Hempstead, NY Master Concept Plan submitted June 2011

R e n a i s s a n c e D o w n t o w n s /
U r b a n A m e r i c a
T h e S t o r y o f H e m p s t e a d R i s i n g
p r e p a r e d f o r t h e
V i l l a g e o f H e m p s t e a d
J u n e 1 0 , 2 0 1 1

1 T h e S t o r y o f H e m p s t e a d R i s i n g Master Conceptual Plan submission
RenaissanceDowntowns/UrbanAmericaLLCProprietaryDocuments
Our Commitment To Hempstead
Renaissance Downtowns/ Urban America LLC (RDUA) is proud to be a part
of the redevelopment of Long Island’s most important downtown. The
Village’s historical place as “The HUB” represents a vibrant place of
activity and a crossroads for the region.
Through a comprehensive and holistic redevelopment approach, RDUA, in
partnership with the Community Development Agency and the Village
will work in a holistic and transparent manner to develop a final
redevelopment plan for the Village that represents a true “shared vision”
for the future of downtown.
That vision begins with the submission of this book. It must be noted,
however, that this submission represents not the end, but rather the
beginning. A jumping off point to build from in the days and weeks to
come as the redevelopment vision, the planned uses for downtowns and
the look and feel for the Village are finalized through this public and
open process. While there are initial planning concepts that are presented
within this submission, those concepts are provided solely for the
purpose of additional planning. Indeed, the most important aspect of
this submission are not the plans, but rather the process. A process that
provides a roadmap for the Hempstead Community to understand how
their downtown will be transformed, and how they can be included in
this effort.
From the outset, RDUA has looked to engage the community in this
process. After all, downtown belongs to the community first and foremost,
and their desires and will must be represented within a final revitalization
plan. To this effect, RDUA has held dozens of meetings with community
groups, opened up its informational office at Main Street and East
Columbia and has launched the region’s first ever Crowdsourced
Placemaking program within the Village, “Hempstead Rising.”
These efforts will provide the community with an invaluable tool to both
inform residents and gather their input in the decision making process,
providing a roadmap for an implementable redevelopment plan that
truly represents the wants, needs and goals of the entire Hempstead
community.
Sincerely yours,
Donald Monti
President & CEO
Renaissance Downtowns
Ed Scott
Sr. Managing Director & Co-CIO, Fund Management
Urban America
Renaissance Downtowns/UrbanAmerica submits this Master
Conceptual Plan (MCP) in accordance with the requirements set forth
in the Exclusivity and Planning Agreement executed January 15th
2011.
Whereas the MCP is “intended solely to provide a basis for further
planning and the negotiation of a Memorandum of Understanding”
we request that the Mayor, Trustees and CDA designate RDUA as
Master Developer and grant conceptual approval of this Master
Conceptual Plan in accordance with the requirements of the
Exclusivity and Planning Agreement.
The Mission:
To plan the Village of
Hempstead’s Downtown in a
comprehensive manner, through a
transparent collaborative exchange
of responsible thoughts and ideas,
never losing site of Hempstead’s
strong community and adhering to
thetriplebottomlinetodevelopment
centered on Social, Economic and
Environmental responsibility.

2June 10, 2011 Submission
Creating An Enduring Legacy for Hempstead
This Master Conceptual Plan for the
Downtown of the Village of Hempstead
has been created through a truly
collaborative effort with the Village
and the Community Development
Agency. These efforts built upon the
vision presented in the Village
Comprehensive Plan, Final Generic
Environmental Impact Statement, and
RDUA’s North Main Street Urban
Renewal Area Request for Proposals.
This plan will serve as a road map for
future planning efforts in the creation
of a vibrant, mixed-use Downtown that
willtrulydisplayareturntoHempstead’s
roots.

