ON JOHN DEERE COMMONS | MOLINE, ILLINOIS

Transcription

QUAD CITIES
MULTI-MODAL
STATION
ON JOHN DEERE COMMONS | MOLINE, ILLINOIS
A TRANSIT-ENHANCED
DEVELOPMENT OPPORTUNITY
ON THE MISSISSIPPI RIVER THAT
ANCHORS BOTH A REGION AND A
HISTORIC DOWNTOWN
4
QUAD CITIES MULTI-MODAL STATION | MOLINE, ILLINOIS
CONTENTS
INTRODUCTION AND OVERVIEW
Section 01
07 PROJECT GOALS AND OBJECTIVES
Section 02
09 MARKET ASSESSMENT AND OPPORTUNITIES Section 03
15 PUBLIC-PRIVATE PARTNERSHIP
SECTION 2: TECHNICAL REPORT
Section 04
21 TRANSIT/MULTI-MODAL OBJECTIVES AND DESCRIPTION
Section 05
25 THE O’ROURKE BUILDING BASICS
Section 06
27 FIRST FLOOR DEVELOPMENT PROGRAM: THE O’ROURKE BUILDING
Section 07
29 O’ROURKE SITE DEVELOPMENT OPPORTUNITIES
Section 08
47 SUSTAINABLE DEVELOPMENT GOALS
Section 09
55 HISTORIC INCENTIVES AND RELATED ISSUES
Section 10
59
ADDITIONAL DEVELOPMENT OPPORTUNITIES: A PUBLIC PERSPECTIVE
Section 11
61 CRITICAL PATHS AND TIMELINES
62 PROJECT TEAM LIST
63 APPENDIX
5
INTRODUCTION AND OVERVIEW
This document is designed to be a “development opportunity and controls guide” (“Guide” or “Guidebook”) for an immediate
real estate development opportunity in Downtown Moline, Illinois. It is to be used in conjunction with the solicitation of Statement of Qualifications (“SOQ”) of Developers to be issued by the City of Moline, in collaboration with the Rock Island County
Mass Transit District (MetroLINK), anticipated in January, 2012.
On January 30, 2010, State of Illinois Governor Quinn committed $45 million in State Capital funding that was linked to the announcement of $170 million in Federal High Speed Rail money to implement passenger rail service from Chicago to the Quad
Cities. After careful consideration, it was decided that the station serving the Quad Cities metropolitan region would be located
in Downtown Moline, Illinois. This decision allows the City of Moline to achieve its 20 year old goal of having a true intermodal
station within its Downtown. Through careful long-range planning and thoughtful economic development strategies, the community has reinvigorated its riverfront and downtown, capitalizing on a strong base of tourism, education, and corporate business.
The Multi-Modal Station (“MMS”) — and the 65,000 sf site of which it is a part — is intended to be a catalytic project representing
a significant reinvestment in downtown Moline to spur additional private investment in the surrounding area.
In 2011, over $16 million was allocated to make the Multi-Modal Station a reality, including $10 million of federal TIGER II funds.
As part of the initiative to build a multi-modal station, MetroLINK and the City of Moline wish to engage in a public-private
partnership to add transit oriented development to the project site. The public partners intend to provide development rights for
(i) the rehabilitation of a six story historic structure, one that will include a planned passenger rail station on its first floor, as well as
for (ii) undeveloped parts of this site on which the station is planned. It is anticipated that the developer selected for this project
will have the opportunity to work in tandem with the construction of the multi-modal station so as to seamlessly integrate public
and private components.
This development opportunity offers both the opportunity to capitalize on market opportunities generated from a true
multi-modal facility that integrates rail, bus and river transportation, as well as from connectivity to the burgeoning district of
Downtown Moline, an area that is expected to see hundreds of millions in new investment over the next half decade.
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01
PROJECT GOALS AND OBJECTIVES
The Quad Cities Multi-Modal Station (MMS) site, located at the northeast corner of 12th Street and 4th Avenue (1205-1311 4th
Avenue), is the designated location for new passenger rail service to a community that has gone without such service for over
30 years. The 65,000 sf site is currently improved with a six-story warehouse, built in 1917 and known as the O’Rourke Building (“O’Rourke”); it also has a former automotive shop on it. The entire site is the subject of this Report (“Site”). As part of the
initiative to restore passenger rail service to the Quad Cities area, the O’Rourke will be renovated, with portions of its first floor
reserved for transportation purposes and the balance of the building available for private development. The development options described in Section VII allow for a total GFA (including the O’Rourke) of up to approximately 165,000 square feet (sf).
AERIAL VIEW OF THE QUAD CITIES MULTI-MODAL STATION SITE.
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01 PROJECT GOALS AND OBJECTIVES
The future Quad Cities Multi-Modal Station is a pivotal project for the City of Moline, both in terms of its physical location as
well as its economic potential. The project has the opportunity to draw on a mix of supporting districts, serving as a “missing link”
that can unify much of the western end of Downtown Moline, from Riverfront to Main Street Retail on 5th Avenue to the West
Gateway District. The O’Rourke Building and site showcase much of what has made Moline so successful – a community that
has gracefully learned how to preserve its past while also evolving into a community with a global reach through its corporate and
military activities. The development team selected for this project will be expected to craft a strategy and solution for this site that
addresses and leverages the prominent components of this site.
The goals of this report are as follows:
1.
Synthesize years of work by many stakeholders into a defined set of development guidelines and an organizational structure,
which, if followed, should provide a predictable road map for the selected developer.
2. Reveal the strength, stability and opportunity of an under-stated market with a unique site at its center.
3. Attract developers who represent “best practices” in transit-oriented development (or other highly related public-private
partnership work) and who can be energized, not daunted, by the Site and its potential.
4. Provide development guidelines and conceptual options for the MMS and Site – from density and massing to possible uses –
that are consistent with the goals of the community, its local leadership, and other stakeholders at the federal and state levels.
MetroLINK and the City of Moline wish to make it as easy as possible for developers with the appropriate experience to do their
best work – concentrating on the best development outcome, rather than spending their efforts in trying to understand and then
navigate the many areas of public oversight (federal, state, and local, transit, environmental, and historic, etc.)
Many people, over many years, in a wide range of contexts have worked to make the Quad Cities Multi-Modal Station a reality. This document and the SOQ that it accompanies are the beginning of a process that allows those stakeholders to “pass the
baton” to a new team member that will get the entire team over the goal line. The prize is a successful mixed-use development
that will begin to provide passenger rail service to a bustling community in 2014.
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02
MARKET ASSESSMENT AND OPPORTUNITIES
COMMUNITY
Moline, with a population of almost 46,000 in 2010, is located within the 380,000 person metropolitan area (per 2010 Census)
known as the Quad Cities (or “QC”). The Quad Cities area spans Davenport and Bettendorf within Iowa, and Moline, East
Moline and Rock Island in Illinois, with the two states separated by the Mississippi River. The Quad Cities are approximately a
3-hour (165-mile) drive from Chicago; 173 miles from Des Moines, Iowa, 260 miles from St. Louis; and 93 miles from the 379,000
person Peoria MSA. Moline is easily reached via a highly developed interstate and highway system or by air via the Quad Cities
International Airport, located approximately 5 miles from the downtown.
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The Quad Cities community has embraced and invested in culture and art, recreation and the river, public transportation,
historic and downtown infrastructures. It is a community where residents and visitors have embraced living, working, relaxing and
Milan
playing in its several downtowns. While traditionally a manufacturing
center, the economy has diversified significantly and
supports a working population of nearly 200,000. The economy is bustling; unemployment is relatively lowCoal
(7.5%
reported for the
Valley
metro area in November, 2011, vs. 10.1% in Illinois and 9.0% nationally), local companies and the City are engaged and invested
in the local community.
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ST
02 MARKET ASSESSMENT AND OPPORTUNITIES
Quad Cities: Major Employers
Moline itself is home to the international headquarters of the global John Deere & Company; the North American headquarters
of the Finnish elevator manufacturing company Kone; and a major logistics, marketing and packaging firm, Group O Companies.
Rock Island Arsenal, located on an island directly north of the Site, employs approximately 8,500 civilian and military workers a
few minutes away. The City of Moline, in conjunction with the public-private group Renew Moline and the direct investment
of major corporations, has transformed downtown Moline, with a riverfront that was highly industrial well into the 1980’s, into a
vibrant “24-hour” downtown serving residents, visitors and workers. In the last 15 to 20 years more than 40 projects have been
developed in the downtown with a combined investment approaching $300 million (see Appendix for details). Two new thriving
hotels have been built, several mixed-use office and retail/restaurant complexes have been developed, historic structures have
been renovated to bring new housing, office, and retail/restaurant uses to downtown Moline.
Currently, Moline continues to grow and developers and corporations are continuing to find fruitful investments in the downtown.
Projects under construction include a new 8-story corporate office tower for Kone, a new affordable/market rental loft housing
project to bring additional residents downtown, a new downtown campus for the Quad City location of Western Illinois University
(WIU) and the development of an adjacent office-flex entrepreneurial corridor.
MULTI-MODAL STATION (MMS)
The driving force behind this development opportunity is new passenger rail service, scheduled to begin in 2014, renewing service to the Quad Cities for the first time in 30 years. Estimates of between 40,000 and 110,000 passengers are projected to use
twice daily service from the station primarily to and from Chicago. The MMS and Site are, in large part, the completion of a very
significant transportation hub within the larger John Deere Commons. They will complement MetroLINK’s central bus transportation hub, Centre Station, directly across the rail tracks, which has over 700,000 annual bus passenger transfers and movements
and more than 300 parking spaces in an adjacent structured garage (although most are reserved for corporate or other use and
wouldn’t be available to the MMS). Together, the MMS and Centre Station will form the core of a multi-modal district intended
to integrate rail, bus, auto, bicycle and river transportation, and attract an expanded range of supportive and complementary uses,
all relating to travel, within the region and beyond.
10
MARKET ASSESSMENT AND OPPORTUNITIES 02
The Site is part of the “GreenLine,” so labeled by the State of Illinois to reflect a commitment to green and sustainable practices
for Chicago to Moline rail service. From a marketing and leasing perspective, the Site may command a premium from those who
wish to align with a LEED transit station that is also an adaptive re-use of a historic warehouse (possibly the nation’s first).
The Quad Cities and Downtown Moline present a vibrant economy with solid market dynamics. The new rail service will only
make it stronger and livelier.
DEMAND DRIVERS
Analysis suggests that marketing the Site for a variety of complementary uses would be feasible. The numbers of daytime and
evening residents, workers, visitors and students currently located proximate to the Site suggests an existing base of demand,
some of which has yet to be met.
Residents
By the numbers (2010), currently 600 people are estimated to live within a five minute (1/4 mile) walk of the site. Nearly 11,000
reside within a twenty minute walk or a five to ten minute drive (1-mile site radius). Including populations on both sides of the
Mississippi, nearly 200,000 people can easily reach the site within a ten to twenty minute drive time.
Daytime Working Population
The daytime population working within the immediate environs of the site is significant; nearly 2,000 employees are within easy
walking distance of the site plus, more than 8,000 are within a short (5 minute) drive. Some of the Quad Cities’ dominant companies and employers are located immediately proximate to the site, including John Deere & Company, Kone, and United Health
Care. Rock Island Arsenal is located only a few minutes away.
2010 Market Summary Demographic Profile at a Glance
v
Sources: The City of Moline (website), ESRI, Business data provided by Infogroup, Omaha, NE, Greene Enterprises
11
JOHN DEERE COMMONS, INCLUDING THE I-WIRELESS CENTER, THE JOHN DEERE PAVILION, CENTRE STATION AND THE MISSISSIPPI RIVER.
Tourists, Visitors and Students
Activities within a short distance of the Site generate significant daily populations of tourists, visitors and students. This population
can be leveraged to significantly enhance Site development opportunities for real estate market destinations such as additional
downtown hotels, specialty and service retail, destination restaurants and housing.
John Deere Commons, which includes the i wireless Center and the John Deere Pavilion, attracts nearly 1 million visitors annually. The i wireless Center, an indoor 12,000 seat arena, reportedly attracts more than 650,000 visitors for concerts and sporting
events, ranking its attendance consistently in the top ten nationally for venues of its size. The John Deere Pavilion is considered
the 5th strongest visitor attraction in the State; it reportedly attracts 250,000 visitors annually to its museum and festival space.
By early 2012, more than 3,000 students are anticipated to be enrolled at the new campus of Western Illinois University (WIU).
