900 East Market Street Master Plan Design Jan 2007

Acknowledgements
East Market Street Development Corporation United House of Prayer for All People
Mac Sims, Executive Director Bishop S. C. Madison
Jim Donnelly Apostle Green
Robert Davis Apostle A.D. Cunningham
Carolyn Allen Elder Jackson
Claudette Burroughs-White Brother Larry Patterson
George Durham Elder Bowden
Derek L. Ellington
Fannie Gilchrist North Carolina Agricultural & Technical State University
Dr. Ambrous Jacobs Hap Giberson, Facilities Construction Engineer II
John Harris III Perry Howard FASLA, Program Coordinator
Sherwood McNiel Doug Speight, Director of Outreach/Technology Transfer
Ellen Moore Miller Radha Radhakrishnan, Vice Chancellor for Research & Economic
Herman C. Platt Development
James Mayes Landscape Architecture Student Participants
Dave Maner
Goldie Wells Bennett College
LaDaniel Gatling, Associate Vice President
City of Greensboro Sherill Barber, Student
Sue Schwartz AICP, Chief of Neighborhood Planning Angie Abraham, Basketball Coach
Dyan Arkin, Community Planner/Development Coordinator
Yvonne Johnson, City Council Community Clergy
Reverend Ron Chrisp, Greensboro Urban Ministry
Reverend Dr. Norman Handy, Bethel AME Church

900 East Market Street Master Design Plan

Neighborhood Associations Kinzelman Kline Gossman Team
Nancy Stewart, the Heath Park Community Homeowners Craig Gossman, Principal, KKG
Association Brian Kinzelman, Principal, KKG
James Jarrell, Jonesboro Scott Park Area Megan Minock, Planner/Architect, KKG
Marguerite Scurlock, Foxtrail Neighborhood Aaron Whittaker, The Whittaker Group
Pat Alexander, Neighborhood Association Erik Brown, Brownstone Design

Merchants Special thanks to all citizens, area property owners and
Gail Foy charrette participants.
Debra Rondo

Business Development Council
Gary McCrants
Dextor Morgan
Bob Chiles
Necota Smith

Other Community Stakeholders
Nate Hargett, Hargett Funeral Services
Adrian Moore, Executive Director of Hayes-Taylor YMCA
Gladys Robinson, Director of Sickle Cell Association of
the Piedmont
Ira Sheldon, Project/Operation Manager Samet
Corporation

900 East Market Street Master Design Plan

Table of Contents
Our Community Guiding Design Principles
Background Preferred Design Direction
Phasing
Situation Estimated Total Projected Construction Costs
Setting Mission Based Development Plan and
Economic Impact Analysis
Neighborhood Investments
Recommendations
Community Testimonials Best Practices

Opportunities Research Appendix
Housing – Opportunities & Challenges Site Design Options
Current Demographics Research Process
Shopping – Challenges and Demographics
Opportunities Drive Time Market Area
Shopping – Opportunities Population & Households
Creating Place Race & Ethnicity
Household Income
Housing Supply & Demand
Consumer Segmentation
Additional Interview Notes

900 East Market Street Master Design Plan 1

Our Community East Greensboro is a culturally rich and diverse area. East Market Street is home to nationally
recognized institutions of higher learning, churches with diverse faith, entrepreneurs and
traditional neighborhoods.

Perhaps more importantly, East Market Street is people.

East Market Street Individuals, families and neighbors – all with their own unique history and dreams.

is Their perspectives offer tangible insight into the vision for the future of the East Market Street
Corridor.

PEOPLE. The goal of the Master Plan:

To create a mixed use development concept along
the East Market Street Corridor designed to serve
the needs and desires of the contiguous
neighborhoods, university and college interests,
City of Greensboro and the United House of
Prayer for All People vision.


Background
The history of the Greensboro East Market
Street neighborhood is both socially rich
and civically significant.
Prior to desegregation, the East Market Street Corridor was the heart
of the African-American community in Greensboro. Businesses lined
its busy streets and the “uptown” life offered residents a place to eat,
greet, shop and recreate.

The East Market Street Corridor has played a critical role in our
Nation’s history of social change. Four courageous North Carolina
A&T State University students helped wake the Country from the
stupor of segregation when they staged a sit-in at the downtown
Woolworth’s “white-only” lunch counter. Their actions and the
subsequent community support helped cast Greensboro as a leading
city in the African-American fight for equality in the 50’s and 60’s.
Even today it remains an important center for social and political
change.

The Palace – “Uptown” East Market Street
Social Change and Community Heart


Situation

Urban Renewal of the
1960’s forced a significant
upheaval onto the business
community along East
Market Street.

The 900 East Market Street site is located in
a critical location within the community. It
provides a physical linkage between North
Carolina A&T State University, Bennett College,
the East Market Street neighborhoods and
Downtown Greensboro.

The 13 acre site is located directly between Bennett
College and the A&T Campus. Downtown is near to
the west and residential neighborhoods border the site
to the north and southeast.

The former United States Post Office site (“900” in this
exhibit) is listed with a targeted use of Mixed Use
Commercial/Research & Development based in the
community’s 1997 planning study. The building has been
studied by private development interests for potential
renovation and adaptive new use. Findings indicated the
building was not suitable for renovation.

Site Map from the 1997 East Market Street Master Plan by Development Concepts Incorporated. This area still The 1997 corridor plan, almost ten years old at this publication,
remains an important center of educational and spiritual life in East Greensboro. already reported the community’s need for commercial,
entertainment, retail and a hotel/business Center.

The property was purchased recently by the United House of
Prayer for All People (UHOP). UHOP remains open to consider
appropriate long-term reuse of the property.


Setting
The East Market Street Corridor connects the Downtown
Greensboro Area to the eastern parts of the community.

