Opened in 2002, Eastwood Towne
Center is a lifestyle center that has proven to
be a resounding success. It has emerged as a major
shopping attraction within the metropolitan Lansing
area and stimulated a great deal of investment
interest throughout the Lansing Charter Township
Downtown Development Authority (DDA) district
and the northern metropolitan area. To prevent
it from becoming enveloped by the usual array
of single-use chain stores, Township officials
are now challenged with maintaining the high standards
set by Eastwood in all future development projects.
In this endeavor, they have only one chance to
get it right. A few illconceived projects in critical
locations could result in a dysfunctional agglomeration
of commercial uses. A captive market of new residents
and employees will help sustain East Towne Village,
and insure it against marginalization or outright
abandonment when the next new thing in retail
is developed elsewhere in the region.
FROM
LIFESTYLE CENTER TO LIFESTYLE COMMUNITY
This plan advocates for the transformation of
Eastwood, the retail center, to East Towne Village,
the neighborhood: from a stand-alone destination
shopping area into the nucleus of a real village
center that includes housing, employment, and
civic uses. The concept of economic sustainability
through carefully integrated, high-quality, mixed-use
development, forms the basis for the key objectives
of this plan. The DDA undertook an Economic Opportunities
Analysis to identify the economic role of the
district within the metropolitan area and the
central Michigan region. This analysis led to
a conceptual master plan for the district that
shows how and where opportunities can materialize
in the district. The DDA also undertook a separate
market strategy study to test the niche markets
identified by the Economic Opportunities Analysis
that are expected to create symbiotic relationships
with existing and proposed land uses. The market
strategy study also gauged the relative strengths
and weaknesses of the local market and approximated
the capacity of the market to absorb new growth
to the year 2010.
RECOMMENDATIONS
• Higher density development that gives
stronger physical definition to the internal street
system and accentuated corners and street edges
that allow Eastwood to look and function like
a traditional shopping district and community
focal point rather than a suburban mall.
• In addition to regulatory
changes, new road extensions and connections,
streetscaping, stormwater management, and utility
upgrades are needed throughout the district to
support development of currently land locked areas.
Many of these public improvements will require
collaboration with adjacent jurisdictions.
• Residential development
north of the lifestyle center should consist of
townhouses, condominiums, and apartments that
provide workforce housing for nearby retail, office,
and research-related production. It may also accommodate
some senior lifestyle housing.
• Infill development to
the immediate east and northeast of the lifestyle
center should consist of additional retail space
(both stand-alone and mixeduse), as well as high-end,
corporate office and/or hotel use.
• Retail infill to the
north of the lifestyle center should be a specially
“branded” extension of the southern
part, with non-retail uses included in the development
mix. A design center branding concept would include
high-end home furnishings and renovation products,
with supporting professional services, such as
interior design and architecture.
• The area surrounding
the Krispy Kreme should be developed as a cohesive
ensemble of buildings that include an office tower,
retail, residential, hotel (potentially extended
stay), and mixed uses. This area should be the
highest density of the district, and designed
to enhance architectural and physical connections
to surrounding areas.
|