Table of Contents
Hempstead’s Renaissance Has Begun 6
Hempstead’s History 7
Renaissance Downtowns / Urban America Partnership 9
Project Team 10
Our Collaborative Planning Process 11
RDUA/CDA Joint Planning Sessions 13

Hempstead Rising 16
Existing Conditions 17
Existing Uses 18
Tax Benefits of Comprehensive Redevelopment 19
Redevelopment OPportunities 20
Spend Local = Earn Local 21
Opportunities to Work and Play Downtown 22
Residential Market Opportunities 23
An Inclusive Community Process Has Begun 25
Hempstead Rising Community & Committees 27
How YOU Can Benefit from the Renewal of Downtown! 29
Community Voices 30

A National Model for Revitalization 32
Village Planning - A Step Ahead 33
RDUA Plan Consistency with Village Strategies 34
Unified Development Approach 35
An Infrastructure Strategy 37
RDUA Downtown Development Program 38
Financing Concepts Toolkit 39

“Together we will turn great ideas into reality,”
- Don Monti - President & CEO of Renaissance Downtowns
Planning Together
Planning forTomorrow 42
Master Conceptual Plan 43
What Uses and Community Events Would You Like
to See in Hempstead? 44
A Central Square Surrounded by Markets, Station
and A Boutique Hotel 45
Walkable Transit-Oriented Neighborhoods 46
North Main St. Offers Cultural Arts, Neighborhood
Shopping & Residential Living Alternatives 47
Courthouse Square Offers Shopping,
Class A Offices & Public Places 48
Vibrant Places Linking Neighborhoods & Downtown 49
Mixed Use Buildings Contribute to Vibrant Neighborhoods 50
Codes & Ordinances 51
Sustainable Development 52
Next Steps 53
Thank You 54

H e m p s t e a d ’ s R e n a i s s a n c e H a s B e g u n
BEFORE
Artist’s Illustration of North Main Street Facing North near Jackson Street
BEFORE

Hempstead History
“A return to commercial vibrancy”
Much is spoken about the heyday of Hempstead’s downtown. It was the
Hub – a center of social and economic activity that also provided
numerous entertainment and cultural venues. Unfortunately, the
Village’s former central business district has experienced an economic
decline that is far too typical of once vibrant suburban downtowns. The
reasons for this decline are numerous, but are centered on the expansion
of the suburban landscape that emphasized auto-driven life at the
expense of walkable downtowns. Malls and strip centers began to draw
economic activity away from downtown cores and without any significant
residential population within these downtowns, the economic base
collapsed.
These economic realities were further accentuated by policies during the
1960’s, ‘70’s and ‘80’s including Urban Renewal (which RDUA calls “Urban
Removal”) which splintered communities and tore away the historic
fabric of downtown communities.
Today, however, represents a tremendous opportunity for the Village and
its residents to capitalize on national trends that support a return to
downtown living, working, playing, shopping and learning. By creating a
true mixed-use environment that includes a significant mixed-income
residential component, downtowns such as Hempstead, especially those
that provide transit options that exist in the Village, are positioned for
economic success and social betterment in the years and decades to
come.
Through a holistic and comprehensive redevelopment approach, RDUA
will provide the Village with the ability to once again support a vibrant
and growing economic base, which will in turn provide social and
environmental benefits that range from improved safety and security, to
reduction in the tax burden. This submission represents an initial vision
of what the process will entail to ensure the resulting plan provides these
benefits to the Village which represent a Triple Bottom Line approach to
redevelopment centered on Social, Economic and Environmental
responsibility.

Hempstead’s Renaissance Has Begun
Hempstead History
The image to the left of Crane’s Furniture taken in 1960 at the Corner of Front & Main Streets illustrates one of
the many hundreds of vibrant businesses that defined a period of prosperity & opportunity in Hempstead.The
top image of Strauss Stores, dated 1961 is a striking reminder of the pattern of demolition and urban renewal
that continued for decades while small businesses and department stores were closed and downtown lost busi-
ness to the shopping centers and malls that dominated throughout central Long Island starting in the late
1950’s.