Railroad tracks separate the project site from the Downtown
and Bennett College.

The post office site itself is somewhat of an “island” among
non-residential uses. It is adjacent to institutional,
educational and commercial uses.

It is separate from the surrounding neighborhoods but
central to the corridor in both location and size.

The site is arguably the most critical piece of property along
the corridor in that it has significant size (13 acres), strategic
location to serve a variety of development interests and
provides an opportunity to reconnect East Market Street and
downtown both physically and emotionally.
Aerial view of East Market Street at Bennett and Dudley


East Market Street Streetscape United House of Prayer for All People Redeveloped Business Center New Housing – HOPE VI – Willow Oaks
New Church at Market and Bennett

Neighborhood Investments
Over the recent past, a number of initiatives by the public and private sector have demonstrated the community’s resolve to
remake the East Market Street Corridor.

The formation of the East Market Street Development Corporation (EMSDC) in 1997 was an important step in reclaiming the
corridor’s former glory. Its board is comprised of members of the local community – residents, business, institutional and
government leaders. The staff of the organization is dedicated, passionate and experienced.

The EMSDC led a community planning study process in 1997-98. The results of that study led to the investment of more than
$10 million for street improvements and thoroughfare enhancements along East Market Street.

Their continued efforts have resulted in the current collaboration with the new owners of the former post office site.

Additionally, there are significant on-going investments occurring elsewhere the community. Privately, the United House of
Prayer built a new church at the corner of Market and Bennett. Their purchase of the former post office site across the street is
further expression of their commitment to community involvement and reinvestment.


Community Testimonials

The community testimonials represent opinions and perspectives of fictitious but representative
community residents. The profiles presented are based on research conducted for this development
study. Extensive quantitative and qualitative research was compiled to uncover the community’s needs.
The findings from the research are communicated through these example characters. Please refer to
the process for further insight.


We live in a nice neighborhood – good, hard-working folk for the most part.
I work downtown and my son attends the Washington Street School.

It’s tough to find good day care for Ty and I hate to have to drive so far for groceries, the
doctor and other errands.

I’d like to take some classes to improve my chances for promotion at work.

I’ve heard that the YMCA might move somewhere else. We’d really miss that place.

We wish there was more to do
around here.
Gladys and Ty Howard
Single Mother/Elementary Student


Research Findings
The Howard’s situation is common in the East Market Street area.
One third of the households have children. There are many single
parent households.

The former Post Office site at 900 East Market Street could provide
for many of the services and amenities that the community needs.

Medical clinics are not conveniently located, shopping is limited and
Community Needs:
there is a general lack of community identity since Urban Renewal • Medical Offices/Clinic
forced the relocation of many black-operated businesses away from
East Market Street.
• Community Center
• Gathering Places
The need for more civic meeting and interaction space was • Shopping Alternatives
mentioned frequently by the community groups interviewed
throughout the research process. • Quality Day Care
• Adult Education
Quality child care delivered in a convenient location at a fair price is
a significant need for families with school aged children.

While there is shopping in the area, it requires traveling by car.
Having more shopping choices with increases convenience would
improve the resident’s living situation. Public transportation and
pedestrian accessible shopping is critical for those residents without
automobiles.


I worked for the Maynard Company for 7 years. The past couple of years, business
just slowed down and they had to let a bunch of us go last summer.

I’m staying busy but it’s tough to make ends meet. My new job at Pick and Shop
doesn’t pay as much and I’m a little behind. I’m trying to pull myself up from this –
not looking for hand-outs, just a lift up.

I need a cheaper apartment – just till I get back on my feet.

I hear that Global Delivery is hiring but they’re looking for computer skills I just don’t
have yet.

If I could get out of the hole, I would like to go back to school and maybe rent a Willard “Willy” Johnson
barber chair in someone’s shop. My daddy had a shop on East Market back in the Recently Laid Off Worker, Single, No Children
day. I remember him being so proud of that shop.

things
Willard “Willy” Johnson
No one’s fault – Recently Laid Off Worker, Single, No Children

happen I guess.


Research Findings
Mr. Johnson is going through a period of personal upheaval. Many
families and individuals experience such a challenge sometime
during their lifetime.

Affordable housing is a real need in the community. Particularly
necessary is housing which carries people through a transition such
as the death of a spouse, a medical situation, change in employment
or marital status or another type of financial crisis. Community Needs:
Transitional housing and step up housing is also in demand. There • Affordable Housing
is little today in the way of housing alternatives on East Market Street • Job Training
and the post office site could provide a way to introduce a number of
different housing alternatives for the community. • Business Incubation
The former Post Office site at 900 East Market Street could also
provide for many of the services and amenities that the community
needs. Retail and business incubation and job training should be
included on the site. The local universities should be included in this
strategy to leverage their unique ability to provide for the
community’s education.

The strength of the community comes in its diversity – people living
and helping one another.


Our children are on their own now – it’s just Fred and me and we love it!

We love the neighborhood but we honestly don’t need all the yard work
anymore. We’d like to stay close to where it’s all happening maybe in a
smaller place. Our new grandbaby will visit sometimes but we just don’t
need all this space anymore.

We’re starting to think about retirement but right now we’re staying active and
enjoying the time we have together.

It would be great if there were more choices on East Market Street for
shopping and entertainment.

Frederick and Mitsy Cooper
Married Couple, Grown Children

We enjoy going out for dinner
and walks.


Research Findings
The aging baby boomers across the United States are creating a
unique dynamic in market planning. Greensboro in no excpetion to
this trend.

The needs of the maturing residents in East Greensboro must be
accounted for in planning. Housing alternatives including options
for more convenient living are attractive options for those done with
their child raising chores. As these residents continue to age,
offering options for independent, congregate and assisted living is
necessary to allow for these residents to stay in the neighborhood Community Needs:
rather than move away. • Housing Alternatives
While raising children is typically not a primary task for these • Elder Care
individuals and families, children are important to their existance. • Arts and Culture
Providing the same types of amentities, services and activities that
younger families enjoy is important.

