthe street.
-Edwards Valencia Stadium 12 & IMAX
Sport club provides another regional attraction in fitness-conscious southern California
-Spectrum Health Club
Newhall Land sought residential uses to create a town center where people lived, worked, and visited.
- add residential base and village quality
- create additional pedestrian traffic
- add customers for retail and entertainment venues
The company knew the placement of different uses is just as important as the mix uses
- ex. sit-down restaurants mainly positioned at opposite ends of the higher-end retail stores.
Used conventional marketing:
- focused on the building as a stand-alone project
- stressing the advantages of locating in Valencia
- casually mentioning the plans for a future main street
The company developed Town Center Drive piece by piece to fit with market demand and its own budget requirements.
Town Center Drive was built project by project over 4 years.
Princess Cruises, one of the nation's three largest cruise companies, relocated its headquarters to Town Center
Phasing, Marketing, and Financing
As the landowner and a publicly traded company, it was able to completely self-finance the $100 million main street.
In partnership with Urban Properties for the retail properties and manages much of Town Center Drive and its buildings
Careful design and planning of uses allowed Newhall Land to create a strong, functional connection between both ends of its new main street.
Phase the retail space to open when the Valencia Entertainment Plaza and other destination uses are in place.
Program events to lure people to the streets.
Provide special lease deal for the first tenants for compensation.
Strong working relationship with the local government is essential for private developer.
-municipality may provide money for costly infrastructure improvement
-help modify the traffic and zoning codes
The developer of a new main street needs patience because a mixed-use main street must achieve a critical mass to succeed.
1. Prime example of suburban place making
2. Full mix of traditional "Main Street" uses
Location 1: Valencia, California
Location 2: Budapest, Hungary
WestEnd City Center
624,080 square feet (58,000 square meters),
including 107,600 square feet (10,000 square meters)
of air rights over the railroad tracks
Gross Building Area (GBA):
2.1 million square feet
(192,062 square meters)
Total Development Cost:
Located at one of the most accessible point in Budapest.
Next door to Nyugati railway station, one of the city's two main stations.
Served by a metro station and numerous bus and trolley lines.
Adjacent to Vaci Road, a major arterial street that connects downtown Budapest with the suburbs to the northeast.
Only a few minutes away from traditional commercial center of Budapest.
Budapest as a whole has 2 million residents and receives 20 million tourist visits per year.
Despite the apparent strength of the local market, the site was difficult to develop.
Previously occupied by disused railway tracks and assorted railway buildings in various stages of collapse.
Retail mall completed
Before TriGranit, the city had been contemplating different uses for the site.
TriGranit had to deal with variety of public agencies during the development process
The company made an effort during planning to gauge local reactions to proposed design and to help generate the required level of political support.
It was difficult to arranging the financing because the local bank had never ever seen a project the size and scope of WestEnd City Center; the developers had to contribute to the project.
All components of the project were built simultaneously and TriGranit insisted in high-quality.
1. Restore the historic building that formerly housed a customs office serving.
2. Renovating the new commuter rail facility adjacent to the project.
Planning and Design
One of the intriguing aspects of WestEnd City Center is its thoroughly modern character; the widespread use of steel and glass in the facades.
Architectural characters blend successfully with the other buildings in the area.
The layout of the project's different uses conforms to the site's distinctive shape and the need to restrict height and massing of the structures.
Shopping mall, generates the most traffic and requires the highest accessibility
-run the entire length of the site, connecting the subway stop and bus/tram areas.
- built to the highest international standard
-located near the opposite end of the site from the subway connection in three buildings.
Hotel is nested on top of and within the envelope of the shopping center.
- Separate enough to achieve its own atmosphere and character
- Has direct link to the mall
- Substantial street entrance and driveway
The primary public open space for the development is the roof garden.
- Features abundant natural grass and an array of trees and flowers
- Usable at all hours
- Have many tables and benches
The cost of parking
Tensions between the two architects
- California-based Jerde Partnership International designed the retail concept
- Finta Studios responsible for detailed design work
Got attention from media because of its development size
Poster advertising and advertising in hotel rooms and guidebook
Did all the marketing and leasing in house
For office building, WestEnd City Center targeting tenants who want to be close to a transit station and concentrations of businesses.
All the retailers are well established and have extensive experience in the market.
Anchored a 14-screen multiplex theater
Almost half the retailers are fashion oriented.
Extended business hour.
Hilton Hotel is the operator of the hotel
Security measures are employed in the shopping mall, the hotel, and office area.
User share operational expenses for common area at WestEnd City Center.
TriGranit Management Company provides property management services for all the property's common areas.
A separate company manages the parking facilities.