The campus is under construction along River Drive, approximately 2 miles from the Site. In conjunction with WIU, and adjacent to the Riverfront Campus, the City has collaborated in the creation of the E3 Initiative, Phase I of the University Square
Development. This private mixed-use project, now under construction, is designed to support the development of the WIUQC Riverfront Campus with a focus on educational, entrepreneurial and environmental activities specifically involving activities
of engineering, economic development and energy efficiencies. The location of University Square as well as the WIU campus,
will draw additional daytime and evening populations to the downtown; this will likely increase demand for ancillary hotel rooms
and restaurants and night spots in the downtown core from students, workers and visitors alike. Similarly, these developments will
provide an expanded market to support additional downtown housing.
As mentioned above, Centre Station reportedly brings 700,000 persons to its location annually; it is the hub of Rock Island
County’s regional and local transportation network. The riverfront’s Channel Cat Water Taxi reportedly is used by about 30,000
visitors annually (seasonal); this scenic and convenient way to cross the Mississippi River (with or without bicycles) has established
landings within a short walk from the Site.
The River and riverfront provide more than just transportation. Bike and walking trails are continually being upgraded along
the Mississippi. The River Way of the Quad Cities, with 65 miles of paved trails winding through its communities, has riverside
parks, trails and bluff overlooks; it is accessed a short distance from the Site. Extending beyond the Quad Cities, the River Way
articulates with trails that extend north to Wisconsin, and that are part of the National Mississippi River Trail (“10 States, 1 River”).
Located within a short walk from the Site are three city parks. The River’s visual, transportation and recreational accessibility can
surely be marketed to enhance Site demand.
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MARKET ASSESSMENT AND OPPORTUNITIES 02
MARKET OPPORTUNITIES FOR DEVELOPMENT
The Site’s accessibility is excellent. It is along major local transportation routes (4th Avenue and 12th Streets), nearby to regional
highways, and immediately proximate to and part of the regional public transportation networks for bus, train, bike, and waterway
transportation. Many activity and market generating activities mentioned previously are located on River Drive, the roadway
runnning north of and parallel to 4th Avenue (such as the i wireless Center, the Deere Pavilion, and the employees of United
Health Care). Employees of and visitors to the Rock Island Arsenal and the Rock Island Arsenal Military Museum have easy auto
accessibility, and are within a direct 5 to 10 minute drive. A vibrant collection of 24 restaurants of all types — from premium steakhouses and historic pubs to ethnic dining and cafés — are a short walk away. Unique specialty and professional retail can also be
found within the 5th Avenue Historic District and along River Drive, providing customers with a variety of downtown experiences.
Please see Moline Centre Main Street’s site for more detail (www.molinecentre.org/). Developments at the Site can benefit from
marketing to these resident, worker and visitor populations. Research suggests that development of a hotel and/or rental housing
with associated amenities including restaurants would be viable and highly desirable for the Site.
Hospitality: Hotel and Restaurants
Current market conditions suggest that hospitality-related uses would be strongly supported for the Site. Currently there are
two first class/moderate properties, the Radisson John Deere Commons and the Stoney Creek Resort and Conference Center
with a combined total of 303 rooms serving the downtown corporate/visitor market. These properties, built in 1997 and 2005
respectively, are fairing well. According to industry specialist Smith Travel Research, these two properties — combined with their
“competitive set” including the recently opened Hampton Inn in suburban Moline and the Holiday Inn and Conference Center
in neighboring downtown Rock Island, Illinois — report a combined average daily rate (ADR) of $101 and a 2010 occupancy of
70% (occupancy at the Radisson may be in the 90% range and above; Stoney Creek in the 80% range and above). These figures,
combined with the reported success of the two newer long-term stay hotels in the market — the Hampton Inn (2008) and the
Residence Inn (2006) in suburban Moline — suggest that a moderate/long-term stay hotel may be feasible in the downtown in
the near term.
The potential to extend the restaurant district and build on existing downtown trends is also apparent. As mentioned above,
the market is currently supporting a vibrant specialty and service retailers located within a brief walking distance from the site,
clustered along 5th Avenue between 13th and 15th Streets as well as in locations along River Drive. This retail/restaurant core is
supported primarily by Moline’s downtown worker population as well as Rock Island Arsenal employees, students, and visitors (to
major employers and tourists). Suggested restaurant concepts are destination coffee shops with breakfast and lunch services,
and potentially a club styled restaurant.
Affordable and Market Rate Rental Housing
Another promising market for the Site is affordable and market rate rental housing. Market data suggests that there is a solid
affordable/market rental marketplace in downtown Moline as well as in neighboring downtown Rock Island. A recent market
study (May 2010) surveyed the market for LIHTC (affordable) Section 42 Family and market (rental) housing. It found that the
market in the “primary market area” (the Illinois side of the MSA) to be very strong with a total number of 2,340 units with a mere
0.7% market rate vacancy in market-rate units (out of 1,093 offered units). Successful major projects include the 1995 renovation
of the downtown historic Le Claire Hotel into a 110-unit affordable/market housing project. The property, as of December, 2011,
has 2 vacancies out of 110 units. Moline High School Lofts, a similar conversion completed in 2006, has 1 vacancy out of 60.
The newest downtown product under construction in downtown Moline is the 69-unit Moline Enterprise Work Lofts. The site for
the project is near the train tracks. Monthly rents are projected at approximately $250 to $800, with a mix of one, two and three
bedroom units. 90% of the units will be leased to tenants qualifying for “affordable housing” under Federal guidelines. The target market is anticipated to be young singles—students at WIU or office employees such as those at Deere & Company, United
Health Care or HRH Willis.
13
Professional Office and Retail
Although the Site may afford an opportunity to provide limited food service and retail as ancillary uses to the transportation uses
of the station, train traffic alone will not support the development of a significant amount of retail/food service space. However,
professional, service, and destination retail uses are prevalent throughout the downtown, supported largely by the employee, visitor and resident populations.
Potential opportunity markets include medical and retail medical office (e.g. first floor/retail office such as Chiropractors),
professional office (such as architects, designers, legal, and accounting) and destination retail (particularly specialty retail such
as galleries). A retail category underrepresented by the market which could serve a broader downtown audience is a pharmacy
or grocer. Both of these residential based retail categories appear to be underrepresented in the downtown market; the closest
offerings are approximately 1 mile from the Site.
Corporate and Speculative Office
Clearly a great deal of the success generated in previous office/mixed-use projects was based on the support of Moline’s corporations and their interest in remaining in Moline and generating new office space in the downtown. Given the economic strength of
the employers in the Quad City market there may be additional opportunities to build to suit for one or more of the companies.
However, research into the market did not uncover any stated interest in pursuing this investment alternative in the near term.
Currently the Moline downtown office market has approximately a 17% vacancy; asking rental rates are approximately $14 net for
class A space.
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PUBLIC-PRIVATE PARTNERSHIP
SUMMARY OF DEVELOPMENT OPPORTUNITY
The Quad Cities Multi-Modal development opportunity should be thought of as consisting of two specific investment types.
The first investment type is exclusively a public investment in an enhanced multi-modal facility. Approximately $16 million has
been secured to support the building of a first class LEED Silver designated transit station. The second investment type is primarily a private investment which will take advantage of current and future market dynamics in a vibrant revitalized urban center
that is downtown Moline. As this report documents, downtown Moline represents a strong mixed-use opportunity with commercial, hospitality and residential as strong market forces.
The two investment types, one led by public sources of funds, the other with primarily private sources of funds will focus on the
O’Rourke Building and Site. It is clear that each investment type will benefit the other. The transit station will serve as a stable
long term use generating new customers in and around the station daily. The new private investment will activate the majority of
the O’Rourke Building and Site creating improvements and services that will benefit transit users and the general community at
the same time. Additionally, the public investment in the building and site, while made to benefit the creation of a transit station,
will indirectly benefit both the developer and future users of the property due to the resulting improvements.
The adaptive reuse of the O’Rourke building will create a minimum of 6,000 square feet of 1st floor transit related space by the
Fall of 2014. In addition, a minimum of 46,000 square feet of renovated space (floors 2-6) will house a mix of uses. It is strongly
encouraged that the remainder of the O’Rourke site be redeveloped creating yet additional private investment opportunity.
The “development structure” for these two investments will be determined once a developer has been chosen to work with the
existing public and quasi-public partners (Multi-Modal Team) to redevelop the property. It is possible that the selected developer
will be responsible for executing both the public and private improvements to the O’Rourke Building. If a master developer structure is to be used for the redevelopment of the building and site, the private development team must have experience in not only
building similar facilities but also in dealing with federal, state and local public regulations and sources of funds. No matter what
development structure is ultimately formed to oversee the execution of this redevelopment program, a qualified team of public
and private members will be assembled to assure an efficient and effective process for delivering the final product.
15
LOCAL CAPACITY
The public-private development team will have to partner to maximize the redevelopment potential of the O’Rourke Building
and Site. The Multi-Modal Team has significant experience in structuring effective public-private partnerships (3P). The City
of Moline has worked with Renew Moline and other civic partners to facilitate significant investment in both its downtown and
nearby industrial-business areas. The public role in getting projects successfully to the finish line includes securing state and
federal investment monies, land assemblage, responding to infrastructure needs, utilization of public and community incentives,
regulatory relief, and creation of policies designed to assist investments with unique requirements. Renew Moline represents a
joint venture between the public and private sectors charged with facilitating significant economic development investment in
downtown Moline. This entity has helped to generate over $250,000,000 in development activity in Moline since 1989. City
leadership will work in concert with the leadership from both Renew Moline and MetroLINK to assure a well-organized publicprivate packaging of the development program and resulting partnership to carry out the O’Rourke redevelopment. A similar
effort was carried out with the planning and building of Centre Station.
PUBLIC SECTOR ROLE
In a statement, the public sector will participate in funding and building a state of the art multi-modal transit center that will create
an expanded transit oriented development opportunity for the community and interested developers. A significant amount of
the heavy lifting has already been accomplished by the public partners. In excess of 10 years of planning and fund solicitation has
already taken place. This pre-development work has resulted in over $16 million secured for transit related improvements to the
selected building and site. Additionally, site assembly in and around the site has taken place. Adjacent land will be available to
meet needs associated with the transit center and private development.
Another potential role for the public sector will be to assist with the public improvements needed to improve access to this district
and to make it more user friendly to both transit customers and the general public. Public investment and/or development incentives designed to assist in managing project risk or to assist in assuring all development objectives are realized will be discussed.
In the event that public investment is requested, a thorough cost benefit and risk reward analysis will be conducted.
Summary of Key Multi-Modal Team Roles (Public Sector)
• Securing & managing federal-state grant awards.
• Assisting with needed land assembly.
• Designing and building needed infrastructure and common area amenities.
• Serving as ombudsperson on public regulatory and policy issues.
• Public investment and incentives to assist with realizing specific community development objectives in event of
documented project gap.
PRIVATE SECTOR ROLE
The Multi-Modal Team desires to identify a development partner to participate in the building of the multi-modal facility and to
leverage this public investment into a full scale transit oriented development program. The development partner will be responsible for assuring that the development program for the O’Rourke Building and Site will serve as a catalyst for the proposed transit
oriented district. More specifically, the development partner must bring significant experience in designing, budgeting, financing
and implementing transit facilities and mixed-use developments. In addition, having adaptively redeveloped an historic building
or developed in a historic district will be a plus. Experience in working with and managing federally financed developments is
also important. It is hoped that the development partner will both assist with over all project management of the transit-related
construction work and serve as the developer for the private investment which will occur on the O’Rourke site. The development
partner must demonstrate that he can work with federal, state and local stakeholders in assuring respective requirements are satis16
PUBLIC-PRIVATE PARTNERSHIP 03
fied and all reporting and project objectives are realized. The development partner will be asked to provide evidence that he can
secure the financing necessary to accomplish the private development objectives associated with the agreed to work program for
the O’Rourke Building and Site.
Summary of Development Partner Roles (Private Sector)
• Lead in establishing integrated development program which includes transit improvements and mixed-use development.
• Provide knowledge and leadership in addressing federal, state, and local requirements associated with project and public
sources of fund.
• Serves as active and involved member of 3P Team from final planning thru project completion and management.
• Active participant (to be defined) in accountability chain to assure on time-on budget outcome in implementing transit
and mixed-use development objectives.
• Secure necessary private sources of funds to complete mixed-use development improvements for O’Rourke Building and Site.