Arts, culture, restaurants and other entertainment alternatives
contribute to creating a rich envinronment for the pre-retired and
retired residents.


I love school! The education and culture we get exposed to is very exciting and challenging. Its was hard to be away
from home at first but I soon found a group to hang with and got real busy studying.

I live on campus but leave for shopping and fun. Right now we have to get a cab to the Mall or walk up to Summit.
Cabs are expensive and frankly I hate walking that far!

I’ve got friends at A&T and it would be great if our campus were more connected. My degree will be in Education and
I’ve been accepted into A&T’s grad program in Education. I’ll have to work part-time to help cover tuition.

I’ve started a grad level class over there.

I’ll be getting an apartment next year. I’d like to try to live off campus but still need to be close for class and work.

Charlene MacDonald
Graduating Bennett Next Spring
Its inconvenient to walk – seems like
there could be a nicer (and safer) path.


Research Findings
The younger resident within the Greensboro community could be
served with affordable, convenient and unique housing alternatives.
These younger student residents are perhaps finishing their education
and beginning their career or going further with education and
internship-type activities.

Many do not yet have families so their desire is for a living situation
which stresses lifestyle, career, education and fun. Without offering
appropriate housing alternatives for this segment, the community Community Needs:
forces them to look elsewhere.
• Housing Alternatives
The post office site can offer a variety of housing alternatives which • Connect the Campuses
are presently not available in the market. These housing types might
include small flats in multi-story buildings or larger townhomes. The • Arts and Culture
housing could be within close proximity to restaurants/shopping and
other entertainment uses. Furthermore, such housing would be close
to both University campuses as well as the downtown.

Arts, culture and open-air green space and other amenities would
blend to create a unique sense of place and anchore the larger
community.


I am looking for a place to live on East Market Street during my two-year
professorship. Diversity – both ethnically and economically – is attractive to
me.

I want to be able to walk to campus and downtown – I won’t need a car in
the States.

Shopping, arts and good restaurants are important. A book seller would be
nice too.

Dr. Johann Bernstrom
Visiting Professor, Economics; Resident of Berlin

expected in
Frankly, it is
communities abroad.


Research Findings
The history of ethnic community and the educational dynamic on
East Market Street makes it very unique marketplace. It introduces a
number of potential market supports for the post office site that
should be leveraged.

The universities have short-term and long-term housing needs for
staff and faculty as well as students. The housing should be Community Needs:
affordable and must include local amenities such as services, • Housing Alternatives
transportation and restaurant uses.
• Connect the Campuses
The physical connection that is lacking between the two institutions • Connect to Downtown
can be bridged with effective design of the post office site.
Furthermore, the connection of East Market Street to the downtown • Arts and Culture
can be strengthened. • Restaurants
Arts, culture and certainly food services are important uses to • Business Collaboration
consider for the site. The area’s rich history as a community center
for such activities should be reitegrated into uses on the post office
site.

The universities can offer important tenant opportunities or
development partnerships. Their need for programming and office
space should be explored and considered in the overall development
scheme.


Opportunities
The 900 East Market Street site offers an opportunity for a
development entity to create a powerful mixed-use infill development
designed for the diverse interests of East Greensboro.

Weaving all of the critical design components together expressed
during stakeholder interviews, the property could be organized to • Cultural and/or spiritual component
echo the community’s request for the following critical success [civil rights interactive center,
elements: spiritual gardens, special chapel,
etc.]
• Culture
• Housing • Community Center [senior, family,
• Education students, youth]
• Retail/Food service (Market) • Student/Faculty/Neighborhood
• Hospitality (Hotel) Housing
• Spiritual • Farmers Market with several
• Public Space permanent year round tenants
[market/produce, restaurants]

• Ethnic Food Hall/Court [maybe
underwritten by the city to allow
start-up smaller neighborhood
operators to be included]

• Outdoor gathering space [small
concerts, speakers, convocations,
family as well as student friendly]

• Linked to future entertainment and
retail area across Pastor Anderson

• Possible Business/Research Center
associated with the university and
college

• Future connection to the rail line


Housing – Opportunities & Challenges
Housing Market Trends
The following section details various broad urban housing market trends and
discussion of their impact to the East Market Street housing market.
Household Type
100%
Cohabitation
Fragmentation/Diversity
90%

After WWII, the housing market responded briskly to a number of trends both economic and
80%
demographic. The development community delivered a steady supply of single family homes
in an ever increasing swath of suburban development. The nature of the demographic 70% Single
profile of home buyers during this period provided very stable and predictable source of
buyers with very homogeneous needs. 60%

Today’s housing market is very different – more diverse. Married couples without children 50%
Single Parent Family - No
and people living alone now account for the largest housing market segments nationally. In Related Children
40%
the East Market Street area, single occupant households account for the largest segment of
the housing population. The housing market must respond to the demands of this increasing 30%
Single Parent
with Children
diversity. Married Couple
w/out Children
20%
Married-couple Family - No
There is opportunity to develop housing to address all types of needs for all types of Related Children
residents. The traditional detached single family structures that dominate the neighborhoods 10%
Married Couple
adjacent to Market Street should be complimented by other forms of housing for young with Children
0%
people, families, empty nesters, pre-retired and retired persons. The pricing of these units
EMSC North Carolina
should be positioned to be affordable for East Market Street residents. Furthermore, those
Source: US Census
residents desiring new housing types and amenities should not be forced from the
neighborhood. Rather, these persons should be given opportunity to find such housing in
the East Market Street area at prices that are attractive relative to competing areas.


Diverse users demand diverse housing options.
These images represent examples of appropriate new
housing for the site.


