Cranberry Crescent in Plymouth - Filling in the Retail Pieces

High Rock Development’s retail vision for Cranberry Crescent in Plymouth, MA continues to come together. With the first phase Market Basket (Building 1) already complete, Form + Place joined the team to design three complimentary retail buildings (Buildings 4, 5, & 6).

The three small store retail shells were designed using traditional New England architectural motifs, with a contemporary twist.  The materials and finishes were carefully selected to complement the first phase of the project.  Each building has a unique character to allow for strong retail tenant identity, and to avoid a monolithic “strip center” feel.

The palette of materials - masonry, cementitious plank siding, metal panel canopies, colorful canvas awnings and PVC trim - and the varied façade types provide a vibrant retail environment with ample tenant signage and storefront presentation options. Due to the site plan layout and the freestanding nature of the buildings, all sides of the buildings were detailed in order to insure a pleasing aesthetic from all vantage points. Leasing is ongoing at Cranberry Crescent with initial tenant buildouts due to be completed in late 2017.

9/27 Exchange in Natick - Transforming Retail in Today's Market

“Retailing continues to be about placemaking and creating reasons (often more than one) for people to leave their house and interact. The ever changing retail landscape requires Landlords to get creative with their Tenant mix and make selections not just based on pure income generation but longevity and balance as well. Stand still and the market will pass you by.” – Kerry McCormack, Director of Development Crosspoint Associates

Kerry isn’t our only client who’s telling us this. Strip malls and stand-alone commercial projects struggling to redefine themselves in today’s retailing world need to be thinking about placemaking and diversifying the tenant types that draw patrons to the center. Now under construction, 9/27 Exchange in Natick, MA, being repositioned by Finard Properties and Crosspoint Associates, is a great example of combining placemaking and a creative leasing strategy to keep the center relevant in today’s market.

Pieces of the existing project, like the Stop & Shop, Staples and Panera, were doing well enough, but when the vacant Building 19 space went up for sale it presented the opportunity to downsize Staples and free up a critical, highly visible corner of the project. The corner was leased to Partners Healthcare which will generate consistent foot traffic and set the stage for a significant architectural and public realm upgrade. This will create a center that encourages a longer stay as well as an enjoyable, walkable environment for employees and shoppers alike. Rounding out the anchoring leases with Chipotle, Anthony’s Coal Fired Pizza, and a Dunkins pad provides a three-tiered food offering, further diversifying the types of trips and length of stay for the average patron.

The architectural upgrades are focused on creating tenant distinction, diversifying building materials and improving the synergies of the daily shopping, dining and working experience. To accomplish these goals the design team had to overcome significant challenges in the existing building. The slab height in the old Building 19 space had to be lowered to create comfortable, easy at grade access. The exterior wall of the Building 19 is essentially a solid block wall that will be opened up with new tenant storefronts. A new palette of materials -cultured stone, architectural stucco, metal panel accents and PVC trim - and a variety of facade types will emphasize individual tenant identity. Varying parapet heights and cornice details will further distinguish one tenant from another while taking care to not exacerbate snow loads at the roof edges.

P3 and Zoning: Benefiting from Early Private Sector Engagement

In the ongoing effort to stimulate economic development, towns often have a full range of resources available, but none may be more important than early engagement of the private sector.

The Town of Winthrop, Massachusetts has been very proactive in working to re-envision their Center Business District [CBD] by utilizing regional planning agencies like the Metropolitan Area Planning Council [MAPC] to study key variables including zoning and parking. Winthrop also engaged MassDevelopment and Form + Place, Inc. to produce a master plan for their CBD – a process that included a feasibility study of a key town-owned development site in the core area. Following the adoption of the master plan, Winthrop was able to obtain a MassWorks grant to help unlock necessary infrastructure improvements. Even with a well constructed planning approach such as this, many towns struggle to define a strategy that will ultimately stimulate economic development. Often changes to zoning are undertaken without a clear understanding of what is needed to unlock the potentially catalyzing project that could lead to successful implementation.

In its comprehensive plan, the Town of Watertown, Massachusetts put forward a multi-faceted vision for future development that included crafting design guidelines for village centers and key commercial corridors. In addition, the plan called for the repositioning of the east end of Arsenal Street - largely zoned industrial – into a Regional Mixed-Use District [RMUD]. With town resources focused on putting forward new design guidelines, Boylston Properties and The Wilder Companies, owners of the Arsenal Mall, approached town leadership with an offer to help implement the new zoning framework. Form + Place was retained to help steer a collaborative effort between the development team and the town.

A first draft of the new Regional Mixed-Use District [RMUD] was completed in April of 2015. The new district was designed to facilitate transformative development in a key “gateway” location, which was identified in the comprehensive plan as needing an innovative approach to zoning. One of the most important aspects of the proposed regulation was to allow multi-family residential within a mixed-use context, a use currently prohibited in the industrial districts that defined the area. In addition, the developers hoped to update key dimensional criteria to allow flexibility for taller buildings, which would not only help achieve an increase in density that the town desired, but also take advantage of views, and promote access to the adjacent open space conservancy land and Charles River Reservation.

Another significant goal of the new RMUD zoning was to establish an approvals process conducive to regionally-scaled development that would likely be phased over a significant period of time. The incorporation of a new Master Plan Special Permit process now allows developers to submit for a holistic conceptual master plan approval, followed by detailed site plan reviews for each project phase, which are reviewed for consistency with the master plan.