• Successfully market and lease/sell the O’Rourke Building and Site.
KEY CHALLENGES FOR SUCCESSFUL PROJECT IMPLEMENTATION
The construction and opening of the Quad Cities Multi-Modal Facility is on an ambitious schedule. The first passengers will
embark from the facility Fall 2014. The public sector has harnessed the key public stakeholders, the necessary funds and created a
schedule to reach the finish line. The real estate transaction, final engineering, design and construction program must be defined
in order to begin project execution. The three critical transaction activities associated with moving forward involve; property
ownership, management of construction process, and property management. Prior to identifying a private sector partner, it will
be difficult to determine what level of accountability will be assigned to either the private sector or public sector for each of these
activities. The Quad Cities Multi-Modal Team prefers that most if not all the accountability for these three activities resides with
the private sector (development partner). Further complicating the transaction is the requirement to define private development
investment for the site.
In order to achieve the project schedule, which is essential, the Quad Cities Multi-Modal Team and the selected development
partner must in short order define a deal structure that works for both the public stakeholders and the development partner. A
strong, viable public private partnership must be established. The parties will have 3-4 months (June 2012-September 2012) to
put a comprehensive development deal structure together. It is expected that the selected development partner will: establish
working relationships with the Quad Cities Multi-Modal Team members; conduct necessary due diligence on property and development potential; establish a transit and mixed-use program; finalize a work program scope with Quad Cities Multi-Modal
Team; identify and secure all funding sources required to support 1st phase development; and enter into a project agreement
which addresses respective roles with property ownership, construction, and property management.
THE PUBLIC-PRIVATE PARTNERSHIP PROCESS
The redevelopment of the O’Rourke property by definition will be challenging and involve a complex process in order to
complete. The fact that a host of public sector stakeholders, each with a distinct set of objectives and funding requirements,
speaks for the need to carefully communicate and manage the redevelopment process. Add to this mix a private sector
development partner that must assure that the ultimate product responds to the region’s market forces, if the overall outcome is
to be successful.
The following exhibit suggests the possible structure for the O’Rourke Public-Private Partnership (3P) Redevelopment Process.
The 3P will consist of the collection of public sector entities that comprise the “Multi-Modal Team”. At the very least this team
will be made up of: the City of Moline, MetroLINK, and Renew Moline. The private sector partner will include the selected development partner and along with the funders and various professionals that are part of his team. Both the Multi-Modal Team and
17
O'ROURKE BUILDING 3P REDEVELOPMENT PROCESS
Multi-Modal Team
MetroLINK
City of Moline
Renew Moline
Public Investment
Transit
Infra. & Amenities
Development Improvements
Development Partner
To Be Determined thru
SOQ Process - Jan-March 2012
MMS Public-Private
Partnership (M-3P)
Partner role definition
O'Rourke Development Prgm
Finalize Bldg Program
Integrate Transit/other devl.
Budget and Finance
Define Joint Work Program
Full Sources & Uses Budget
Transit Station
Arch & Eng Specs
Passenger Rail Agreement
Negoiate/Execute
Project Agreement
Project Execution
Establish construction process
Manage construction activity
Leasing and FF&E
Property Mgmt
DBMT PROCESS
(Design/Build Management team facilitated by Renew Moline)
Members include; I-Wireless
United Health, John Deere,
MetroLINK & City of Moline,
Development Partner
Quad
Quad Cities
Cities Multi-Modal
Multi-Modal Station
Station
&
Catalyst TOD Redevelopment Project
the Development Partner will be responsible for bringing specific development objectives, skill sets, resources and due diligence
requirements to the 3P. The initial task will be to meld these components together into a redevelopment process that is well defined and clear on its collective mission. Once the respective objectives and capacity of the 3P Team has been defined, the work
of crafting: a detailed public-private work program which assigns roles and responsibilities to each of the partners; a sound sources
& uses budget reflecting the use of both public and private funds; the final design and construction process and timing; and finally
a management program which addresses both the construction period and then the operations of the asset; must be completed.
The establishment of the comprehensive O’Rourke Redevelopment Process (as summarized above) will likely take 3-6 months to
complete. Partner and vendor role definition, project work program, securing public and private funds and defining how they will
be utilized and finalizing all contracts and agreements that will allow the work to proceed will prove to be an involved and arduous
process. The Multi-Modal Team will want to allocate sufficient time to complete this first critical step fully and well.
It will also be important that the 3P establish a communication program that assures that the redevelopment project is: monitored
on a frequent basis; progress and work quality is assessed; that the work program is adjusted accordingly given new information
and issues that arise; and these ongoing efforts result in an on time and on budget completion of the development project. This
management process should not be confused with a design-build construction process. A Design/Build Management Team
(DBMT) has been used successfully by Renew Moline in partnership with the City of Moline to provide focused and coordinated
management and leadership assets to large scale community development projects. Two of the more significant projects benefitting from the DBMT approach are the John Deere Commons and Bass Street Landing. It is assumed that both the development
partner and the Multi-Modal Team will have a representative that will be a part of the DBMT project management effort.
18
2
SECTION
TECHNICAL REPORT
19
20
04
TRANSIT/MULTI-MODAL OBJECTIVES AND DESCRIPTION
BACKGROUND
In furtherance of MetroLINK’s desire to provide the best possible public transit system for citizens of the Quad Cities Metropolitan area, MetroLINK is proceeding with the planning and development of a Multi-Modal Station. The MMS will be part of the
adaptive re-use of the O’Rourke Building, a six-story, historic warehouse consisting of approximately 10,000 square feet per floor,
located adjacent to the planned passenger rail tracks. The inclusion of transit when planning redevelopment projects provides
assurances that people have a means and method for getting to and from the downtown area, as well as their workplaces and
other locations within the community. This is a basic tenet of the “Unified Growth” and “Balanced Growth” principles of which
MetroLINK is a strong supporter.
The Multi-Modal Station (MMS) has been identified as a key component of the planned redevelopment of the O’Rourke Building, which is currently vacant. This planned multi-million dollar investment will provide greater access to the Chicago Metropolitan Area for both residents and visitors to the Quad Cities, as well as support the creation and retention of jobs for the entire
community.
Together, the proposed MMS, combined with the existing Centre Station, create a complete intermodal transit hub offering passenger rail service, bus service, car and bike rental and public gathering space in a central downtown location along the Mississippi
Riverfront. The project has implications beyond transit. The City and its partners have been working aggressively to leverage the
station into a major transit-enhanced development project, catalyzing further economic benefits. See Section 07 for development
scenarios that illustrate how the full site of 1.28 acres could be redeveloped into a multi-building development with a potential of
150,000 GFA or more.
PROJECT PARTNERS
Quad Cities MetroLINK - The Rock Island County Metropolitan Mass Transit District (MetroLINK) is a multi-city public transit
system serving the Illinois Quad Cities Metropolitan area. MetroLINK carries approximately 3.5 million passengers annually,
with over 50% of our passengers commuting to work. In addition, MetroLINK carries students, seniors, and disabled individuals.
MetroLINK is involved in several key projects in the community, including future passenger rail service to Chicago. In 2010, the
City of Moline acquired a 6-story building adjacent to MetroLINK’s Centre Station for adaptive re-use as a passenger rail station
and Multi-Modal Station. MetroLINK anticipates a growing number of passengers utilizing public transit services as the Illinois
Quad Cities areas continue to grow and develop.
21
City of Moline – The City of Moline is located in Rock Island County, Illinois. With a population of approximately 46,000, it is
one of the central communities that make up the “Quad Cities” region of 380,000 people (per 2010 Census), along with Rock
Island, Illinois, and Bettendorf and Davenport, Iowa.
The City has implemented an on-going effort to revitalize its Downtown district since the 1990’s. Among the numerous investments made in the Downtown area include the 12,000 seat i wireless Center (formerly known as THE MARK), John Deere Pavilion and John Deere Commons, a Radisson and Stony Creek hotel, and several redevelopment areas including Bass Street Landing and historic 4th Avenue. A more complete summary of Downtown projects can be found on the City of Moline’s website.
Renew Moline – Renew Moline provides professional services with a primary focus on facilitating private land development
investments in Downtown Moline, while helping to secure complementary public improvements. An emphasis remains on partnering with the City of Moline to implement the Moline Centre Plan adopted in 2001. Much of the organization’s work is accomplished through close collaboration with City staff and elected officials, professional consultants, and regional economic
development partners.
SUMMARY OF PAST STUDIES
A number of studies have been conducted on the potential of the multi-modal station and associated private development.
These can be found on the Quad Cities MetroLINK website:
•
•
Quad Cities Passenger Rail Schematic Concept “Green Line” Station (2010)
Quad Cities TOD + Intermodal Plan (2009)
Each of these studies shows conceptual development and build-out scenarios for the Multi-Modal Station site, as well as potential
development opportunities on adjacent blocks. Those interested in submitting their qualifications for this project are encouraged
to review these previous studies to understand previous planning and development analysis that has taken place on this site.
For more information about the planning behind High Speed Rail lines, the following studies are also available for reference:
•
•
•
Moline-Rock Island Metropolitan Rail Study (2008)
Feasibility Report on Proposed Passenger Rail Services (2008)
Green Line Vision and Approach for the Chicago-Iowa City High Speed Intercity Passenger Rail Program (2009)
CENTRE STATION TRANSIT FACILITY (LEFT: FIRST FLOOR BUST TERMINAL; RIGHT: VIEW FROM O’ROURKE BUILDING SITE)
22
TRANSIT/MULTI-MODAL OBJECTIVES AND DESCRIPTION 04
FUNDING FOR MULTI-MODAL STATION
In 2011, the MetroLINK was granted $10 million from the Federal Transit Administration for the purpose of constructing the Quad
Cities Multi-Modal Station. This was matched by a nearly $5 million grant by the State of Illinois, and $1.6 million from the City
of Moline to fund the $16.6 million total cost of the station. The estimated allocation of these funds is listed below:
Site Acquisition:$1,313,000
Building Demolition & Relocation:
$278,000
Site Demolition & Preparation:
$100,000
New Construction:$2,366,000
1st Floor Renovation:
$2,125,000
Contingency and Other New Construction: $4,190,000
Pedestrian Concourse:$450,000
Passenger Platform & Systems
$650,000
Utility Relocation & site Restoration:
$890,000
12th Street Plaza:$400,000
4th Avenue Station Plaza, Parking:
$700,000
Owner’s Contingency:$1,349,900
Architecture & Engineering:
$1,822,350
___________________________________________
$16,634,250
RIDERSHIP PROJECTIONS
Ridership
According to the two feasibility studies prepared by passenger rail in 2008 (one evaluating service between the Quad Cities and
Chicago, and the other evaluating the extension of this service to Iowa City), the total passenger rail ridership between Chicago
and Iowa City is approximately 187,000 spread out through the nine stations of the overall line. There are no available projections
for any single station. This estimate assumes that new passenger rail service would include two daily round trips, with stops at the
following locations: Chicago, LaGrange, Naperville, Plano, Mendota, Princeton, Geneseo, Quad Cities (Moline), and Iowa City.
The route would run at 79 miles per hour, and no other passenger rail network or system improvements, other than those identified in the feasibility studies, would be in place. This ridership level is therefore the most conservative.
O’ROURKE BUILDING (LEFT: VIEW FROM NORTHWEST; RIGHT: VIEW FROM SOUTHEAST)
23
Based on this information, MetroLINK determined that projected Quad Cities ridership for passenger rail at startup should be
assumed at 12,000 – 20,000 annual passenger movements. By 2030, ridership is expected to double to 24,000 – 40,000 annual passengers.
MetroLINK and Intercity Bus Ridership.
The MetroLINK ridership for its bus system is very high (3.5 million passengers annually), with the hub of the entire system located in Centre Station, across the rail tracks from the Multi-Modal Station. In 2010, annual passenger movements (boardings
and alightings) at Centre Station were estimated at 736,000. Once passenger rail and other modes are integrated into the station, passenger movements are anticipated to increase to over 2 million.
Commuter Rail Ridership
The City of Moline has conducted a preliminary commuter rail feasibility study for service between Silvis, Illinois and Rock Island, Illinois. One station on this line is at Centre Station. However, neither corridor nor station ridership projections have been
developed, nor is there enough information available at this time to estimate potential commuter rail ridership at Centre Station.
