Jamestown Mall

St. Louis County, Missouri

Presentation to:
St. Louis County
and St. Louis County Economic Council
September 25, 2009
Chair:
Ray Brown
Ray Brown Consulting Arun Jain
Memphis, TN Design Consultant
Portland, OR

Panelists: Dan Quinto

Abby Ferretti Roaring Brook Development Co.
Partners for Economics Solutions Colleyville, TX
Washington, DC
Dr. Philip Hart
Donna Lewis Hart Realty Advisors
Mercer County Los Angeles, CA
Trenton, NJ
Ray Brown
Scott Hall Ray Brown Consulting
Virginia Beach Department of Memphis, TN
Economic Development
Virginia Beach, VA

Chuck Berling
Berling Equities, LLC
Morrison, CO
 Purpose of Market Analysis
Understand existing conditions
spending habits/ patterns – retail
rents/pricing- office & residential
Determine type and amount of commercial
Retail
Office
Other commercial
How many new units & what type ?
 Addressing Myths

It’s dangerous at the 
Jamestown Mall with gangs 
of teenagers.
If the stores come people will 
shop here. 

We have money and can 
support the Jamestown Mall 
if the right stores were there. 

We are cheating on 
Jamestown Mall if we shop at 
the Galleria & other malls.
More  multifamily/ 
apartments means big 
problems for our community.
 Existing Conditions
$61,200 Median HH Income 170,000 residents
8.7 % unemployment rate

1973 PMA TMA

SMA
 Retail Demand
Regional Malls Standard Needs North County
Residents 200,000 – 250,000 170,000
Area Workers 180,000 +/‐ Less than 80,000
Traffic (ADT) 30,000+ 20,000
Mall Competition
1974-- St. Claire Square
1976 -- Chesterfield Mall
1978 – Alton Square
1986 -- St. Louis Galleria
1987 -- Mid Rivers Mall
2003 -- St. Louis Mills
 Measuring Retail Potential

Total Retail  ‐ Total Retail 
Supply
= Surplus Supply
Total Unmet 
Retail Demand
Demand TOO MUCH
Customer Trade Areas
Lindbergh Place – What’s Possible??
New sit-down restaurants
New furniture or home furnishings stores
A stand-alone or center-operated pharmacy with
urgent care medical services
Specialty grocer with beer and wine sales
A year round farmer’s market; and
Other retail opportunities.
 Office
Surplus of Supply for speculative office
Overall 15% percent vacancy

Always potential ……
Institutional user
Neighborhood service
Back office operations
 Residential Inventory
Low-rise rental buildings - garden and senior
complexes
Single Family Homes - High $200,000 to $400,000

Villas /attached
Senior active living
Ownership lofts over
retail
 The Actual Story
There is a market!
Lindbergh Place will reorient itself to meet the
needs of:
Existing residents (families, young professionals,
seniors)
New residents,
Existing employees,
New employees,
Students
And the broader business community (retailers,
office users, institutions)
 BREAKING THE STATUS QUO!

• Inefficient Sales Tax System/Fragmented Local

Government
• Unsustainable development practices

• Can be Overcome
• Identify new revenue and funding sources
• Be strategic in using tools
 Two Plan Solution

• Coordinated Vision
• Across
jurisdictions

• Participation from Local

Residents

Broad strategic
approach is not
sufficient!
 Two Plan Solution
• Coordinated Vision
 Two Plan Solution

• Detailed Development Plan

• Set the Standards
• Be Specific (size, density, use,
programming, community involvement)

• Control the Process

• Seek out best possible development
partner
• Create most advantageous financing
program
• Keep focus on successful
implementation
 County Primes the Pump

• Gain control of the land

• Demolish the
Jamestown
Mall

• Install initial
infrastructure

• Create key public

places in accordance
with the plan
 A Great Place

• Designed for and Welcoming

to Everyone

• Meets Shared Community

Needs
• Place of Community
Ownership
• Safe & Comfortable
• Dynamic Programming &
Technology
• Built for All Generations
• Generates Jobs
 Economic Engine
• Establish Small Business
Development Program
• Assist From Incubator to
Sustainability
• Provide Small Professional
Office Space

• Establish Retail Development

Program
• Coordinate a Fragmented
Process

• Create New Business

Opportunities
• Healthcare Services
• Recreation Athletic
Tournaments
 Economic Engine

• Environmental Engineering
Technology Center
• Research
• Education
• Applied Engineering
• Combines with North District
Green Technology Initiative

• Not Found Anywhere Else

• Belongs to YOU!
The panel’s goal:

Inspire the county and

the community to
transform a “dying mall”
and site to a vibrant,
mixed-use community
development.
Suggest synergistic
potential land uses that
can included in the Vision
Plan for the future
Lindbergh Place:
1. Senior living and
activities
2. Lifestyle and
boulevard shopping
3. Professional, small
business offices
4. Community
Recreation Venues
5. Family-oriented and
organized activities
6. Youth facilities and
organized activities
7. Child day care
8. Medical and
healthcare
9. Entertainment and
food
10. High-tech center
11. Small business
incubator
12. Agriculture and a
farmer’s market
Propose that the County aggressively and
proactively take the lead by:
1. Using their eminent domain powers to
take control and ownership of the
property
2. Build a North County District Office
building and infrastructure as the first
steps in a new and exciting journey of
renewal in this area.
Imagining Lindbergh Place
 Five Ideas

A big, & unique vision for the community’s identity

A basis for growth & reinforcement

Cumulative & adaptive change

Integration

Creating a place to be
The Plan
North County 
District Office 
The  Plan
Farmer’s Mkt

Movieplex

The Green Assisted Living

The “Y”

Environmental 
Green Tech The “Screen”

Agriculture

Ice Hockey 
Pond
Day Care
North County 
The Plan
District Office 

Campanile

The “Screen”

The “Green”
 Imagine
A day of your life in Lindbergh Place
Morning coffee
Walking around
The Market
Lunch
A “Green” Break
Sunday Afternoon
The Screen
Evening
Pond Ice Hockey
Be Brave…
Imagine Lindberg Place!
Questions?