Renaissance Downtowns / UrbanAmerica Partnership
Renaissance Downtowns LLC
Renaissance, based in Plainview, Long Island, is a privately held real
estate development and investment firm focused on the comprehensive
and holistic redevelopment of suburban downtowns (“Boutique Cities”)
utilizing Smart Growth and New Urbanist planning and development
principles. With over 60 years of combined experience in all disciplines
of real estate development and finance, Renaissance is uniquely
positioned to overcome the significant challenges facing large-scale
downtown redevelopment initiatives. Renaissance’s Unified Development
Approach™ was designed to meet and overcome the complexities of
downtown revitalization through the creation of a shared vision between
the Municipality, Renaissance, private property owners and key
community stakeholders. This inclusionary approach will enable the
Village to begin to realize benefits from their redevelopment efforts
upon the return of the market, positioning Hempstead to capitalize on
significant changes in consumer preference which have led to a pent up
demand for more urban housing within suburbia, located along transit
lines.
UrbanAmerica
UrbanAmerica (“UA”), a Minority Owned Business Enterprise (MBE) is
dedicated to re-investment in the nation’s urban cores and centers,
providing a vehicle to rebuild communities and provide for improved
quality of life for current and future residents of these urban nodes. The
UrbanAmerica team has experience in both the financing and development
of projects that have significant similarities to the proposed
redevelopment of the North Main Street Urban Renewal area. Through
various partnerships, UrbanAmerica has garnered the experience
necessary to work through the significant hurdles found within large
scale, urban revitalization. UrbanAmerica’s deep and broad industry,
political and non-profit relationships have yielded $4 billion in
transactions to date. As a registered investment advisor, UrbanAmerica
has a distinctive vision for and specialized expertise in urban center real
estate investment nationwide. The firm delivers value-added projects,
while also stimulating economic impact in its investment locales.
Renaissance Downtowns/UrbanAmerica LLC (RDUA)
RDUA is a Joint Venture between two world leading organizations: Renaissance Downtowns and UrbanAmerica.
Renaissance, the branded leader in suburban, downtown transit oriented development, is a Long Island based
firm led by Principal and Founder Donald Monti who possesses over 35 years of development experience that
covers all aspects of real estate. UrbanAmerica is the largest African American owned development firm, with
national experience in the redevelopment of communities that possess significant similarities to those found in
Hempstead. Combined, these two organizations provide the Village and its residents with unmatched experience
and ability, including an understanding of the need to involve and engage the community throughout the
redevelopment process.
Together, RDUA’s internal and external resources provide a collaborative framework that combined, will address
each and every requirement set forth by the Village to ensure a responsible and successful redevelopment effort
occurs, providing significant and lasting positive results for the community.
Partnership plans $2B
Hempstead revival
Originally published: April 5, 2011 Newsday
By AISHA AL-MUSLIM aisha.al-muslim@newsday.com
Photo credit: Handout / Renaissance Downtowns. | Artist rendering of North Main Street in Hempstead Village.
Rosa Robinson recalls doing most of her shopping in the 1960s and '70s in downtown
Hempstead Village, when its streets were vibrant and filled with stores.
Now, "there is a business here and there," said Robinson, an area resident for 50 years. "For
the past 15 years, Hempstead Village has died."
Partnership plans $2B
Hempstead revival
Originally published: April 5, 2011 Newsday
By AISHA AL-MUSLIM aisha.al-muslim@newsday.com