Therefore, any space calculation for this mode has not been included. Based upon experience at other cities, commuter rail riders
are unlikely to require much building space since most of these riders will arrive shortly before their train departs and will proceed
straight to their boarding platform. However, in a TOD environment on-site commercial spaces and/or other passenger amenities
may also serve adjoining properties and the district within which the station is located, and should be considered in the station planning.
STATION PROJECT SCHEDULE
November 22nd, 2011 – MetroLINK issues RFQ for Architectural & Engineering services for the Multi-Modal Station.
March 2012 – MetroLINK to award contract for provision of A&E project design services
March – August 2012 – MetroLINK and City of Moline work with selected firm to finalize design elements for MMS project.
August 2012 – A&E Design completed: MetroLINK initiates bidding process.
September 15th 2012 – Planned construction award date
November 1st, 2012 – Planned construction start date
October 31st, 2013 – Planned station construction completion
2014 – Passenger Rail expected
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05
THE O’ROURKE BUILDING BASICS
The O’Rourke Building is a 6-story concrete and brick structure constructed in the early part of the 20th Century, and comprised
of three distinct components. The main building, built in 1917, was originally designed as a warehouse, and is the largest historic
structure in the immediate neighborhood. The building is currently used as a storage facility on the ground floor, with the upper
levels unoccupied and vacant of materials at this time.
The main building has two smaller ancillary wings: a one-level structure to the east of the main building, constructed in a similar
concrete structure, and a one-level loading dock/garage space to the west of the main building, constructed of a combination
of steel and concrete. Both wings, according to City records, were added in 1950, at the time O’Rourke purchased the building.
Because the additions were made before 1957, they may be considered historically significant.
Due to lack of consistent maintenance and intermittent occupation over the last several decades, the building suffers from some
neglect and deterioration in the exterior surfaces, especially at windows and ground-floor openings. The roofs of the main building and the wings seem to be in good condition based on a cursory visual analysis.
The main building is approximately 80’ in width in the east-west direction, and 115’ in length in the north-south direction, resulting
in a floor-plate of approximately 9,200 square feet. The structure of the building is a poured-in-place concrete frame throughout,
with brick infill on all facades. The floor slabs were formed using traditional plank framing, resulting in an interesting decorative
condition on the underside of the slabs. On the exterior façade at frame intersections, angled concrete protrusions and exposed
steel reinforcing bars (rebar) indicate that the structure was designed for future expansion. Points at which the rebar protrude
from the concrete frame may have caused some spalling and disintegration of the concrete. It is recommended that a detailed
structural assessment be performed prior to renovation.
The column grid is estimated to be 16’ to 17’ on-center in both directions, resulting in a structural bay of approximately 250-290
square feet. This grid varies in the ancillary wings. The floor-to-floor height is estimated to be 12’ on the first floor and 10’ on the
upper five floors. The first floor is raised approximately 4’ above the adjoining sidewalk, probably for ease of moving materials
into and out of delivery vehicles. This condition impedes disabled access into the building.
Vertical circulation within the building consists of an operable service elevator of approximately 10’x12’ and a single stairway to all
floors. Neither the stairway nor the service elevator meet current Americans with Disabilities Act (ADA) requirements, and will
probably not meet current fire egress requirements.
25
05 THE O’ROURKE BUILDING BASICS
EXISTING CONDITIONS - SITE PHOTOGRAPHS
The neighborhood context for the O’Rourke Building consists of one-and two-story structures that contribute to the historic
value of the neighborhood. However, due to past demolition of some of these contributing buildings, the remaining historic
structures are intermittently located within any one block, resulting in a discontinuous street-wall and historic fabric.
The O’Rourke Building has been designated a contributing structure to the Moline Downtown Commercial Historic District,
which was added to the National Register of Historic Places in 2007. It is possible that historic tax credits could be applied to
the redevelopment of the building, provided the proposed design meets Department of Interior historic preservation standards .
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06
FIRST FLOOR DEVELOPMENT PROGRAM: THE O’ROURKE BUILDING
TRANSIT IMPROVEMENTS
A requirement for the receipt of federal matching funds is that a portion of the first floor of the O’Rourke Building must be devoted to transit or transit-related uses. While the precise proportion of transit-related uses will be determined through a review
of redevelopment proposals, a conceptual first floor plan is shown on the following page that generally meets passenger rail
standards for a mid-size station.
Transit station functions are preliminarily defined here as possibly including the following:
• Ticket office or ticket machine
• Public ADA-accessible waiting area
• Public ADA-accessible restrooms
• Storage or baggage facilities
• Crew room/office
• Showers or changing rooms (to comply with GreenLine standards)
The size of these elements is not known at this time, and other functions may be defined as the station operation requirements
are finalized. For additional information on this subject, it is recommended that interested parties consult “Passenger rail Station
Program and Planning – Standards and Guidelines; Version 2.2; March 2008”.
TRANSIT-RELATED USES
Transit-related uses are defined as any function that supports the proposed transit and intermodal hub but is not directly related
to the operation or function of the transit station itself. Transit-related uses should be able to be accessed and operate independently from the transit station, and may include:
1. Coffee Shops or Cafes
2. Gift Shops
3. Restaurants
4. Convenience Stores
5. Bookstores
A developer may propose other transit-related uses not listed here.
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06 FIRST FLOOR DEVELOPMENT PROGRAM: THE O’ROURKE BUILDING
DESIGN OF BUILDING FRONTAGE ON PUBLIC STREETS
All proposed renovations and new buildings within the project area must contribute to the creation of an active streetscape along
4th Avenue and 12th Street. The first floor uses of all buildings shall incorporate functions that contribute to an active sidewalk
environment. While it is envisioned that the City of Moline will implement a comprehensive streetscape in the project area, development proposals must in turn support the creation of an active street environment and neighborhood.
Uses within buildings that support an active street environment include retail, restaurants, cafes with outdoor seating, and lobby
spaces with doors opening on the street. Office space and residential units may also contribute to an active street environment.
Blank walls, parking, loading and/or storage functions are expressly discouraged along public streets, and should be located internally within the parcel. If such uses are unavoidable, their presence should be minimized and extensive landscape or architectural
screening should be provided along the street frontage. Successful bidders for the project should strive to eliminate all such uses
on public streets.
LIFE-SAFETY ISSUES
While a comprehensive review has not been undertaken, it appears that the O’Rourke Building, as currently configured, does
not meet modern code requirements for ingress, egress, life-safety, fire protection, or mechanical systems. The renovation and
creation of appropriate code-related modifications should be a component of all proposals.
DISABLED
ACCESS
LANDSCAPE
HVAC
EGRESS
STAIR
LOADING/
SERVICE
LOADING/
SERVICE
CAFE
PATIO
RESTAURANT
EGRESS
STAIR
CORRIDOR
12TH STRET
LANDSCAPE
RESERVED FOR
STATION USE
KITCHEN
LANDSCAPE
RESTAURANT
PATIO
TRANSIT
ENTRANCE
RETAIL
ELEVATOR
COFFEE SHOP
4TH
AVENUE
ENTRANCE
4TH AVENUE
CONCEPTUAL O’ROURKE BUILDING FIRST-FLOOR PLAN
(FOR ILLUSTRATIVE PURPOSES ONLY TO INDICATE RELATIONSHIP OF STATION USES AND NON-STATION USES)
O’ROURKE BUILDING - FIRST-FLOOR LAYOUT
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07
O’ROURKE SITE DEVELOPMENT OPPORTUNITIES
DESCRIPTION OF SITE
The proposed development parcel is triangular in shape, with a western edge (aligned generally north-south) parallel to 12th
Street of approximately 250 feet in length, and a southern edge (aligned generally east-west) parallel to 4th Avenue of approximately 720 feet in length. The hypotenuse of the triangle is formed by the edge of the adjacent railroad right-of-way, and is
approximately 750 feet in length.
The site area is approximately 113,000 square feet (2.6 acres) and is comprised of several parcels ranging from 12,000 to 54,000
square feet (see exhibit next page). One of the parcels is the existing rail easement, which must be preserved, resulting in a buildable site area of approximately 65,000 sf.
Two buildings currently exist on the site: the O’Rourke Building (with two ancillary wings), and a small abandoned repair shop
on the far eastern end of the site, serving the former Rock Island Line that discontinued service 30 years ago. The total building
coverage currently on the site is approximately 24%, with the remainder of the site a mix of intermittently maintained landscaped
and paved surfaces.
The total constructed square footage on the site is estimated at approximately 73,000 square feet, for a floor-area ratio (FAR)
of .65. There currently are no known as-built drawings of the buildings, nor is there a known site survey, so all quantities listed
above should be considered estimates based on general site measurements and existing GIS data.
DEVELOPMENT ASSUMPTIONS
The following development assumptions have been defined for the project and the site:
1.
The primary mission of the Quad Cities Multi-Modal development site is to serve as a vibrant mixed-use center, maximizing
accessibility to the many opportunities available in the Quad Cities. It will serve as a mixed-use transit hub, taking advantage
of existing and future transit-related investments.
2. The area around the Quad Cities Multi-Modal development site will be reconfigured to become more pedestrian-friendly.
This shall be accomplished by narrowing adjacent streets and widening sidewalks, finalized through negotiations with the
selected developer.
29
Site
3. The Quad Cities Multi-Modal Site is in close proximity to many existing Downtown activity venues. This proximity should
be maximized in order to capitalize its investment and development potential.
4. The Quad Cities Multi-Modal Site is physically near the Mississippi River with a river view; methods should be explored to
enhance the River’s proximity and establish greater access to the river, in order to maximize the site’s investment/development potential, including those uses related to tourism and recreation.
5. The Quad Cities Multi-Modal Building will need significant façade improvements/enhancements in order to serve as an
“iconic anchor” helping to activate the 4th Avenue and 12th Street area for future investment.
6. A priority will be to create a direct above-grade pedestrian connection from the new transit center to Centre Station, which
has existing direct above–grade pedestrian access to the i wireless Center.
7. The Quad Cities Multi-Modal Center will attain at a minimum a LEED Silver status and the other building improvements
must qualify for LEED certification.
8. The first floor of the Quad Cities Multi-Modal Building will serve both a transit need as well as host ancillary services, preferably involving private sector opportunities, meeting the needs of transit passengers as well as the greater community.
9. The Quad Cities Multi-Modal Development Site is likely to host additional building improvements that will increase the
development value of both the Quad Cities Multi-Modal Building and the site.
10. The Quad Cities Multi-Modal Site and surrounding area will need a parking and pedestrian management plan and parking
improvements in order to accommodate the increased transit role and mixed-use investment. Assume this will be jointly
developed with the private developer.
11. Both the transit center and adjacent new investment will be geared to serve the regional Quad Cities marketplace.
30
O’ROURKE SITE DEVELOPMENT OPPORTUNITIES 07
12. The upper floors of the existing building will be redeveloped by the private sector via a development agreement with the
City of Moline.
13. Historic architectural features should be preserved and emphasized to an appropriate level.
SITE OPPORTUNITIES AND CONSTRAINTS
There are numerous opportunities and constraints affecting the site and future redevelopment. Opportunities include the
following:
•
•
•
•
•
•
•
•
•
Motivated civic partners, including the Quad Cities Chamber of Commerce, MetroLINK, and the Moline city government.
Potential to leverage transit-related investment to achieve cost-effective private improvements.
A site free of extensive development constraints.
Relatively minor known environmental liabilities.
A significant historic structure.
Proposed Multi-Modal Station will ensure future site activity.
Proximity to major entertainment, office, and hospitality venues.
Additional land controlled by City of Moline available.
Significant employee density.
Constraints include the following:
•
•
•
•
•
Limited adjacent supporting development along 4th Avenue.
Lack of clear linkage to activity centers.
Lack of adjacent parking to serve site and future development.
Lack of an existing residential constituency to support extensive retail development.
Relatively unfriendly pedestrian environment due to over-scaled infrastructure.
Finally, Moline as a municipality benefits from numerous advantages that may prove attractive to developers, investors, tenants
and future residents. These include:
•
•
•
•
•
•
A relatively low cost-of-entry for developers, residents, or tenants.
Access to a primary recreation corridor, the Mississippi River.
A stable, family-oriented community.
Significant local capacity in establishing public/private partnerships.
A lack of innovative or interesting market offerings for office or residential space.
Major regional employers such as Kone and Deere.
COMMUNITY GOALS AND OBJECTIVES
The goals and objectives of the community include the following:
•
•
•
Create an active streetscape supported by retail functions and eliminating land uses that negatively impact the streetscape
experience.
Rebuild the neighborhood surrounding the project area, through strategic infill projects.