Current Demographic
The one constant is change – particularly in demographics. The
following section details some important trends in the nation’s
demographic profile.

Baby Boomers and Seniors Population Age Projection
A widely discussed trend in demographics is the aging of our ‘baby 100%

boom’ population. Since WWII, this important demographic
segment has shifted our nation’s economy and social fabric. Their 90% Age 65+
transition into retirement from the middle age activities of family life
80%
will be an important shift for our business, social, public
management and health care systems. 70%
Age 45-64
By 2010, just over 10 percent of the nation’s population will be 60%
older than 65. By 2030, nearly 20 percent of the population will be
65 and over. 50%
Age 20-44
The empting of nests and subsequent retirement of these consumers 40%
is redefining life for older consumers. Contrary to the traditional
stereotype for retirement, a recent Yankelovich survey coined the 30%
term “retreaderment”. Age 5-19
20%

10%

0% Age 0-4

2000 2010 2020 2030 2040 2050

Source: US Census Bureau, 2004, "US Interim Projections by Age, Sex, Race and Hispanic"


Housing and living amenities are crucial for adults moving beyond child rearing into the next stage of life. Such
consumers may no longer make housing decisions based on schools now that their children are grown. They look for
housing that provides amenities, easy maintenance, access to arts, cultural and sporting activities and housing close to
work.

They do not see themselves as old and take part in leisure activities with that theme in mind and work longer – either at
their primary occupation or an avocation in a second “meaningful” career.

The market for second homes is growing as baby boomers with means look to other areas for pre-retirement
vacationing and retirement living. One size does not fit all for these consumers – choice in location and amenity are
the keys to sustainability.

Consumers in lower income neighborhoods with more limited financial resources may not be good candidates for
second retirement homes but may still desire for the reduced maintenance and easier layout of a modern housing
alternative. Research has shown that baby boomers are less likely to move away from their children in retirement, so
they may seek in-town alternatives to their detached single family house.

Senior care for urban communities can follow the model established in suburban retirement centers. The model for
care continuum starts with independent living offering access to social, medical and maintenance services in apartment
or retirement condo living arrangements. When assisted living is required, communal living arrangements with
managed medical and living aid can be offered. Finally, nursing facilities are within the same neighborhood so that
family, friends and neighbors remain close.


It is impracticable in an urban environment to offer the care continuum in a single campus like facility that larger suburban care centers can provide.
Communities should, however, take note of the various types of housing and senior care requirements and focus developments along providing the complete
continuum within their neighborhood. The process of moving along the senior care continuum is made particularly difficult if we ask our aged citizens to
move out of their neighborhood away from friends and family once their needs for care change.

Characteristics and Amenities for Baby Boomers and Seniors:

• Choice of different housing types – flats, condos, mid- and high-rise, smaller detached
patio homes (condo maintenance) and communal living
• Less maintenance
• Home offices, sun rooms, fancy kitchens, fitness areas, mother-in-law suites
• Safe and secure environment
• Close to family, arts, culture and entertainment activities
• Close to work
• Transitional care continuum from independent, assisted and nursing care in the
neighborhood


Young Upstarts

Generation X, Generation Y – the young upstarts of our communities
offer vibrant additions to the urban mix. These consumers are Characteristics and
finishing high school and entering a trade, attending college and
working or beginning their career after college graduation. While
Amenities for Young Upstarts:
their means may be limited, their dreams and aspirations are not.
• Adjacency to entertainment,
They desire a vibrant community and look for fun, fitness, arts and restaurants, bars, night life
eatery. A 2002 Wall Street Journal survey of college grads reports • Outdoor recreation and sports – parks,
that 75% identified location as more important than availability of trails and greenspace
jobs in their selection of a place to live. • Smaller – less expensive – housing
alternatives
This market segments is very diverse in its needs. The presence of • Some family needs (see next section)
children, either in married couple families or single parent
households, drives consumer choice along directions which differ • Safety security
from households and individuals without children. • A hip, vibrant culture

Single occupant households desire safety, vibrant community,
meaningful social interactions, access to life’s goods and services as
well as life’s icing – arts, entertainment and cultural endeavors.

Economically, there is diversity as well. Young upstarts with money
will use that means to live in areas offering unique amenities and
adjacencies. These consumers will pay for a chance to be in the
‘scene’ of a hip up and coming neighborhood.

Young upstarts with more limited means have many of the same
desires but their expression and means of fulfilling those needs is
driven by their financial options.


Households with Children

As has been previously discussed, the presence of children now
crosses many traditional housing group boundaries. Regardless of
the type of household, the presence of children clearly impacts the
requirement that consumers have for homes and neighborhoods.

Safety, education and recreation are three overarching areas of
need.

Daycare is a concern – particularly in more economically stressed
neighborhoods. Breaking the cycle of poverty in families with a
single parent can be difficult. Access to quality, affordable and
dependable child care is essential to allow these struggling families
to improve their prospects.

Safe recreation is important. Children of all economic and ethnic
backgrounds long for fun and friends. Providing for safe places for
their recreation is necessary to insure our next generation’s healthy
and happy growth. Characteristics and Amenities
for Households with Children:
Education and easy access to schools is another area of critical
importance to parents of children. Neighborhood schools with
passionate and caring educators are an important anchor of • Safety and security
community activity and a strong magnet for new residents. • Education
• Daycare
• Recreation
• Cultural and artistic activities
• Convenient shopping


Housing for the Less Fortunate

Fortunately, the idea of “warehousing the poor” in lifeless high rise housing projects has finally
fallen by the wayside of public policy.

Today’s strategy for public housing stresses integration and builds neighborhood character and
hope in the community.

The best designed and implemented examples of recent projects have neighbors in market-rate,
near-market-rate and subsidized housing living together in one community.