Project Team
A hallmark of the RDUA philosophy is a team approach. RDUA is
complemented by a team of world renowned experts in their respective
fields. These experts have extensive experience in revitalizing
communities not to dissimilar to the Village of Hempstead. The RDUA
consultant team is:
Looney Ricks Kiss (LRK)
LRK has co-led the planning effort for the RDUA team in creating a Master
Conceptual Plan for the North Main Street Urban Renewal Area. As one of
the largest and most respected full-service architecture, interiors,
planning, and urban design firms in the United States with offices across
the nation, the firm’s successful integration and multidisciplinary
approach to design naturally evolved from a growing diversity of project
types, ranging from town centers and urban planning to private homes to
corporate headquarters. LRK brings unparalleled national experience
designing and building great places. The firm is a regional, national, and
international practice with a large set of resources and a very versatile
staff.
Today, in the firm’s 27th year of business, LRK is structured to provide
expertise to design every component of a community:
• Station Area Plans & Transit-Oriented Development
• Community Visioning and Consumer Research
• Downtown Revitalization, Infill & Redevelopment
• Design Guidelines
• Mixed-Use Town Centers
• Traditional Neighborhood Developments
• Smart Growth and New Urbanism
LRK placemaking has been recognized by Awards for Excellence from the
Urban Land Institute and Charter Awards from the Congress for the New
Urbanism.
Town Planning Partnership (TPP)
TPP has co-led the planning team for RDUA by creating a Master
Conceptual Plan for the North Main Street Urban Renewal Area. Their
efforts in the Village of Hempstead are led by Mark Evans AICP AIA with
over 21 years of experience planning and implementing downtown and
neighborhood master plans throughout the United States.
TPP has extensive expertise and experience in the Downtown
Revitalization, Mechanics of Local Government, Economics of
Development, Community preferences, Market acceptance for change,
Smart Growth, Traditional Neighborhood Design, Design Guidelines,
Mixed-Use Districts and Transit-Oriented Development.
Crowdsourced Placemakers LLC. (CSPM)
CSPM’s Crowdsourced Placemaking community involvement
methodologies are at the cutting edge of revitalization techniques. As a
national leader in development innovation CSPM is an integral part of
the Renaissance Downtowns Unified Development Approach™ which
encourages public participation in the creation of a downtown that all
stakeholders can be proud of.
Clue Group
The Community Land Use and Economics (CLUE) Group is a consulting firm
that helps communities create vibrant, dynamic downtowns and
neighborhoods. As an economic analysis firm which specializes in
downtowns CLUE Group is headed by Kennedy Smith who directed the
National Trust for Historic Preservation’s National Main Street Center for
13 years and is considered one of the world’s leading experts on
downtowns, downtown economics, independent business development,
and the economic impact of sprawl, with a career in downtown
revitalization spanning 23 years.
CLUE group heads the RDUA Team efforts as relates to Economic analysis
and business development planning including:
• Retail market analysis
• Business mix and land use analysis
• Retail sales gap analysis
• Business development plans for commercial districts
• Independent business development and recruitment planning
• Business profile development
• Economic and fiscal impact analysis
• Identification and development of niche markets and clusters
• Adaptive use and rehabilitation finance strategies for historic
commercial buildings
Zimmerman/Volk Associates (ZVA)
ZVA has a national reputation for innovative market analysis based on its
proprietary target market methodology. The woman-owned company
specializes in the analysis of compact and sustainable development;
mixed-income, mixed-tenure redevelopment; mixed-use urban
revitalization; traditional neighborhood developments; and integrated-
use master-planned communities. Zimmerman/Volk Associates is
recognized by the leading practitioners of the New Urbanism as the
national expert on the market feasibility of New Urbanist communities.
ZVA has begun working with the RDUA Team and will play an integral role
in residential market analysis efforts as relates to future planning. Laurie
Volk and Todd Zimmerman are co-managing directors of Zimmerman/
Volk Associates. They are frequently quoted in a variety of publications,
including Barron’s, Forbes, The New York Times, The Wall Street Journal,
and U.S. News and World Report, as well as The Washington Post and the
Los Angeles Times. They have addressed conferences throughout North
America and in Western Europe, and are sought-after speakers on
housing, target markets, sustainable development and urban
redevelopment.
Project for Public Spaces (PPS)
As a nonprofit planning, design and educational organization dedicated
to helping people create and sustain public spaces that build stronger
communities PPS has consulted for the RDUA Team’s public space design
of the Village of Hempstead. PPS has completed projects in over 2500
communities in 40 countries and all 50 US states. In addition to leading
projects in our nine program areas, PPS also trains more than 10,000
people every year and reaches countless more through our websites and
publications. PPS has become an internationally recognized center for
resources, tools and inspiration about Placemaking.
TimHaahs Engineers and Architects
TimHaahs provides comprehensive planning, design, and engineering
services for mixed-use and parking related projects. As one of the nation’s
foremost experts in parking analysis and strategy, firm principal Tim
Haahs has consulted, managed, and supervised the design efforts of over
300 facilities, including mixed-use structures with a related parking
component, as well as retail, office and residential elements. He has an
expertise in master planning and successfully integrating parking into
development projects. Mr. Haahs has consulted for the RDUA Team in the
creation of the preliminary revitalization plan.
Forchelli, Curto, Deegan, Schwartz, Mineo, Cohn, &
Terrana LLP
The RDUA team is rounded out by representation from Forchelli, Curto,
Deegan, Schwartz, Mineo, Cohn & Terrana, LLP, one of Long Island’s most
acclaimed and distinguished law firms. Headquartered in Uniondale, NY,
the Firm is conveniently located adjacent to the Village of Hempstead and
has extensive experience in working with Long Island municipalities.
One of the largest Real Estate Development Law firms on Long Island.
RDUA representation is led by Daniel P. Deegan, who is part of the firm’s
Zoning and Land Use practice group and heads up the Firm’s Industrial
Development Agency (IDA), Municipal Incentives and Government
Relations practices, with particular emphasis on facilitating and
implementing responsible real estate development projects. He
specializes in Real Estate Development Law, Zoning Law, Municipal
Incentives/IDA Law, and Government Relations/Municipal Law. Dan has a
reputation for “getting things done” with efficiency, effectiveness and
integrity.