Avoid the creation of new, inappropriately-scaled infrastructure projects.
31
•
•
•
•
Create a pedestrian-friendly environment by narrowing streets, providing street furnishings and trees, providing safe streetcrossings, and enhancing sidewalk designs.
Create new open spaces, plazas, parks, and other neighborhood amenities.
Enhance connectivity throughout the project area.
Offer a variety of parking options.
In support of these community goals and objectives, it is envisioned that the Moline Transit District will have the
following elements:
•
•
•
•
•
•
•
•
•
•
A future train station, with potential high-speed service to Chicago and points east.
A renewed streetscape.
Narrower adjacent streets and wider sidewalks, enhancing the pedestrian experience.
On-street parking.
A connection to the 5th Avenue Commercial District.
Links to the Mississippi recreational corridor.
Direct connections to the Centre Station.
New ground-floor retail or commercial uses.
Additional windows and façade improvements.
Enhanced connections to the i wireless Center and John Deere Commons.
SITE AND BUILDING OPTIONS
The proposed development options illustrated herein act as points of departure for redevelopment proposals for the site. They
depict differing physical development solutions rather than specific land uses. The building volumes and footprints are designed
to accommodate multiple land uses, including residential, retail, food-service, office, and general commercial. A discussion of
potential land-use scenarios follows the description of the site options.
All options propose approximately 150,000 SF of gross floor area (GFA) on a site area of approximately 65,000 SF, resulting in
a proposed floor-area ratio (FAR) between 2.3 and 2.5. In addition, all redevelopment options must provide a new multi-modal
transit station (within and adjacent to the O’Rourke Building) that includes bike- and car-sharing, bus drop-offs, connecting
sidewalks and bike trails and any other elements the City deems necessary to create a multi-modal hub. In addition, the selected developer shall provide a direct bridge link from the Multi-Modal Station to the John Deere Commons to the northeast.
An alternate location for the open air bridge is from the O’Rourke Building to the Centre Station north of the tracks..
All redevelopment options incorporate the following common goals and attributes:
•
•
•
•
•
•
•
•
•
32
Connect the site to the John Deere Pavilion to the northeast with a pedestrian bridge or some other pedestrian route.
Create achievable scenarios and maximize site potential.
Renovate the O’Rourke Building.
Leverage required rail-station requirements as a development asset.
Create spaces that have multiple functions, such as a station plaza that can be used for markets.
Utilize surrounding sites to provide parking for development. Promote redevelopment in neighboring properties.
City provides streetscape on 4th Avenue and 12th Street.
Widen sidewalks to create pedestrian-friendly streets.
Link to existing parking and Multi-Modal Station via bridge to north.
Option 1: Discrete Addition to O’Rourke Addition To O’Rourke + One New Building
RIVER DRIVE
12th St.
Parking
13th St.
4th AVE
This redevelopment option proposes two additions to the O’Rourke Building: one to the west of the current building and an addition of one level to the top of the current building. Complementing the O’Rourke expansion, a major new building is proposed to
the east of the O’Rourke Building. The drop off for the Multi-Modal Station would be between the two buildings and consist of
a European-style paved courtyard with decorative landscaping and fountains. Cars could drive onto this paved courtyard, while
buses and other large vehicles would drop passengers off in a designated area on 4th Avenue. Other features of this development option include:
1.
2.
3.
4.
5.
6.
7.
8.
9.
The O’Rourke Building renovated, with an addition to the west and a new 7th floor penthouse.
Primary rail station drop-off immediately to east of O’Rourke Building.
Large-footprint new building in center of site.
Surface parking to east of new building.
Parking below new building, site conditions permitting.
Retail or commercial in all street-facing spaces.
Secondary rail station drop-off to NW of O’Rourke Building.
On-street parking along all edges of site.
New building terminates 13th Street axis.
33
Option 2: Two Additions To O’Rourke + One New Building
RIVER DRIVE
12th St.
Parking
13th St.
4th AVE
This redevelopment option proposes two additions to the O’Rourke Building, one to the west and one to the east, designed in a
complementary style to the original building. East of the eastern addition would be a large intermodal vehicular drop-off area,
designed for vehicular through-traffic. This drop off would open onto a large market plaza adjacent to the station platform. The
market plaza could host weekly and monthly community events as well as accommodate large commuter traffic volumes. Other
features of this development option include:
1.
2.
3.
4.
5.
6.
7.
8.
9.
O’Rourke Building renovated, with multi-story addition to the west and to the east.
Primary rail station drop-off located in center of site, with short-term parking.
New building to east of rail drop-off.
Secondary rail station drop-off to NW of O’Rourke.
New clock tower terminates 13th Street.
Potential use of rail-station plaza for weekend markets.
Note: If it were deemed feasible to build the new O’Rourke additions over and incorporating the existing historic additions, this
option might preserve the possible use of historic tax credits (see Section 08).
34
Option 3: No Additions To O’Rourke + Two New Buildings
RIVER DRIVE
12th St.
Parking
13th St.
4th AVE
This redevelopment option proposes two new structures with no additions to the O’Rourke Building. The O’Rourke Building
would be restored to its original exterior condition. The two new buildings would be aligned with 4th Avenue, and could accommodate multiple functions. In this option there would be no portion of the site dedicated exclusively to multimodal drop-off.
Rather it is proposed that the multi-modal platform and station area be seamlessly integrated into the entire development, with
passenger drop of at curb-side. This strategy allows the majority of the site to be used for development, increasing the economic
viability of the project. In this option, a series of retail passageways, courtyards, and plazas would create a distinctive transit hub
that is closely integrated with the building functions. Other features of this development option include:
1.
2.
3.
4.
5.
6.
7.
8.
9.
O’Rourke Building renovated.
Primary rail station access provided through “retail alley” east of O’Rourke Building.
New building to east of O’Rourke Building.
Secondary rail station drop-off to NW of O’Rourke Building.
New clock tower terminates 13th Street.
Potential use of rail-station plaza for weekend markets.
35
LAND USE SCENARIOS
Regardless of the final disposition of development on the site, there are several land-use scenarios that could apply to any development option. It is recommended that successful development proposals will incorporate aspects of the scenarios below:
Scenario 1: Office
Commercial space, primarily defined by office uses, would occupy the upper five floors of the O’Rourke Building, which would
be renovated with a larger stair and utility core. With a compact 7500 square-foot floor-plate, these offices would need to be
marketed as relatively unique commercial properties. As such, they would need some additional defining amenity to establish differentiation in the marketplace. Small tenants, such as professional offices, could occupy partial floors, while larger tenants make
take a full floor or multiple floors. The building would be attractive to users seeking a property with good automobile access, large
contiguous space, and unique historic character. The property may be attractive to tenants such as architects, advertising firms,
medical-related professionals or other types of firms not requiring Class-A space.
Scenario 2: Residential
Residential development should be considered an appropriate use for the site. Due to the proximity to several major employers
and attractions within a 10-20 minute walk, young professionals, young families, retirees and empty-nesters may view the location
as very desirable. The uniqueness of the property, as expressed by open loft-style units, could prove to have significant market
differentiation. An assessment would need to be made as to the availability of competing offerings in the Downtown, and a realistic residential pro-forma prepared. To succeed as residential, additional improvements would need to be made such as parking,
provision of balconies or outdoor space, extra security within the site and building, and some noise mitigation.
Scenario 3: Special Use
Depending on Downtown Moline’s long-range plans, a special use for the building and site should be evaluated. A unique market segment may be addressed through the proper redevelopment of the site, a segment which heretofore has been ignored
or neglected within the Downtown area. Special uses may include, but are not limited to: cultural amenities such as theaters or
performance spaces; flex-office or back-office; live-work spaces; community-based functions such as trade-schools or retraining
programs; craft breweries or specialty food-service functions; nightclubs or entertainment uses; educational functions; and/or
governmental services. The precise nature of these special uses may be determined by studying long-term market and demographic trends occurring in Downtown.
Scenario 4: Mixed-Use
A mixed-use scenario for the site and building involves identifying two to three complementary land uses that in isolation may not
be commercially viable yet when combined create a realistic re-development scenario. Typical mixed-use redevelopments usually
include ground-floor commercial spaces combined with office and/or residential uses on the upper floors. Code requirements
may limit some mixed-use options, but typically these requirements can be met through creative distribution of differing land
uses on the site. A third, complementary land use should be identified to create a unique marketing identity. This may include a
major attractor for the site such as a green or organic market or the proposed transit hub. The goal of any commercially-viable
mixed-use development is to create enough critical mass and activity in and around the site such that each use is adequately
supported by patrons of adjoining uses.
36
NEW PUBLIC SPACES ADD VALUE TO DEVELOPMENT; ROCKVILLE, MD
CIVIC MARKET
CONTEXT-SENSITIVE MIXED-USE BUILDING; CHICAGO, IL
ACTIVE GROUND-FLOOR RETAIL; ROCKVILLE, MD
LOFT RESIDENTIAL; CHICAGO, IL
CONVERTED WAREHOUSE TO INSTITUTIONAL USE; SYRACUSE, NY
37
RIVER DRIVE
12TH STREET
TRANSIT CENTER
SITE AREA
O’ROURKE BUILDING
OTHER EXISTING BUILDINGS ON SITE
4TH
AVENUE
NORTH
• Total Site Area = 113,816 sf
• Area A = 43,137 sf
• Area B = 12,608 sf
• Area C = 58,070 sf
• Building coverage = 27,370 sf
RIVER DRIVE
• Percent site coverage = 24%
• Total Built Area = 73,370 sf
12TH STREET
TRANSIT CENTER
• FAR = 0.6
C
AREA A
A
AREA B
B
AREA C – RAIL EASEMENT
DEVELOPMENT AREA = + 65,000 sf
4TH AVENUE
NORTH
EXISTING CONDITIONS
38
REDEVELOPMENT OPTION 1: AERIAL VIEWS
39
DEVELOPMENT OPTION 1
RIVER DRIVE
Bridge
(Secondary location)
Parking
Clock
Tower
Bridge
(Preferred location)
Dropoff
Stairs
Platform
Service
1A
2
Service
1
Bus Stop
Parking
12th St.
Opportunity site
13th St.
4th AVE
Parking
DETAILED SITE PLAN
DASHED LINE INDICATES 2-3
MINUTE WALK FROM SITE
The i wireless
Center
Radisson on
the Commons
RIVER DRIVE
Centre Station
United HealthCare
The John Deere
Pavilion and Store
Building 1
O’Rourke
Building
4th AVE
Building 1A
Addition
15th St.
14th St.
13th St.
12th St.