Willow Oaks-HOPE VI Project, located in South-East Greensboro, is a great example of a
transformation of obsolete public housing and the surrounding area into a vibrant, mixed-income
community. Half of the 608 housing units at Willow Oaks are rental or for sale at market value.
While the other half will be subsidized by the Greensboro Housing Authority giving opportunities
for low-income residents to purchase a home at a reduced rate. See image on the lower right.
Cabrini Green, Chicago’s Near North Side
Providing innovative subsidization is critical to the project’s long term viability and impact to The Failed Model for Public Housing
resident’s lives.

Live/work programs, child care, health care, down payment assistance and match and other
programs help offer less fortunate residents a way up and out of poverty.

The new model of economic integration not segregation puts the community back together. The
“haves” and “have less” learn from one another and do what communities do best which is
move forward together with a sense of belonging and hope for the future.

South-East Greensboro Willow Oaks-HOPE VI Project
Market Rate and Subsidized Units


Immigration/Ethnic Diversity

As is our history, the American demographic landscape continues to Ethnic Diversity 1990-2000 - East Market Street (5-Min Drive)
change and evolve. The ethnic diversity, or melting pot, of our population 1990 % Pop 2000 % Pop Change
is increasing with a new influx of Hispanic ethnicity peoples from abroad.
Additionally, more localized but strong trends of immigration from other Total Population 62,094 64,007 3.1%
cultures such as Asia and Africa is impacting the consumer makeup of our
Population by Race/Ethnicity
neighborhoods.
White Alone 24,254 39% 21,460 34% -11.5%
Black or African American Alone 35,978 58% 38,875 61% 8.1%
The statistics show that overall population has grown slightly from the 1990 Races Other than Black/White
Census. The number of persons reporting White race has declined by 11% Asian Alone 700 1% 1,057 2% 51.0%
while persons reporting Black or African American has increased by 8 Pacific Islander Alone 10 0% 28 0% 0.0%
percent. Some Other Race Alone 156 0% 1,293 2% 728.8%
Two or More Races 680 1% 979 2% 44.0%
Total Other 1,546 2% 3,357 5% 117.1%
The number of persons reporting Hispanic ethnicity in East Market Street
area has grown by over 400% to make up four percent of the population. Hispanic Population Total* 466 1% 2,531 4% 443.1%

Source: U.S. Census 2000, ESRI.
*Hispanic is counted as an ethnicity by the US Census not a race.


Shopping – Challenges and Opportunities
East Market Street was once the center for commercial activity in East
Greensboro. While there is still significant merchant presence, the
opportunity to provide some additional neighborhood and student
focused retail exists.

The Food Lion grocery provides an important source of daily
sustenance needs. The newer shopping centers just south of the A&T
Campus have many spaces occupied but with non-retail uses and do
not appear to provide the student population with retail option
focused on their needs. There appears to be a high rate of turnover
which may also indicate a less than ideal retail environment. Existing Food Lion

The challenges facing retail along East Market Street include the lack
of significant income in the adjacent neighborhood. Retailer site
selection models generally focus on the number of households within
a 1 or 3-mile radius and their average disposable income.

Existing Area Shopping Center


Additionally, competition from other retail shopping districts is stiff and
increasing with the opening of Wal-Mart to the north.

The physical configuration of East Market Street is also a challenge.
Retail works best if it is flanked and fronted by other retail. Consumers
tend to notice stores better when they are grouped together – mall
development has proved this point rather convincingly. A “single
loaded corridor” or one that has retail only on a single side – presents
challenges to retail tenanting.

There is very strong vehicular traffic along East Market Street – perhaps
moving too fast to encourage convenient “stop-walk-and-shop”. New competition for East Market Street retail

There is an additional opportunity along the corridor and in
particular with the former Post Office site to design new projects with
more urban characteristics in mind. In-fill projects along East Market
Street to date have been designed with suburban retail center
character with more concern for the automobile than pedestrians.
Consequently, the corridor remains significantly auto oriented with
less then desirable traffic speed for an urban commercial mixed use
area.

While the pedestrian access has been improved, the merchants Non-retail uses along corridor
considered for the post office site must be organized in such as way to
both provide exposure to the passing traffic but also be very accessible
to the walking customers from the neighborhood, the parking areas
and students from Bennett and A&T.

Lessons can be learned from pedestrian focused shopping mall design models


Shopping Opportunities
It is the opinion of the consulting team, the real estate
development community and the stakeholders that the post
office site is best configured as a mixed-use project. Retail, while
important in the overall mix, is not considered to be the driving
use of the site. An understanding of the fundamental
interrelationship between university stability and the vitality of
abutting businesses can promote an innovative public-private
partnership.

Retail that should be considered must be unique and positioned
to meet unmet demand.

Some ideas include:
• Green grocer market
• Book Store
o Christian/University
o Perhaps co-branded with a national bookseller
o North Carolina A & T University and/or Bennett College
• Restaurant –
o United House of Prayer Café
o Ethnic Food Alternatives
o Deli Market
• Retail Incubation Space


Creating “Place”
What is “place”? Technically – it is a location. Emotionally, it is something far more
compelling.

Place has memory – interactions – people – sounds – smells. Place is a sense of community. It
begins with a public space as the framework around which housing, retail and commercial
buildings are well integrated.

It is inevitable that place should feel authentic and original. Creating a unique identity can set
the stage for visitors to perceive the authenticity. An identity should be carried throughout a
variety of destinations capitalizing on a wide-range of uses and activities. The identity should
be folded into activities for all seasons and should serve a variety of people from all
backgrounds.

Place making and identity can be further defined by creating consistent, powerful visual themes
in signage and wayfinding applications; the illustrations demonstrate conceptual examples for
the East Market Street Development.