Project History
2008:The Comprehensive Plan: Building a Foundation
RDUA’s current efforts represent the ability for the Village of Hempstead to implement visions that have been
created through a community centric process that culminated in the adoption of the Village’s Comprehensive
Plan in 2008. While most municipalities are staying on the sideline during this recessionary period, the Village
and CDA had the forethought to finalize their revitalization strategy now, positioning the Village to capitalize on
the upcoming upturn in the real estate market. During this process, the Village completed the New York State
environmental review process, analyzing potential impacts that might result from the comprehensive
redevelopment of the downtown.
2010:Taking the Next Step through a Request for Proposals
The Village released a Request for Proposals in the Spring of 2010, asking for qualified developers to submit their
vision for a revitalized downtown Hempstead. RDUA stood above the crowd in regard to their submission being
philosophically aligned with the goals and objectives of the Village along with RDUA’s holistic and comprehensive
approach to downtown revitalization. The Village was also eager to work with a firm, such as RDUA, that
emphasizes public outreach and engagement throughout the development process.
January 2011: Naming a Preferred Developer – Building aTeam to
Implement theVision
On January 15th, 2011, the Village designated RDUA as the Preferred Developer for a Planning and Exclusivity
Period of 90 days, subsequently extended by an additional 90 days. It is this period that is currently coming to a
close, whereby RDUA demonstrated its capabilities in planning, private property owner outreach and public
engagement. This period is not the time during which a development plan would be created, but rather an
initial step to provide the CDA and the Village with the assurance that RDUA indeed was the right development
team to redevelop the downtown. Should the Village believe this is the case as set forth by this Master Conceptual
Plan, this period will serve as a basis for additional, more specific planning in the weeks and months to follow.
Today:
This submittal represents the exhaustive works completed by RDUA during the Planning and Exclusivity Period,
covering planning and public outreach and engagement (including private property owners). At this juncture,
the CDA and Board of Trustees will vote to continue the process with a more formal designation of RDUA as
Master Developer for the Downtown which is essentially a continuation of the process (planning and engagement).
Next Steps:
Should the CDA and Village decide to continue with the redevelopment effort in partnership with RDUA (via
voting to approve RDUA as Master Developer for the downtown), the next steps will consist of signing a
Memorandum Of Understanding (MOU) which will serve a the basis for a formal Master Developer Agreement to
be signed between the Village and RDUA. The initial MOU and subsequent Agreement would delineate specific
milestones that RDUA must reach on the way to providing a Final Master Development Plan for the Downtown
that will include specific placement and square footage of units along with a number of other details to include:
Land Acquisition and Disposition Procedures, Financing Mechanisms, Allocation of any Environmental
Responsibilities, Default Provisions, Tax Revenue Analysis, State and Federal Assistance to be Sought
Our Collaborative Planning Process
RDUA Selection Process
Exclusivity Agreement- A Basis For Further Planning
On January 15, 2011 the Village of Hempstead entered into an agreement with Renaissance Downtowns/Urban
American as the preferred developer for the North Main Street Urban Rebewal Area. This agreement identified a
temporary relationship setting forth the ideas for potential, timing, phasing, parcels to be included & excluded,
open space, allocation of uses, percentage of uses, site specific land-use, land acquisition, public & private
facilities and utilities, code amendments & and new codes and financing concepts. Two products have been
produced to satisfy the agreements in the Planning Exclusivity Contract. The first is the Master Conceptual Plan
(MCP) and the second is a Memorandum of Understanding (MOU).
Master Conceptual Plan
The book you are currently reading is the Master Conceptual Plan. The Agreement states “The MCP is intended
solely to provide the basis for further planning, environmental review and the negotiation of a
Memorandum of Understanding”. All assumptions developed and presented here, were done within the
constraints of this fundamental accord. As described in detail in Chapter 2 Hempstead Rising, the input from
elected officials, community leaders, Village residents and all other community stakeholders is of the utmost
importance in developing the best plan for the downdown redevelopment of the Village of Hempstead.
Memorandum of Understanding
The MOU is intended to set out a framework for continued study of the major points addressed in the Master
Concept Plan, specifically those difficult items that require significant thought, research and community
involvement. These items include but are not limited to:
(i) Future performance obligations & timetable for further approvals, addressing of governmental rules &
regulation and construction timetables;
(ii) Land Acquisition & disposition procedures including strategic alliances with local property owners;
(iii) Allocation of any environmental responsibilities;
(iv) Tax obligations;
(v) Default provisions;
(vi) Examination of state and other legislation;
(vii) Procedural requirements for both the Village and RDUA to continue to work in good faith towards a
common goal;
(viii) Local community benefits program and job training goals and objectives;
(ix) Construction and design standards for the Project, including “green” building standards;
(x) Mixed-income housing goals and objectives