Engaging the private sector to help craft zoning can be complicated politically, especially when a community is feeling the pressure of growth. Strong town leadership and planning staff are critical to the process, as they must help quell fears that zoning proposed by a developer is not in the town’s best interest, especially when it can be linked to a proposed large-scale project. Utilizing the private sector to assist with these types of efforts, however, presents a tremendous opportunity for a community, since the proposed zoning criteria are likely to be shaped by a strong understanding of market forces. Community outreach efforts are often a key to assuring that an appropriate balance of flexibility and certainty is achieved, and efforts such as this are most likely to succeed if there is an effective collaboration between public and private entities.

After nearly six months of dialogue with Watertown staff and town officials, plus extensive feedback from community stakeholders, a new zoning amendment was approved at a joint public hearing of the Planning Board and Town Council on March 2nd, 2016.

Arsenal Yards is scheduled to open in the spring of 2019.

When Repositioning Retail Centers, Retail is not Always the Answer

“We can’t lease our way out of this. Our next move needs to be transformative, inclusive of community, experiential and relevant” – Todd Finard, CEO of Finard Properties

Most of our clients are telling us this these days. While the right tenant can be a key piece of an effort to transform and revive an aging and floundering retail property, getting the tenant to look at the property in a new way is dependent upon creating a vision of how the project can become relevant in today’s changing retail landscape. The truth is tenanting is only one piece of the equation: high quality places, authenticity, memorable experiences and a range of services are the reasons why shoppers come back. In her book The New Better Off, Courtney Martin says that when people are asked what one possession they would take from their burning home, their answers show that they are “defined by their people… their pleasure… their memories and that’s about it. Everything else is, well, stuff.” With this kind of emphasis on memory and experience rather than accumulation of things, it’s no wonder that “experiential retail” is the hot buzz phrase in the industry.

Our clients typically ask us to reinvent retail-centric properties in the context of what we identify as four types of design problems: backfilling dead anchors, inside-outing enclosed malls, converting large dying malls into mixed use districts, and of course trying to reinvigorate the typical strip mall or stand-alone commercial building. Here are some examples of those types. Remember - place, authenticity, experiences and diversity.

Anchor Backfill:

When a JC Penny or other anchor finally goes dark, there is actually a great opportunity afforded to the project. As a sign of the power that this retailer once had, the stores are almost always located at the front door of the project. As the anchor pad is redeveloped it should act as a catalyst in rebranding the project. Including well-appointed open space that can be programmed for public events, outdoor seating for restaurants (a significant staple in the realm of experiential retail) and the inclusion of a grocer or other unique destination that changes the nature of the trip to the mall in the first place. The architecture itself should speak to the diversity of the tenant mix as well as the new, welcoming gesture that the center is making. 

Inside-Outing:

When the well bracketed redevelopment of an anchor pad won’t be enough to turn the center around, we often help our clients to create a property that is turned inside-out. That is to say that the in-line retail between the anchors gets demolished and the heart of the project is re-conceived of as a broad open space for parking, strolling, and areas of public space for event programming and passive recreation. When a mall is anchored by 3 or 4 or 5 big boxes, it is rare that all of them can be taken down to facilitate a completely new plan. Often a few or all of them are left standing and the task becomes creating a place and heightening the experience between the anchors while maintaining their points of entry and recasting their role as providing distant focal points that drive circulation patterns and architectural/spatial hierarchy.

The Mixed-use District:

Depending on the disposition of the real estate, the market context and the developer’s appetite for a complicated planning and entitlement effort, some mall sites are ripe for being transformed into mixed-use, high density villages or urban nodes. Projects of this scale and complexity are good candidates for thinking way outside the box and embracing P3 relationships with local civic, university or corporate institutions. The inclusion of programmable public space can create opportunities for community connections, knit together the project with its context, catalyze local stakeholders and put the redevelopment effort on entirely different footing. When residential, hospitality, office and civic uses are a part of the complete picture the chance for a truly authentic place to emerge is set in motion. Key to that authenticity are spaces that have a range of scales, plantings, furnishings and place making features. Different people seek out different spaces and different activities. Acknowledging that in the planning process is critical to the project’s success. 

Strip Centers and Stand-Alones:

Less glamorous, but more omnipresent and therefore maybe more important, are the strip malls and stand-alone commercial projects that struggle to redefine themselves in today’s retailing world. Take a project like 9/27 Exchange in Natick, MA that is being co-redeveloped by Finard Properties and Crosspoint Associates. Pieces of the existing project like the Stop & Shop, Staples, Panera and a small assortment of other retailers, function just fine, but when the vacant Building 19 space came on the market it presented the opportunity to raise the value of the center and complete a project with a unified sense of place and mutual co-tenant value. The leasing approach of downsizing Staples to free up a critical corner and focusing on dining and service tenants (Dunkin’s, Anthony’s, Chipotle and Partners Healthcare) set the stage for a significant architectural and public realm upgrade. This will create a center that encourages a longer stay as well as an enjoyable, walkable environment for employees and shoppers alike. The architectural upgrades are focused on tenant identity, diverse materials and the synergies of the shopping, dining and working daily experience.