Guiding Design Principles
Community input has driven this design exercise. The suggested uses and product mix in the following design
scenario is based on the needs of the community, the market that would be expected to support this project and
a rational economic analysis to gauge the feasibility and sustainability of the design.

The scale of the development is driven by the size of the subject property and its place relative to other uses and
densities. While the site cannot be considered a downtown site within the core central business district – it is
near the downtown. These types of sites are transitional in nature and are most appropriately designed for
densities greater than tract housing but less than the downtown’s high-rise structures. Four to six stories is very
appropriate.

The site is large and can support a number of different uses and structures. The topography of the site lends
itself to multi-level mixed use design scenarios to take advantage of various entry and exit locations.

Sites of such size also require a significant economic investment to generate a prudent return on investment
(ROI). The economic model for a not-for-profit investment such as that of the United House of Prayer may be
slightly different than that of a commercial lender or for-profit developer. Notwithstanding, however, is the need
to provide for a sustainable development for their mission and its inherent investment by the congregation.

Design Themes:
• Mixed Use – Urban Density
• Housing – Various Housing Types
• Some Retail – Neighborhood Serving
• Office – University Uses/Market
• Connect the Site to Its Surroundings
• Engage the Street – Pedestrian Friendly

The close proximity to downtown provides an opportunity to
develop a transitional higher density project.


Preferred Design Direction
The preferred design concept described below and illustrated on pages 37 and 38, introduces a street network
to the property to create a variety of redevelopment sites within the overall 13 acre tract. It engages the
adjacent campus at the intersection of Bennett and E. Market Street and provides significant outdoor plaza Building A
space and pedestrian thoroughfare. UHOP Restaurant
Office/Housing Above
The mix of uses stresses residential, office, retail and community uses. Building B
Community Center
Across from the UHOP church, a two-story mixed use structure, Building A, would house the UHOP restaurant Day Care
on the ground floor with Office or Housing uses on the second floor. This space would offer an upgraded Buildings C1 & C2
facility and seating area for the very popular UHOP restaurant currently located in the basement of the church. Elder Independent Living
It would also include an outdoor seating area and provide for greater exposure to Bennett Street. Aparments/Townhomes
Building D
The second floor of Building A could provide additional church programming space or market housing. Retail
Office/Housing Above
Building B provides a logical place for a UHOP Community Center/Day Care with space for church
Building E
programming such as band and choir rehearsal space, a computer lab and senior activities. Located in the
Academic Building
center of the site, a secure outdoor playground facility would serve both the daycare center planned for the
structure and the greater East Greensboro community during non-school hours. Building F
Hotel
Buildings C1& C2 provide independent living homes for elder residents in the area. These are smaller attached Buildings G, H
condos or apartments that are in a prime location for residents to have easy access to the site amenities. High Density Housing
Building I
Located right on East Market Street Building D completes the Market Commons Plaza adjacent to the Stacked Townhouses
Community Center and the UHOP Restaurant. This building will have retail storefront on the first floor and
office or residential on the second floor. The first floor could showcase restaurants that have outside seating on
the sidewalk or plaza creating an enticing atmosphere.


To create further connections between the university and the site, Building E would hold academic activities.
Bringing students across the street will help the restaurant and retail business on the site.

Housing is a large component of this plan with Buildings I, G & H adding to the variety of housing types to the
site. The types are shown to be varied in nature – flats, stacked two-story townhomes and four-story structures.
Buildings G & H are high density housing that faces the plaza above the parking garage allowing direct parking
access for the residents. The rest of the housing adjacent to the railroad tracks and the high density housing is
stacked townhomes. These should be market rate helping to create a diverse housing stock on the site.

Building F at the corner of East Market Street and Pastor Anderson is the foremost location for a hotel. Closest
to Downtown Greensboro this hotel could have a modest 150 rooms that would cater to the academic
community as well as the Downtown. This would be a perfect place to stay for a visiting professor that is
lecturing at the adjacent academic building or local universities.

The remainder of the site plan includes a large underground parking facility to service office and residential
users, garages for the residents in the townhomes or independent living homes, as well as on-street and surface
parking to serve UHOP parishioners on Sunday and shoppers, residents and workers at other times.


Preferred Design Direction North Carolina A&T
State University

Book
store

Market Street
F

F E D

A
Pastor Anderson

G H
C1 B
I

I C2

I

Bennett College


Preferred Design Direction

Staked Townhomes High Density
Independent Living Housing
Homes

Community Center
Daycare

Seasonal Farmers
Market

Hotel

Academic Building

Retail
Office Above
Market Commons

UHOP Restaurant
Office or Housing Above


Market Street Commons

View of proposed Market Street Commons from
Market Street and Bennett Intersection


Phasing

Phase 1
• Post Office Demolition
• Remediation

Estimated Construction Costs
Phase 1
Post Office Demolition $1,100,000
Remediation $550,000
Earthwork $207,000
Phase 1 Total $1,857,000

Post
Office


Phase 2 – 4.13 Acres
• UHOP Building – 28,932 sq ft
• Parking Lot – 112 spaces
• Plaza – Market Commons

• Community Center/Day
Care – 11,300 sq ft
• Independent Living
Homes
3
– 900 sq ft per Unit 2
– 18 Units

Phase 2
UHOP Building $3,501,000
Site Amenities $844,000

Phase 3
Community Center/Day Care $1,367,000
Independent Living Homes $1,782,000


• Independent Living Homes
– 900 sq ft per Unit
– 26 Units

• Hotel – 150 Rooms
• Academic Building – 34,000 sq ft
• High Density Housing – 70 units
• Parking Structure – 485 Spaces 5

Phase 4
Independent Living Homes $2,574,000
4
Phase 5
Hotel $14,245,000
Academic Building $6,919,000
High Density Housing $8,458,000
Underground Parking $7,469,000