Our Collaborative Planning Process
RDUA Consistency with the Comprehensive Plan
Hempstead Village and the Hempstead Community Development Agency
have undertaken significant steps toward to creation of a downtown
redevelopment framework. As such, RDUA is not looking to reinvent the
wheel, but rather build off of these past planning efforts to provide a
clear path toward the implementation of a downtown redevelopment
plan that will provide significant benefits to the community.
One of the key efforts undertaken by the Village and the CDA was the
creation and adoption of the 2008 Comprehensive Plan, which studied
the potential impacts of a redevelopment of Hempstead’s Downtown. It
should be noted that RDUA has and will continue to abide by the
guidelines as set forth in the Comprehensive Plan including the following
goals and objectives which RDUA is in complete agreement and
compliance with during its conceptual planning efforts:
HOUSING FOR EVERYONE
GREAT PLACES
COMPACT AND SUSTAINABLE DEVELOPMENT
EDUCATION
IMPLEMENTATION STRATEGIES
MULTIMODALTRANSIT ANDWALKABILITY
Provide a range of downtown residential opportunities
• Mix of low and mid-rise units
• Mix of income range (inclusive affordability)
• Mix of rental and ownership
Incorporate quality public spaces and civic activity
Enhance and expand the open space network
• Create urban pocket parks
• Create a network of green pedestrian trails
• Allow for inclusion of agriculture and farming
o Create a community garden
o Create rooftop gardens
Create and enhance gateways
Improve streetscape and walkability
• Street trees
• Built-to line buildings with interesting storefronts
• Street lights
• Crosswalks and pulled-in shoulders
Increase density
• to achieve compact development and sustainability by design
• to encourage walkability by providing short walk to a mix of uses
• to achieve reduced per-unit construction costs
Sustainability by Design Strategies
• Neighborhood Pattern
• Green Infrastructure and Buildings
Adaptive reuse of vacant buildings
Enhance and integrate new development
Enhance the educational experience by providing
new revenues and safe streets
Unified Development Approach
Comprehensive Planning
• Zoning Overlay District
• Form Based Code
Upgrade utilities and infrastructure
Financing concepts toolkit
Continue to examine the entire FGEIS study area
Incorporate and link multimodal transportation networks
(train, bus, car, bicycles, pedestrian)
page
page
page
page
ECONOMIC DEVELOPMENT page
page
page
page
Create substantial economic value through redevelopment
• Focus on existing downtown core
• Redevelop underutilized sites (parking lots, buildings, brownfields)
Create jobs and career opportunities for Village Residents
Provide net positive tax revenue to the Village and the School
VIBRANT COMMERCE
Provide vibrant 24-hour downtown
Create diversity of use (live, work and play)
• Divert the commercial/retail development toward the downtown core
• Provide a range of 1st
floor commercial spaces to allow for diverse activity
o Foster entrepreneurship, provide incubator spaces
o Support existing retailers
o Incorporate destination retailers and restaurants
• Allow a mix of office users
Recapture Hempstead as the preeminent regional shopping destination
Foster a sense of safety and security
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
RDUA Plan
Consistent with
Village Objectives
Thesymbolaboveisincludedthrough-
outthedocumenttoillustrateconsistency
achievedwithspecificVillageobjectives
outlinedonthispage.
√ √
√
√
√
√
√
√
23, 44, 48
47, 50
17
20, 29,
41-47
36
38
49
51
37, 50
39,40
14
23, 47
34, 38
Village Objective RDUA Plan Village Objective RDUA Plan
43, 44, 47
50, 47
50
48
44, 48, 49
17
34
34
42, 44
28, 42
22
21
22
42
22
23, 24, 44
24, 28, 48
24,48
24,48
√