Building 2
Existing
Parking
Opportunity
Site
5th AVE
CONTEXT PLAN
40
Existing
Building
MOLINE TRANSIT REDEVELOPMENT
OPTION 1
BUILDING 1 (O'ROURKE BUILDING)
FLOOR
1
2-6
7
BSMNT
L
115
115
80
115
W
80
80
80
80
AREA
9,200
9,200
6,400
9,200
# FLOORS
1
5
1
TOTAL, BUILDING 1
BUILDING 1A (ADDITION)
PROBABLE USE
COMMERCIAL
OFFICE OR RESIDENTIAL
UNASSIGNED
PRKNG PRKNG
REQD PRVD
18
46
6
61,600
1
2-4
5-7
BSMNT
50
50
50
50
38
38
38
38
1,900
1,900
1,900
1,900
1
3
3
TOTAL, BUILDING 1 A
BUILDING 2
TOTAL GFA
9,200
46,000
6,400
1,900
5,700
5,700
0
COMMERCIAL
UNASSIGNED
4
6
6
13,300
1
2-5
6
BSMNT
80
80
35
205
205
205
16,400
16,400
7,175
1
4
1
16,400
65,600
7,175
TOTAL, BUILDING 2
89,175
TOTAL GFA, THIS OPTION
TOTAL SITE AREA (Parcel A + Parcel B + 8971 sf of railroad parcel)
FLOOR/AREA RATIO
TOTAL COMMERCIAL, THIS OPTION
164,075
64,716
2.54
27,500
0
COMMERCIAL
PARKING
33
66
7
52
192
52
OPTION 2
FLOOR
1
2-6
BSMNT
L
115
115
115
W
80
80
80
AREA
9,200
9,200
9,200
# FLOORS
1
5
TOTAL, BUILDING 1
1
2-5
6
BSMNT
72
72
50
72
38
38
38
38
2,736
2,736
1,900
2,736
1
4
1
PRKNG PRKNG
REQD PRVD
18
46
2,736
10,944
1,900
0
COMMERCIAL
UNASSIGNED
5
11
2
15,580
1
2-5
6
BSMNT
72
72
50
72
90
90
90
90
6,480
6,480
4,500
6,480
1
4
1
TOTAL, BUILDING 1 B
BUILDING 2
PROBABLE USE
COMMERCIAL
UNASSIGNED
55,200
TOTAL, BUILDING 1 A
BUILDING 1B (ADDITION)
TOTAL GFA
9,200
46,000
6,480
25,920
4,500
0
COMMERCIAL
PARKING
13
26
5
COMMERCIAL
PARKING
22
22
8
19
36,900
1
2-3
4
BSMNT
55
55
40
55
200
200
200
200
11,000
11,000
8,000
11,000
1
2
1
11,000
22,000
8,000
TOTAL, BUILDING 2
41,000
FLOOR/AREA RATIO
148,680
64,716
2.30
29,416
28
178
47
OPTION 3
FLOOR
1
2-6
BSMNT
L
115
115
115
W
80
80
80
AREA
9,200
9,200
9,200
TOTAL, BUILDING 1
PRELIMINARY MASSING DIAGRAM
BUILDING 2
TOTAL, BUILDING 2
# FLOORS
1
5
TOTAL GFA
9,200
46,000
55,200
1
2-5
6
BSMNT
70
70
35
70
180
180
180
180
12,600
12,600
6,300
12,600
PROBABLE USE
COMMERCIAL
UNASSIGNED
PRKNG PRKNG
REQD PRVD
18
46
0
1
12,600
COMMERCIAL
25
4
50,400
50
| MOLINE,
1 QUAD CITIES
6,300 MULTI-MODAL
OFFICE OR STATION
RESIDENTIAL
6 ILLINOIS
PARKING
32
69,300
41
RIVER DRIVE
Bridge
Parking
Clock
Tower
Dropoff
Bridge
Stairs
Platform
Temporary
Market Stalls
Service
1A
1
1B
2
Bus Stop
Parking
13th St.
12th St.
4th AVE
DETAILED SITE PLAN
The i wireless
Center
Radisson on
the Commons
RIVER DRIVE
Centre Station
United HealthCare
The John Deere
Pavilion and Store
Building 1
O’Rourke
Building
4th AVE
Building 1A
Addition
Building 1B
Addition
15th St.
14th St.
13th St.
12th St.
Building 2
Existing
Parking
Opportunity
Site
5th AVE
CONTEXT PLAN
42
Existing
Building
TOTAL, BUILDING 1 A
BUILDING 2
13,300
1
2-5
6
BSMNT
80
80
35
205
205
205
16,400
16,400
7,175
TOTAL, BUILDING 2
0
1
16,400
COMMERCIAL
33
DEVELOPMENT
OPPORTUNITIES
07
4 O’ROURKE
65,600 SITEOFFICE
OR RESIDENTIAL
66
1
7,175
7
PARKING
52
89,175
FLOOR/AREA
RATIO 2
DEVELOPMENT
OPTION
164,075
64,716
2.54
27,500
192
52
OPTION 2
FLOOR
1
2-6
BSMNT
L
115
115
115
W
80
80
80
AREA
9,200
9,200
9,200
# FLOORS
1
5
TOTAL, BUILDING 1
1
2-5
6
BSMNT
72
72
50
72
38
38
38
38
2,736
2,736
1,900
2,736
1
4
1
2,736
10,944
1,900
PRKNG PRKNG
REQD PRVD
18
46
0
COMMERCIAL
UNASSIGNED
5
11
2
15,580
1
2-5
6
BSMNT
72
72
50
72
90
90
90
90
6,480
6,480
4,500
6,480
1
4
1
6,480
25,920
4,500
TOTAL, BUILDING 1 B
BUILDING 2
PROBABLE USE
COMMERCIAL
UNASSIGNED
55,200
TOTAL, BUILDING 1 A
BUILDING 1B (ADDITION)
TOTAL GFA
9,200
46,000
0
COMMERCIAL
PARKING
13
26
5
COMMERCIAL
PARKING
22
22
8
19
36,900
1
2-3
4
BSMNT
55
55
40
55
200
200
200
200
11,000
11,000
8,000
11,000
1
2
1
11,000
22,000
8,000
TOTAL, BUILDING 2
41,000
FLOOR/AREA RATIO
148,680
64,716
2.30
29,416
28
178
47
OPTION 3
FLOOR
1
2-6
BSMNT
L
115
115
115
W
80
80
80
AREA
9,200
9,200
9,200
# FLOORS
1
5
TOTAL, BUILDING 1
BUILDING 2
PROBABLE USE
COMMERCIAL
UNASSIGNED
PRKNG PRKNG
REQD PRVD
18
46
55,200
1
2-5
6
BSMNT
70
70
35
70
180
180
180
180
12,600
12,600
6,300
12,600
1
4
1
TOTAL, BUILDING 2
BUILDING 3
TOTAL GFA
9,200
46,000
12,600
50,400
6,300
0
COMMERCIAL
PARKING
25
50
6
COMMERCIAL
PARKING
18
18
2
32
69,300
1
2-3
4
BSMNT
55
55
30
52
160
160
80
170
8,800
8,800
2,400
8,840
1
2
1
8,800
17,600
2,400
TOTAL, BUILDING 3
28,800
FLOOR/AREA RATIO
153,300
64,716
2.37
30,600
22
120
54
43
RIVER DRIVE
Bridge
Parking
Temporary
Market Stalls
Clock
Tower
Dropoff
Bridge
Stairs
Platform
Service
1
2
3
Bus Stop
Parking
13th St.
12th St.
4th AVE
DETAILED SITE PLAN
The i wireless
Center
Radisson on
the Commons
RIVER DRIVE
Centre Station
United HealthCare
The John Deere
Pavilion and Store
Building 1
O’Rourke
Building
4th AVE
Building 2
5th AVE
CONTEXT PLAN
44
15th St.
14th St.
13th St.
12th St.
Building 3
Existing
Parking
Opportunity
site
Existing
Building
BSMNT
72
90
6,480
PARKING
TOTAL, BUILDING 1 B
BUILDING 2
19
36,900
1
2-3
4
BSMNT
55
55
40
55
200
200
200
200
11,000
11,000
8,000
11,000
TOTAL, BUILDING 2
1
11,000
COMMERCIAL
22
DEVELOPMENT
OPPORTUNITIES
07
2 O’ROURKE
22,000 SITEOFFICE
OR RESIDENTIAL
22
1
8,000
8
PARKING
28
41,000
DEVELOPMENT
OPTION
FLOOR/AREA
RATIO 3
148,680
64,716
2.30
29,416
178
47
OPTION 3
FLOOR
1
2-6
BSMNT
L
115
115
115
W
80
80
80
AREA
9,200
9,200
9,200
# FLOORS
1
5
TOTAL, BUILDING 1
BUILDING 2
PROBABLE USE
COMMERCIAL
UNASSIGNED
PRKNG PRKNG
REQD PRVD
18
46
55,200
1
2-5
6
BSMNT
70
70
35
70
180
180
180
180
12,600
12,600
6,300
12,600
1
4
1
TOTAL, BUILDING 2
BUILDING 3
TOTAL GFA
9,200
46,000
12,600
50,400
6,300
0
COMMERCIAL
PARKING
25
50
6
COMMERCIAL
PARKING
18
18
2
32
69,300
1
2-3
4
BSMNT
55
55
30
52
160
160
80
170
8,800
8,800
2,400
8,840
1
2
1
8,800
17,600
2,400
TOTAL, BUILDING 3
28,800
FLOOR/AREA RATIO
153,300
64,716
2.37
30,600
22
120
54
45
46
08
SUSTAINABLE DEVELOPMENT GOALS
COMMUNITY SUSTAINABILITY GOALS
The Quad Cities Multi-Modal Development project is intended to act as a catalyst to position the Moline Downtown central
business district as a civic and recreational hub for the region. It is an integral component of the Quad Cities Transit-Oriented
Development Plan, or TOD, and an important contributor in the transformation of Moline’s riverfront into a focal point for technology, innovation, energy efficiency, and river restoration. This development opportunity is highly consistent with — and has
benefited significantly from — the goals of the US EPA relating to Sustainable Communities and its Green Historic Preservation
Initiative. Additionally, it is an essential component of the GreenLine Vision and Approach for the Chicago-Iowa City Intercity
Passenger Rail Program (www.iowadot.gov/iowarail/application/greenline.pdf)to promote environmental stewardship, community enhancement, and economic growth.
In keeping with these goals, an important development objective of the Quad Cities Multi-Modal Development project is attaining U.S. Green Building Council (USGBC) Leadership in Energy and Environmental Design (LEED®) certification.
TIGER II GRANT - LEED REQUIREMENTS
MetroLINK is the recipient of $10 million in funding for the Quad Cities Multi-Modal Station Development project via a
TIGER II grant received from the Federal Transit Administration in the fall of 2011. Per grant terms, the Moline Multimodal
project (defined by the Tiger II term sheet as the 1st floor of the O’Rourke Building, plus private development of floors 2 through
6 and any building additions) will incorporate sustainability components in an effort to attain LEED Silver certification at a minimum, while striving to achieve Gold certification. LEED Silver certification requires the achievement of 50 LEED points out of
a possible 110 points. Gold Certification requires the achievement of 60 points. Analysis by the Project Team, specifically Delta
Institute’s work, indicates that LEED Silver certification appears to be an achievable and rational goal.
LEED CERTIFICATION SYSTEM
The entire gross floor area of a LEED project must be certified under a single rating system and is subject to all pre-requisites and
attempted credits in that rating system, regardless of a mixed construction or space usage type. Consequently, the development
of the O’Rourke Building in its entirety must be certified under only one of the 4 primary LEED rating systems namely: New
Construction, Core and Shell, Commercial Interiors or Existing Buildings. Two possible rating systems lend themselves to the
varied development aspects of the O’Rourke Building:
47
•
The Multi-Modal station will be developed through adaptive reuse of the first floor of the historic O’Rourke Building. This
development will necessitate a complete interior fit out of the space to allow for Passenger rail ticketing, food service, waiting areas, restrooms, and other station amenities. The LEED New Construction rating system is applicable for this aspect of
the development.
•
Floors 2 through 5 of the O’Rourke Building will be developed for either commercial or residential private use with interior
fit out of leased space left predominantly to the building tenants. LEED Core and Shell is the appropriate rating system for
development of floors 2 through 5.
Based upon a review of the USGBC Rating System Guidance June 1, 2011, the “40/60 rule of thumb” necessitates that since the
Core and Shell rating system is appropriate for more than 60% of the total gross floor area of the O’Rourke development, that
Core and Shell should be the rating system under which to seek certification.
It is possible that based upon the specific development design created for this project that the rating system could shift to New
Construction. However, the LEED Core & Shell and LEED New Construction rating systems are very similar with differences
affecting only a small number of credits.
LEED CORE & SHELL PRE-REQUISITES AND CREDITS
Under the Core & Shell rating system the following 8 LEED pre-requisites will need to be obtained in 5 LEED credit categories:
Sustainable sites
• Construction Activity Pollution Prevention
Water Efficiency
• Water Use Reduction – 20% Reduction
Energy & Atmosphere
• Fundamental Commissioning of Building Energy Systems
• Minimum Energy Performance
• Fundamental Refrigerant Management
Materials & Resources
• Storage and Collection of Recyclables
Indoor Air Quality
• Minimum Indoor Air Quality Performance
• Environmental Tobacco Smoke Control
The 50 needed points toward Silver Certification (or 60 points toward Gold Certification) may then be obtained in these same 5
categories plus 2 additional categories:
• Innovation in Design
• Regional Priorities
LEED Core & Shell credit categories are briefly described as follows:
Sustainable Sites
Credits pertain to environmental concerns related to the building landscape, hardscape, and exterior building issues i.e. proximity
to transportation and neighborhoods, storm water design, light pollution prevention, and mitigating the heat island effect. Many
of the credits in this category are typically pursued for an urban redevelopment project because they are usually required by the
jurisdictional authorities as part of the development permitting and environmental review approvals.
48
SUSTAINABLE DEVELOPMENT GOALS 08
Water Efficiency
Credits relate to the reduction of water usage in the building and for landscaping.