Marketing, Operations, and Management
Architecturally, different uses can still have separate identities within a coherently designed and built whole.
Demonstrates why mixed-use developments are garnering increased attention.
A joint venture was ideal for the development of WestEnd City Center.
Financing the project in euros rather than US dollars, given the locations of the project
Controlling the timing of the development is crucial.
An active and multifaceted approach to leasing and marketing project was essential.
1. Architecturally, different uses can still have separate identities within a coherently designed and built whole
2. Mixed-used developments generate a level of interest and activity that single-use projects find hard to achieve
Yerba Buena Center
87 acres (35 hectares)
Located in downtown San Francisco
By the 1950s, interest had arisen both on "reclaiming" SOMA and in providing for the city's hospitality industry. In 1960s, a 87-acre (35 hectares) was designated as a redevelopment area.
Market Street has always been a line of demarcation; it is both physically and psychologically divided into north and south. SOMA gradually drifted into industrial and secondary commercial uses interspersed with deteriorated hotels and other lower-rent uses.
Implementation of the plan for Yerba Buena was slow due to the lawsuits of displaced residents of the area, which rendered development unfinanceable.
In1976, George Moscone, the mayor, formed a "select committee" to reconsider the undertaking. The select committee and redevelopment agency forged a consensus plan: public amenities--open space, cultural facilities, and children's uses--would be central to the project's concept.
In 1978, the Board of Supervisors approved the project and the pending lawsuits were settled. The first phase of the convention center soon began construction on Central Block 3; it opened to the public in 1981.
In 1989, the Olympia & York team completed the first project--Marriott hotel. Concurrently, other developers began to construct replacement housing and other residential and commercial projects on adjacent blocks.
Phase II of the Moscone North convention center, opened in 1992, and 6.5-acre (2.5 hectare) Esplanade Garden and East Garden on its roof was completed in 1993 along with the two Center for the Arts buildings. Then followed by the Museum of Modern Art, children's facility, and Metreon, respectively in that order.
Development History and Process
is to use open
space as common:
The intention of this strategy is:
echo the more fine-grained nature of the surrounding city.
creating a special identity and attraction
The central feature of Yerba Buena
plan is Esplanade Garden.
Compromises have had to be made that affect the cohesiveness of Yerba Buena Center from the standpoint of design and function.
The overall plan
garden, cultural, and
link between the various uses and structures in Yerba Buena Center
Planning and Design
Parking and Transit
The primary cultural facilities are concentrated along Third Street at the edge of Central Block 2
SF Museum of Modern Art
Yerba Buena Center for the Arts
African American Cultural Institute
Hotels are generally concentrated on the north side
Demand for hotel has been strong and growing based on
- Moscone Center convention business
- SF tourism
- Local tourist destination
- Improvement of Yerba Buena Center/SOMA district
The principal retail/entertainment focus of Yerba Buena Center is Metreon, an urban entertainment center
A second major commercial complex, 835 Market Street
- Anchored by Bloomingdale's
-includes retail space, entertainment uses, offices, condominiums, and a hotel.
All concentrated on Central Block 3 above Moscone South
A notable mixture of housing types, from single-room occupancy and subsidized senior and family projects to high-end condominiums.
Concentrated principally to the south and west.
More than 1 million square feet (93,000 square meters)
Includes AT&T and Pacific Telephone
Nearly 3,900 parking spaces are provided
Has its own BART station.
Financing and Management
The strategy is to build or subsidize project amenities to attract private sector investment
-the investment will provide a source of revenue to maintain the public facilities.
-Sources of financing include: tax increment revenue bonds, hotel sales tax revenue bonds, sale and lease.
Retained ownership of the land under Metreon and the Marriott, and rental income is dedicated to the maintenance operations, security, and management of other facilities.
An organization of stakeholders is created, called Yerba Buena Alliance
-provides public information services
- oversight and monitoring of neighborhood
-facilitating outdoor events and performances in the gardens
Cultural amenities and attractive public spaces are strong anchors for redevelopment areas and should be encouraged and nurtured.
Tying land uses together using a public open-space network, and maintaining an intensity and diversity of use by mixing land uses vertically as well as horizontally
Make certain that private properties and properties can participate in and contribute to the ongoing management and development.
Yerba Buena Center Site Plan
1. Use Cultural amenities and public space as anchors for redevelopment.
2. A diverse mixed-use both vertically and horizontally.
surrounded by Valencia's three main arterials
easy access to the I-5 freeway
The focus of Yerba Center
Currently include 1.3 million square feet (120,800 square meters) of space
Located primarily underground at Central Block 2 and 3.
Lily Shih P26025021