RDUA / CDA Joint Planning Sessions
Led by Commissioner Claude Gooding, the Hempstead Community Development Corporation has been a true partner
during the initial planning efforts. Mr. Gooding’s vast wealth of knowledge regarding the Hempstead community provides
important insight into community wants and needs, enabling the redevelopment efforts to best reflect the community
that it will serve. It should be noted that the past planning efforts conducted by the CDA, including the preparation and
adoption of the Village’s Comprehensive Plan (adopted in 2008) provide an exceptional foundation for RDUA and the
current Public-Private Partnership between the developer, the Village and the CDA.
Preliminary RDUA Study Area Boundary Downtown Streets Network Diagram Existing Buildings Diagram Preliminary Linework Diagram Pedestrian & Open Space Network DiagramAerial Photo With GEIS & Urban Renewal Boundaries
Mr. Kirkpatrick, an attorney and city planner, is a founding partner
of the White Plains law firm of Oxman, Tulis, Kirkpatrick, Whyatt &
Geiger LLP. With more than 35 years of experience in land use
planning and development, he concentrates his practice in the
areas of land use and environmental law. He represents developers
and municipalities on a wide variety of projects from 500-unit
residential developments to neighborhood banks, high-rise
affordable housing projects, and zoning code comprehensive
revisions. Prior to his admission to the bar, Kirkpatrick served as a
principal planner for Frederick P. Clark Associates. A graduate of the
University of Pennsylvania, he also holds a Masters in Regional
Planning from Cornell University and a Juris Doctor from Pace
University School of Law.