• Mixed-use Building – 53,200 sq ft

• Stacked Townhomes
– 1,200 sq ft per Unit
6
– 84 Units

• Garages
– 50 Cars

Phase 6
Mixed-Use Building $5,852,000 7

Phase 7
Stacked Townhomes $18,810,000
Garages $432,000


Estimated Total Projected Construction Costs
Estimate Contingency*
STORIES QUNTY UNIT UNIT COST $000s $000s
Phase1
Post Office Demolition** - 304,800 SF $6 $1,000 $1,100
Remediation** - 506,700 SF $3 $500 $550
Earthwork - 18,800 CY $10 $188 $207
$1,688 $1,857
Phase 2
Building A UHOP Building 2 28,932 SF $110 $3,183 $3,501
Site Amenities - - - - $767 $844
$3,950 $4,344
Phase 3
Building B Community Center/Day Care 1 11,300 SF $110 $1,243 $1,367
Building C1 Independent Living Homes 2 16,200 SF $100 $1,620 $1,782
Each unit is 900 sq ft - 18 units - - - - - -
$2,921 $3,213
Phase 4
Building C2 Independent Living Homes 2 23,400 SF $100 $2,340 $2,574
Each unit is 900 sq ft - 26 units - - - - - -
$2,733 $3,006
Phase 5
Building F Hotel 4 74,000 SF $175 $12,950 $14,245
Building E Academic Building 2 34,000 SF $185 $6,290 $6,919
Building G,H High Density Housing – 70 Units 3 69,900 SF $110 $7,689 $8,458
Underground Parking 2 485 EA $14,000 $6,790 $7,469
$34,150 $37,565
Phase 6
Building D Mixed-Use Building 3 53,200 SF $100 $5,320 $5,852
$5,341 $5,875
Phase 7
Building I Stacked Townhomes 3 91,200 SF $125 $11,400 $12540
Each unit is 1,200 sq ft - 76 Units - - - - - -
Garages (50 Cars) 1 7,900 SF $50 $395 $435
$12,265 $13,492

PROJECT TOTAL - Phases 1-7 $63,048 $69,352
*Contingency - 10% for unexpected conditions.


Mission Based Development Plan and Economic Impact Analysis
United House of Prayer for All People (UHOP) purchased the former Post Office Sorting Facility site at 900 E. Market Street for $3,650,000 in June of 2005. While
a detailed assessment of the conditions of the existing structures was not within the scope of this engagement, it is assumed based on prior reviews of the site’s
buildings that the site will require demolition and remediation of hazardous materials.

The development of the site from UHOP’s perspective could take many forms. UHOP reports that their history of development has been handled completely within
their organization without need for outside partnering. Traditionally, a site of this size requires a significant investment on the part of the owner to maximize its
economic contribution to the owner and the community. As such, we are assuming that the UHOP owners will opt for an approach which leverages their investment
in purchasing the site while planning uses that support the church’s mission to serve the community’s needs.

The principles guiding this phased approach are based on the idea that the project will be judged on its mission, not its revenue. As such, care has been taken to
provide an economic means for developing the key UHOP uses - restaurant, church programming space, elder-care, apartment living and community space. The
cost of building and maintaining these mission-based uses is supported by careful and controlled development of the remainder of the site without sacrificing control
or ownership.

Phase 1 involves the site preparation required to make the property ready for development.

Phase 2 is the development of the UHOP restaurant, parking and community plaza space on the eastern side of the property. The restaurant would be moved from
the basement of the existing church building and located to a more visible location to anchor the new project. The size of the facility would be increased to allow
for better service and its exposure to the vehicle traffic along Market Street and Bennett would increase its customer draw. In addition, the pedestrian traffic from the
adjacent universities, offices and residential population would be better attracted to the facility.

Above the restaurant, additional church programming space is planned to accommodate needs that cannot be handled in the church’s existing building. Meeting
room, choir and band space as well as other needs could be accomodated in this space.

For the purposes of economic impact analysis, it is assumed that the church will employ persons on a volunteer basis to run its restaurant and will expand its staff as
this new programming space comes on line. It is further assumed that the restaurant will generate sales tax.


Phase 3 is the development of a day care and community outreach center (Building B). It is assumed that the management of the day care center would be best
managed at arm’s length through an agreement with another organization that could assume liability and management of this operation. This entity would in
essense lease space within the building from UHOP. The community center could be run in concert with local city, recreation department, university or YMCA
organizations to share the cost of ongoing operation of the facilities.

The nearly $12,000,000 required to develop Phases 1through 4 can be offset by the careful development of the remainder of the site. One way to measure this is
to consider a scenario where UHOP in essence ‘borrows’ the funds from their operations and titling to fund the development. This model makes sense in that it
focuses on prudent investment and correlated economic return.

For example, assuming typical funding, a $12,000,000 commercial note on a 30-year amortization at 8% per annum would require principal and interest service of
just over $1,000,000 per year. Development of the site could be effective if the project is managed to meet the financial needs of phases 1through 4 while
provding responsible and mission based development of the remainder of the site relative to the community’s needs and the congregation’s commitment to the
church.

Within phases 1 through 4, the realization of annual income is possible through a management contract with a thrid-party day care provider (whether that party is
affiliated with UHOP or not) of $120,000 or $15 per square foot. Additional, some of the community center space might be utilized by the community, institutions
or other community users to contribute additional funds. We assume this to be $56,000 or 8,000 sq. ft. at $7 per sq foot.

This phase also includes some independent living and/or subsidized housing which is based on funding recommendations listed in the next phase.

Phase 4 of the Mission-based Development Plan is the development of independent living and subsidized housing. While this development is likely not to be a
purely for-profit endeavor, it will likely yield some measure of return relative to the cost of development.