Energy & Atmosphere
Credits are concerned with reducing energy usage through installation and use of energy efficient equipment, renewable energy
technologies, extensive measuring and verification, and enhanced commissioning. (Commissioning is an extensive process to
verify that planned energy related systems are properly incorporated in design and construction documents, and are installed and
calibrated and perform to the owner’s project requirements.)
Materials & Resources
Credits relate to the reuse of building materials, the recycling of construction waste, and the use of building materials with significant recycled content, or containing regional and/or renewable materials.
Indoor Air Quality
Credits pertain to achieving adequate and improved ventilation, the use of low VOC emitting internal building materials, daylighting, and thermal comfort.
Innovation in Design
Credits are achieved for exhibiting exemplary performance for certain credits, i.e. achieving better results than required by certain
credits.
Regional Priorities
LEED projects will be able to earn “bonus points” for implementing green building strategies that address the important environmental issues facing their region. Four regional priority credits are possible in the Moline area.
PRELIMINARY LEED CORE & SHELL ANALYSIS
A preliminary analysis of basic project characteristics of the Multi-Modal development site and the O’Rourke Building itself suggests that the project lends itself most easily to achievement of LEED Core & Shell credits in the Sustainable sites, Materials &
Resources, and Indoor Air Quality credit areas. However, the preliminary analysis identified 46 LEED credit points spread across
all 7 categories as being “likely” for this project. (Additional detail regarding specific credits identified as “likely” is provided in
Attachment 1) :
* A designation of “likely” does not equate to a guarantee of achievement of the identified credit, only that the preliminary analysis recognized the difficulty level
for achievement of the credits was comparatively low. ** Excludes 4 credit points suggested by Delta as unlikely to be obtained.
49
The preliminary analysis was based only on a review of basic project characteristics. Pursuit of design specific development
choices will allow the project team to obtain additional points (out of the above 60 points identified as possible) in selected credit
categories to achieve LEED Silver or Gold certification. Per the GreenLine Vision and Approach, implementation of the following strategies is encouraged to obtain LEED certification:
•
•
•
•
•
•
•
•
•
•
•
•
Utilities using “clean energy”
Renewable Energy (Solar panels, Wind turbines)
Green Roof
Permeable paving
Solar lighting or controls
Storm water management
Sustainable landscapes
Water conservation
Recycling of all waste
Maximization of indoor air quality
Interior greenscape
Environmentally friendly cleaners and degreasers
LEED DESIGN CHOICE CONSIDERATIONS
An early review of credit requirements will enable the development team to maximize the number of successfully pursued credits,
while creating an efficient and cost effective development approach. While recommendation of design-based choices for the
achievement of LEED credits was beyond the scope of the preliminary analysis conducted, certain common design challenges
which may affect feasibility and constructability, are discussed below and should receive due consideration by the project development team when selecting LEED credits to pursue. Additionally, as part of the master planning development process, areas of
environmental impact usually need to be avoided. Early agency contact to determine and confirm setbacks and specific areas to
avoid is critical and will streamline later phases of project development.
EXTERNAL LOGISTICS
External logistics may include (but are not limited to) constraints in areas such as local zoning requirements, proximity of municipal facilities, physical space limitations, and/or historical guidelines that may or may not be within the project team’s control.
•
Example: To achieve the Alternative Transportation Parking Capacity credit under Sustainable sites, parking capacity must
meet but not exceed local zoning requirements.
•
Example: The square footage of available (or allowable) open space surrounding the O’Rourke Building must be taken into
consideration when contemplating whether or not to pursue the site Development – Maximize Open Space credit under
Sustainable sites.
•
Example: The proximity to a municipal treatment center may affect the availability of non- potable water and the ability
to obtain the 2 points for the Innovative Wastewater Technologies credit under Water Efficiency for a 50% reduction
of potable water.
50
•
Example: Specific tenant operations and service vehicle requirements are generally not known during project development.
Site planning should consider potential conflicts between service traffic and pedestrians/ bicycles for all potential uses.
•
Example: The O’Rourke Building is a contributing structure to the historic character of the area. Consequently, the guidance of the National Park Service Illustrated Guidelines for Rehabilitating Historic Buildings Secretary of Interior Standards
for Rehabilitation and the Moline Centre Design Guidelines should be taken into account during design and construction.
COST/BUDGET
The achievement of some credits will require higher allocation of funding and increase the development budget more than other
credits. Credits can be divided into three categories:
Lower Cost – Costs driven primarily by market based premiums i.e. additional cost associated with purchasing recycled content
material. Achievement of credit will likely involve few technical design or process considerations.
Moderate Cost – Costs typically driven by some technical/design considerations and the creation and implementation of processes i.e. Construction Waste Management plan to create appropriate documentation and retain verification records for waste
salvage and or recycling.
Higher Cost – Costs heavily driven by technical design considerations.
•
Example: Using basic project and site characteristics and assumptions, the 53 credits and the associated 110 total points in
the 7 Core & Shell credit categories can be preliminarily divided into lower cost, moderate cost and higher cost categories
as follows:
* In the Core & Shell rating system point distribution by credits can range from 1 point for a given credit up to as many as 6 points for a given credit.
** Cost will be dependent upon which credit the Innovation in Design credit is tied to.
51
Furthermore, of the 46 points Considered as “Likely”, the preliminary cost distribution may be as follows:
•
Example: Pedestrian access/ connectivity is critical to an urban redevelopment both within the project and outside the
boundaries at connection points to adjacent uses. Unanticipated costs that should be identified and quantified while master
planning include replacement of pavement that is deemed unsound or aesthetically unpleasing, and repair or replacement of
existing sidewalks that are in poor condition or are not wide enough to accommodate both pedestrians and bicycles. Also,
design of safe on-grade rail crossing facilities for pedestrians and measures to discourage crossing at unmarked locations in
an urban setting can be challenging and costly. Early concept development can minimize significant impacts to the site plan
and associated costs.
•
Example: The choice of materials for hardscape and paved areas can impact a developer’s initial costs as well as the costs
of on-going maintenance. Colored concrete, pavers, bituminous pavement, stamped concrete, turf-block and other well
known or new materials each have different advantages and disadvantages. Considerations when determining the type of
materials to use include whether the specific area will be plowed, if maintenance will be the responsibility of the city or developer, initial project budget, and if the area is required to meet bicycle friendly and accessible criteria.
LEAD TIME/PLANNING
To achieve some LEED credits, it may be necessary for the project team to begin planning very early in the design phase so
that processes and procedures are in place well in advance to implement activities when needed. The most efficient strategy to
include LEED into the design process is to initiate an Integrated Design Process. Integrated Design is a collaborative method for
building design that emphasizes a “whole building” design approach. More about Integrated Design concepts can be found at
the National Institute of Building Sciences Whole Building Design Guide (http://www.wbdg.org/).
•
Example: To achieve the Recycled Content credit under Materials & Resources, it may be necessary for the design and
construction team to research product lines, establish relationships with suppliers, and set up appropriate purchase contracts
many months in advance of delivery and installation of materials.
•
Example: Incorporation of vegetated open space opportunities within the site typically includes future maintenance and irrigation costs. Strategic site planning can increase plant survival expectations and reduce maintenance costs with appropriate
plant and surfacing material choices, and by designing planter areas to minimize susceptibility to pedestrian traffic and dry
conditions. Hardscape areas can be designed to facilitate water use reduction with water efficient landscaping and re-use of
rainwater where appropriate.
•
Example: A typical reuse strategy on redevelopment sites includes the removal and crushing of on-site concrete and bituminous material and reuse in fill for contamination mitigation and pavement base courses. This strategy significantly reduces
the costs of hauling site waste to a dump site, paying dump fees, and unnecessary landfill use. Alternatively, excess crushed
waste pavement materials are many times in demand on other construction projects and can be sold or offered at no cost if
they are hauled away by others.
52
DESIGN ELEMENTS
The achievement of some LEED credits requires a more technically complex and/or engineering based approach than other
credits. The addition of a technical consultant(s) to the design team and/or the incorporation of more extensive design elements
and calculations may be necessary.
•
Example: To achieve the Increased Ventilation credit under Indoor Environmental Quality for mechanically ventilated spaces, the ventilation rate procedure must be followed using the methodology found in Section 6.2 of ASHRAE 62.1-2007 to
increase the ventilation rates to all occupied spaces by at least 30% above minimum required rates. The breathing zone
outdoor airflow must be calculated. Minimum ventilation rates are used to determine the amount of outdoor air needed to
ventilate people related source contaminants and area-related source contaminants. The required zone outdoor airflow is
then calculated as the breathing zone outdoor airflow adjusted to reflect zone air distribution effectiveness using adjustment
factors in the standard. Core & Shell projects with multiple zoned systems will need to use a “system ventilation efficiency”
that reflects the expected occupant distribution. Not accounting for spaces with a high occupant density can lead to undersized ventilation systems and affect compliance with ASHRAE 62.1-2007.
•
Example: Stormwater management in developed urban conditions can be costly when developers are required to provide
underground detention or treatment facilities. These measures also require on-going monitoring and maintenance costs.
Project costs may be better controlled by soliciting engineering input during initial master planning discussions; the master
plan should consider accommodating creative and less costly surface amenities that are integrated into the site plan and will
reduce the requirement for extensive underground facilities.
DIRECT COSTS OF THE LEED PROCESS
LEED certification is obtained after submitting an application documenting compliance with the requirements of the rating system as well as paying registration and certification fees. Certification is granted solely by the Green Building Certification Institute
(GBCI), which is responsible for the third party verification of project compliance with LEED requirements.
The application review and certification process is handled in LEED Online, USGBC’s web-based tool that employs a series of
active PDF forms to automate filing documentation and communication between project teams and GBCI’s reviewers. A possible schedule of fees is:
Additionally, the LEED certification process with GBCI can take up to approximately 1 year. If a LEED Consultant was added
to the development team for this project to help facilitate this process, it is projected that consultant fees could range from
approximately $50,000 to $100,000.
53
54
09
HISTORIC INCENTIVES AND RELATED ISSUES
As described in Section 08, the O’Rourke Building presents a solid opportunity – for the right developer or team – to showcase
its commitment to and expertise in sustainability. To do so in a historic structure adds both complexity and benefits. It is the goal
of the public sector leadership to work collaboratively with the selected developer so that the benefits override the complexities
for the adaptive re-use of a building that is so emblematic of the vigor and strength of Moline’s past, present and planned future.
The Multi-Modal Station has already benefitted from a “showcase” presence at the local, state and national levels because it represents many of the goals of policy leaders interested in Sustainable Communities, Smart Growth, economic development and
transit. One outcome has been attention from the US EPA, including those committed to its Green Historic Preservation Initiative (www.greenhistoricpreservation.org), which funded the creation of a number of case studies of projects that have relevance
for the O’Rourke and Site. Those case studies, prepared by a team led by SRA, Inc., with sub-contractor Goody Clancy, can be
found in the Appendix to this document and show how other “green historic” developments have successfully navigated issues
relating to LEED, historic preservation and re-use, and economic realities.
Also helpful to the prospective developer is that the City of Moline has begun a substantive dialogue with the Illinois Historic
Preservation Agency (IHPA) that provides guidance on historic adaptive re-use. The City’s notes from a meeting with IHPA
officials on November 18, 2011, are part of the Appendix (“IHPA Site Visit”). Although highly preliminary and subject to further
review by IHPA, the notes may be helpful in generating first thoughts about redevelopment of the O’Rourke Building.
Please note that this Guide is intended only to raise issues that may be of concern to its intended audience. Historic Preservation
is a very sophisticated field that requires expertise specific to the project; it is recommended that historic preservation consultants
be utilized for counsel in project design and for documentation and mitigation of any portions of the building that are altered.
NATIONAL HISTORIC PRESERVATION ACT, SECTION 106
The O’Rourke Building redevelopment, as a requirement of federal funding to the project, is subject to a mandatory
Section 106 review, under the National Historic Preservation Act (NHPA), to make sure that potential harm and damage to this
historic property is minimized. If the project is believed to have no adverse effect on eligible historic resources and IHPA and
other consulting parties agree, then the Section 106 process is effectively closed and the project may proceed.
It should be noted that, as a mandatory requirement, standards for what constitutes an adverse affect may be higher, especially
when action is taken for the “good of the project.” For example, demolition of additions may not be a significant issue for Section
106 review, although they may be for historic tax credits.