The cost to develop the residential is $7,200,000. Again applying our model for economic support of this investment based on ‘standard’ terms – we find that
$660,000 per year is required to service this investment. Since the Church has clearly stated their desire to provide such affordible housing it is assumed that any
income from these units is calculated at a deeply discounted rate. Therefore we assume that the units generate $127,000 in subsidized income.


Phases 5 through 7 involve the build out the remainder of the site. While UHOP has stated their desire to remain in control, we feel strongly that an approach
which accomplishes the Church’s goals while helping offset the cost of development through the careful collaboration is appropriate.

As such, we feel one opportunity to leverage the community’s needs including the educational institutions adjacent to the site is a land-lease partnership or tenency
of Building D by either North Carolina A&T University or Bennett College (or a combination of the two).

Additionally, the hotel site and the adjacent mix of uses (Buildings E, F , G and H) require the development of under-ground parking and will likely need to be
developed in concert with one another. We suggest that UHOP consider a for-profit development partnership with East Market Street Development Corporation,
area business leaders, residents, universities and perhaps even other faith-based organizations. The UHOP contribution to the partnership could be the land for
development while other equity partners could contribute capital to secure their stakes in the organization. This new entity could in turn develop the site for the uses
specified including the recruitment of tenants such as a hotel.

Finally, the other residential in the site might be developed by UHOP at arm’s length through the use of deed-restrictions, development overlays or other control
mechanism to insure the development supports their mission based vision for the site.


Property Tax Impact:

The property tax generated by the parcel today is based on the valuation from December Property Tax Impact
2003. As such, the Guilford County Appraiser’s Office places the value of the 900 E.
Market Street property at nearly $5 million. While the assessor’s data is not linked to the Valuation Today: $4,878,500
appraiser’s data, the County Appraiser’s office has indicated that the current property tax (based on Guilford County)
is $62,274 per year.
Property Tax Contribution: $62,274
Mechanisms exist for property owners to submit for reappraisal and it would be
advantageous to consider filing for such evaluation. If the value of the property were
*Assuming a Successful Re-evaluation:
based solely on the land value (assuming that the existing structures have no market
value), then the annual tax bill could be cut significantly. Estimated Revised Valuation: $1,100,000

Furthermore, one tool that could be available for infrastructure improvement is Tax Estimated Tax Contribution: $14,042
Increment Financing. This program involves legislative action which earmarks increases
in property tax to fund specific site improvements such as road, infrastructure or other Completed Development: $63,048,000
public areas. Although new to North Carolina, this program has proven to be an
effective economic development tool to foster public private partnerships and public Estimated Valuation: $63,048,000
improvement costs.
Estimated Tax Contribution: $804,808
By estimating the site’s built out value based on construction costs, we find a significant
lift in property tax. Tax Difference: $742,534

We would recommend working with the City of Greensboro to research this or other
programs.


Income and Sales Tax Impacts:

In addition to property tax impacts, any Potential Site Income Opportunities
business or individuals working or living
on the redeveloped site will contribution A UHOP Restaurant Site Restaurant 14,000 $20 sq. ft. $280,000
additional impacts to the public economy. UHOP Restaurant Upper Floor Office 14,000 $15 sq. ft. $210,000

Sales from retail operations are taxed at B Day Care Center Day Care 11,000 $20 sq. ft. $220,000
6.75%. The plan includes nearly 60,000 Community Center Office 11,000 $15 sq. ft. $165,000
square feet of retail including the hotel,
storefronts and restaurants. At a very C Independent Living Apts Apts (900 sq. ft.) 22 $500 per mth $132,000
conservative $200 of sales per square Subsidized Living Units Apts (900 sq. ft.) 22 $500 per mth $132,000
foot, the estimated sales tax from these
businesses is $810,000. F Hotel Building 74,000 $25 sq. ft. $1,850,000

Persons employed or residing within the E Academic Building Office 34,000 $15 sq. ft. $510,000
project will also be subject to income tax.
Presently, the state of North Carolina taxes G, H Mkt Rate Apartments Apts (1,000 sq. ft.) 32 $800 per mth $307,200
its residents at 7% of income. We can
estimate residential income tax by D Mixed Use Building Office 40,000 $15 sq. ft. $600,000
assuming conservatively that the Retail 13,200 $15 sq. ft. $198,000
approximately 150 units of residential are
I Stacked Townhomes Apts (1,200 sq. ft.) 76 $1,250 per mth $1,140,000
occupied by an average 1.5 persons per
unit; each earning the median income. Parking (monthly
This calculates to over $5.5 million in Underground Parking rent) 485 $65 per mth $378,300
gross wages or nearly $400,000 in annual
income tax revenue.
Annual Site Income Opportunity: $6,362,500

Jobs will also be created by this project.
Assuming one job per 1,000 square feet Maximum Supportable Debt $71,627,647
of business use (non-residential) again Based on simple present value of stream of total annual income. Rate 8%, 30-year amortization.
earning the average income yields a total Low High
of just over $4 million in wages or over Funding Gap - Total Project Development Estimate Minus Supportable Debt ($2,159,371) ($9,538,073)
$300,000 in annual income tax. Low estimate does not include 10% contingency. High gap based on costs plus 10%.


Recommendations
As the East Market Street Development Corporation, EMSDC, considers the
recommendations of this feasibility study for the former Post Office site at 900 East Market
Street, considerations for the continued quest for redevelopment of the site should be
finalized. Although property ownership remains with the United House of Prayer for All
People, the East Market Street Development Corporation can play a critical role in the
long-term redevelopment of the property.

To that end, we have outlined
recommendations for EMSDC to remain
involved in the development process and to
provide assistance to the United House of
Prayer for All People to complete this vision
with a mission based approach.


900 East Market Street Master Plan Design Jan 2007

900 East Market Street Master Plan Design Jan 2007

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