55
09 HISTORIC INCENTIVES AND RELATED ISSUES
POTENTIAL FEDERAL HISTORIC PRESERVATION TAX CREDITS
The National Historic Preservation Act of 1966 (as amended in the 1986 Tax Reform Act) makes available a 20% tax credit on the
investment associated with the rehabilitation of a historic property for commercial, industrial and rental residential use in which the
reuse results in rental income generated by its new tenants. The credit can be subtracted from the annual federal tax obligation
of the owner/developer and can be carried forward. The final determination of the value of the credit should be determined by
a qualified accountant in consultation with the U.S. Internal Revenue Service.
Subject to redevelopment design plans, the 20% tax credits may be available for use in the rehabilitation of the O’Rourke Building, as well as for the other 99 contributing buildings within the 33-acre Moline Downtown Commercial Historic District. To
qualify for this preservation tax credit, the project must adhere to the Secretary of the Interior’s Standards for Rehabilitation. The
tax credit can be worth up to 20% of qualified rehabilitation costs. The minimum investment must be equal to or greater than the
owner’s tax basis, and this incentive, as mentioned above, is available only for income-producing properties.
A major issue for adaptive re-use of historic structures is alterations, what is to be allowed or not, if tax credits are to be sought.
This is especially so for demolition and windows (which can present a conflict with the “daylighting” important to LEED certifications). As mentioned previously, the O’Rourke has additions on the east and west sides that appear to be historically significant,
as they were added to the building before 1957; the north side service additions are not. DEMOLITION OF THE “SIGNIFICANT” ADDITIONS MAY PRECLUDE ANY USE OF HISTORIC TAX CREDITS. However, the City and MetroLINK
acknowledge that removal of the east and west additions may result in an improved site plan; they are open to suggestions on
how to resolve this issue.
Following are some key points of the IHPA Site Visit that could directly affect the building design. Please note that these
comments are preliminary and subject to further review by IHPA. Prospective developers must perform their own due
diligence on this important topic.
•
The South facade is the most important – all windows must be retained.
• The “pebbledash” veneer may be removed on all facades.
• Limestone underneath pebbledash on South façade.
• Plywood underneath pebbledash on West facade.
•
Windows may be punched through the openings on secondary facades (N,W, or E) as long as they are not from one concrete beam to another (i.e., all of the bricks from one concrete box enclosure cannot be removed).
• Roll doors are an interesting option for existing freight door openings.
•
Roof alterations will be acceptable, as long as they are not visible from street-level accross the site.
• The existing cell towers must be set back.
• Wind turbines and anything else visible from street-level are not allowed.
• A light-well is acceptable.
• Note: IHPA may provide these “site lines” to developers who need to understand the height and location of elements
to be added to the roof.
•
Interior
• The mushroom columns, exposed brick, and marble floor (currently covered) near the first floor south entrance
shall be retained.
• Exposed ductwork may be an option to avoid low ceilings.
• Additional windows may be installed on the secondary facades if more interior elements are retained.
• The original mezzanine may be discussed as its significance is uncertain.
• Changes to the floor will be acceptable.
56
HISTORIC INCENTIVES AND RELATED ISSUES 09
• Existing stairs may stay if too expensive to demolish. The water mains within the stairwell may be removed.
- Two new stairs shall be built to code.
- An exterior stair tower may be built on secondary facades, but the cost of this “new construction” will not be
included into the adjusted basis for the historic tax credit.
•
The build date for the small “addition to the addition” on the East facade will need to be determined – likely not pre-1957 (i.e.
can be demolished without impacting tax credits).
MOLINE CENTER MAIN STREET FAÇADE IMPROVEMENT PROGRAM
Forgivable loans are available to owners of buildings in the Moline Downtown Commercial Historic District. Under the Moline
Center Main Street Façade Improvement Program, priority is given to properties in the Moline TIF District #1. The O’Rourke
Building is located within this TIF District.
Loans under this program may not exceed 33% of the project costs, or $10,000, whichever is less. All rehab work must make
every reasonable effort to preserve the distinguishing original features of the subject building. The program is overseen by the
Moline Center Main Street Design Committee, to whom applications are submitted. The Committee retains final approval
overall project designs.
STATE OF ILLINOIS HISTORIC PRESERVATION INCENTIVES
Unlike some other states, Illinois does not provide a state historic preservation tax credit.
57
58
10
ADDITIONAL DEVELOPMENT OPPORTUNITIES: A PUBLIC PERSPECTIVE
Pro-active, collaborative leadership at Moline’s City Hall and MetroLINK has not only made John Deere Commons one of the
Midwest’s great success stories but it has also made the MMS site the completion of a transportation “super-block.” With a strong
vision and execution to match, local leadership has created a concentrated hub of activity, one that includes Centre Station and
extends from 12th Street to the John Deere Pavilion, between River Drive and 4th Avenue. The result is a location that serves
both local and regional travelers and that is proximate to demand generators of Riverfront and Main Street districts alike.
The aerial photograph on the following page indicates properties that Moline currently owns in the immediate vicinity of the site.
An additional property, indicated by cross-hatching and directly across 12th Street from the site, may also be acquired by the City
in the near future. These parcels provide the City with an ability to offer off-site parking to the selected developer of the site, as
part of a negotiated development agreement.
In addition to providing parking options, these sites may also allow the City to enhance the vicinity of the site by better connecting it, visually and physically, via streetscapes or other public improvements, to the historic 5th Avenue Main Street, the West
Gateway District and the Floriciente Neighborhood.
Other opportunity sites exist in the vicinity of the Multi-Modal Station site, ones that are owned privately and that may be underutilized or obsolete. These could possibly be purchased for redevelopment consistent with the Multi-Modal Station and transit
hub. See aerial on page 60.
59
10 ADDITIONAL DEVELOPMENT OPPORTUNITIES – A PUBLIC PERSPECTIVE
Possible Development Opportunities
Near Multi-Modal
Station Near Amtrak Station
Possible Development
Properties
µ
E
RIV
R
City Parking Lot
Multi-Modal Station
RAILROAD
A-1 Locksmith
H
4T
Campos
13T
Food Bank
H
11TH
9TH
High Rent
City Parking Lot O
12T
10TH
5TH
Legend
H
Multi-Modal Station Site
Deere & Co. Owned Property
5TH
TH
Other Parcels 6for Development
H
6T
1 inch = 200 feet
City-Owned Properties
MMS Site
Legend
µ
City-owned Parcels
Moline Parcels
60
Streets
CRITICAL PATHS AND TIMELINES
11
QUAD CITIES MULTI-MODAL ON JOHN DEERE COMMONS PRELIMINARY DEVELOPMENT SCHEDULE
(NOVEMBER 2011 THROUGH JANURARY 2016)
START
END
KEY BENCHMARKS FOR MMS
Nov 22, 2011
RFQ for MMS Design and Engineering
Jan 9, 2012
RFQ Submittals Due
Jan 10, 2012
RFQ Soliciting Development Partner (DP)
Jan 16, 2012
Short List A&E Firms -Request Proposals
Feb 10, 2012
A&E Proposals Due
Feb 24, 2012
Review/Optional Interviews completed
Mar 16, 2012
RFQ Submittals for DP’s Due
March 2012
Award A&E Contract
March 2012
August 201
A&E Design Team Finalize MMS design elements
April 6, 2012
Short List DP - Request Proposals
May 4, 2012
DP Proposals Due
June 5, 2012
DP Selection
June 2012
Sept 2012
Public-Private Partneship Agreement (3P) Negotiated
August 2012
MMS Construction Bidding Initiated
Sept 2012
DP in place/3P Initiated per Project Agreement
Sept 2012
DBMT Assembled/1st Mtg
Sept 2012
MMS Construction Contract(s) Awarded
Nov 2012
October 2013 MMS Construction Initiated
January 2013
January 2016
October 2013
Private Investment O’Rourke Bldg & Site Initiated
MMS Project Completion and CO’s Issued
ABBREVIATIONS
MMS - MULTI-MODAL STATION
DP - DEVELOPMENT PARTNER
3P - PUBLIC-PRIVATE PARTNERSHIP
A&E - ARCHITECTURE & ENGINEERING
RFQ - REQUEST FOR QUALIFICATIONS
CO’S - CERTIFICATE OF OCCUPANCY
DBMT - DESIGN/BUILD MANAGEMENT TEAM
61
PROJECT TEAM
PROJECT EXECUTIVE
NEIGHBORHOOD CAPITAL INSTITUTE
47 W. POLK ST., SUITE 100-573
CHICAGO, IL 60605
WWW.NCINSTITUTE.ORG
•
•
RUTH WUORENMA, PRESIDENT
JUDITH AIELLO-FANTUS, MEMBER, NCI COLLABORATIVE
RESPONDENT AND FINANCIAL AGENT
DEVELOPMENT ANALYSIS, PUBLIC IMPLEMENTATION
DEVELOPMENT CONCEPTS, INC.
1236 EAST 16TH STREET
INDIANAPOLIS IN 46202
WWW.DEVELOPMENT-CONCEPTS.COM
•
•
-IAN COLGAN AICP, PRINCIPAL
-M.D. (“MIKE”) HIGBEE, PRINCIPAL
URBAN DESIGN, ARCHITECTURE & GRAPHIC DESIGN
ADRIAN SMITH + GORDON GILL ARCHITECTURE LLP,
111 W. MONROE, SUITE 2300
CHICAGO, ILLINOIS 60603
WWW.SMITHGILL.COM
•
•
•
•
PETER KINDEL, AIA ASLA, DIRECTOR OF URBAN DESIGN
ANA BLOMEIER
LIDIA HERNANDEZ
NATHAN BOWMAN
LEED/HISTORIC AND ENVIRONMENTAL CONSULTATION
(SERVICES PROVIDED PER SEPARATE US EPA FUNDING)
DELTA INSTITUTE
53 W. JACKSON BLVD., SUITE 230
CHICAGO, IL 60604
WWW.DELTA-INSTITUTE.ORG
•
•
ABIGAIL CORSO, PE, SENIOR DIRECTOR, SUSTAINABILITY SERVICES
MARGARET RENAS, LEED AP, ASSOCIATE, CERTIFICATION PROGRAMS
RETAIL AND GENERAL MARKET POSITIONING
GREENE ENTERPRISES
•
SANDRA S. GREENE, MEMBER, NCI COLLABORATIVE
COMMUNITY ECONOMIC DEVELOPMENT AND ENGAGEMENT
ENVIROVISIONS INSTITUTE
•
RHONDA HARDY, MEMBER, NCI COLLABORATIVE
CIVIL ENGINEERING AND DISTRIBUTED ENERGY
WESTWOOD PROFESSIONAL SERVICES
7699 ANAGRAM DRIVE
EDEN PRAIRIE, MN 55344-7310
WWW.WESTWOODPS.COM
•
•
DALE BECKMANN, VICE PRESIDENT
JOEY VOSSEN, SUSTAINABLE DEVELOPMENT, LEED AP, JD
HISTORIC PRESERVATION AND RE-USE
•
62
MARTHA FRISH, MEMBER, NCI COLLABORATIVE
APPENDIX
PROJECT RESOURCES:
PREVIOUS STUDIES:
1. Map of Site
2. Downtown Projects / Investment
3. Map(s) of City Ownership: TIF District #1, Site Vicinity
4. Opportunity Sites Map
5. Green Historic Case Studies
6. Market Study (Sandra Greene)
7. Project Team List
8. Illinois Historic Preservation Agency Site Visit
November 18, 2011 – Notes
9. Power Point Overview
10. Business Incentives, City of Moline
11. Conditional and Preliminary Term Sheet – National Infrastructure Investments Discretionary Grant Program (Tiger II)
12. S.B. Friedman & Company/ Vandewalle & Associates
Studies
13. Moline Center – Master Plan Update – 2001
14. Green Line Iowa City to Chicago – GreenLine Vision and
Approach for the Chicago-Iowa City High Speed Intercity
Passenger Rail Program
15. Site Environmental Reports for 1205 and 1311 4th Avenue
(Phase II)
16. Moline Rock Island Metropolitan Rail Study (Final Study)
2008
17. Feasibility Report on Proposed Amtrak Service – Quad
Cities-Chicago
18. Vision for the Future – Rock Island County Metropolitan
Mass Transit
PROJECT RESOURCES AND PREVIOUS STUDIES MAY BE
DOWNLOADED FROM THE CITY OF MOLINE WEBSITE:
WWW.MOLINE.IL.US
63
111 West Monroe Suite 2300 Chicago IL 60603 t 312 920 1888 f 312 920 1775 smithgill.com

ON JOHN DEERE COMMONS | MOLINE, ILLINOIS

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