Led by Principal Frank Fish and Associate Todd Okolichany , BFJ has
brought their decades of experience and expertise to the table,
working in partnership with the CDA and RDUA. Frank is a Fellow at
AICP with over 30 years’ experience covering the full spectrum of
planning, having conducted work for both municipal and private
sector clients. Frank played a key role in the recent update to Nassau
County’s Comprehensive Master Plan, and has provided keen insight
to the development team to ensure a well thought out redevelopment
plan is created and implemented within downtown Hempstead.
Currently, Mr. Fish serves as a member of the board of directors of
the New York Planning Federation.
The planning process has been a true team effort, with significant input by the Hempstead
Community Development Agency under the leadership of Commissioner Claude Gooding
along with Oxman Tulis Kirkpatrick Whyatt & Geiger LLP and BFJ Planning working as
consultants to the CDA.
This selection of RDUA planning documents for downtown hempstead highlight the importance of the comprehensive approach that has been central to the rdua/CAA planning sessions

RDUA/ CDA Joint Planning Sessions
RUDA and the Village of Hempstead CDA have worked diligently to achieve remarkable results in developing the
Master Conceptual Plan for the redevelopment of the Village of Hempstead Downtown. The input from
Commissioner Gooding as well John Kirkpatrick of Oxman Tulis Kirkpatrick Whyatt & Geiger LLP and Frank Fish &
Todd Okolichany of BFJ Planning, has been of great value to the creation of MCP. Please find below a summary of
the accomplishments organized by our face-to-face Planning Workshops.
Feb 3rd
Full comparison to Village Comprehensive Plan & FGEIS. Detailed analysis
showed that the goals & objectives of RDUA were in direct alignment to
the goals & objectives of the Village of Hempstead.
Preliminary Plan Details including
• Conceptual placement, description & distribution of Retail & ground
floor commercial
• Conceptual placement, description & distribution of Residential
• Conceptual placement, description & distribution of Commercial Office
• Conceptual placement, description & distribution of Open Space and
Pedestrian connections
• Conceptual placement, description & distribution of initial parking
strategies
Preliminary RDUA Study Area Boundary Downtown Streets Network Diagram Existing Buildings Diagram Preliminary Linework Diagram Pedestrian & Open Space Network Diagram
Parking & Pedestrian Network Diagram Downtown Retail, Office, Entertainment, & Hospitality Use Diagram Downtown Residential Land Use Diagram Downtown Office Land Use Diagram North Main Street Urban Renewal Area Concept Plan Preliminary Downtown Concept Plan
Aerial Photo With GEIS & Urban Renewal Boundaries
Feb 17th
Expanded Re-Development Plan Details
• Detailed discussion on parking strategies and Pedestrian Connections/
open space
• Conceptual Preliminary Parking Management Plan- additional details
• Conceptual Preliminary Neighborhood Character Plan
• Conceptual Preliminary Suggested Placement of Uses
• Conceptual Public Outreach Discussion- Outreach Trailer placement &
Social Networking Web Site
March 3rd
Conceptual Program Distribution Details
Maps & Spreadsheets of all soft sites and potential new Programz were
examined. Details were examined by use and floor of every existing and
potential new building.
• Potential New & Existing Residential
• Potential New & Existing Commercial
• Potential New & Existing Retail
• Potential New & Existing Parking
• Potential New and Existing Public Spaces
• Potential New & Existing Civic & Cultural Uses
• Potential Relocation Strategies to ensure that existing businesses do
not have to close
March 17th
• Review Conceptual Preliminary Neighborhood Maps & Preliminary
Phasing
• Detailed discussion on potential Main Street Retail & Leakage by
Kennedy Smith of CLUE Group
• Discussion on Potential Residential Market by Laurie Volk of ZVA
• Preliminary discussion of process to acquire Village owned parcels
• Discussion on agreements with Private Property Owners
March 31st
• Review implemented changes to Conceptual Preliminary Neighborhood
Maps & Master Conceptual Plan
• Review Potential Fiscal Impacts to the Village
• Discussion on benefits of 90 day extension to Community Outreach
Program
April 28th
• Discussion on Deliverables during Extension Period
• Review of Final Planning Concepts of Master Concept Plan
• Discussion on what must be presented to the CDA & Village Boards
• • Focus on NMSURA for MCP Submission
May 12th
• Review Submission schedule
• Review Items to be completed before submission
June 3rd
• Review Draft of Master Concept Plan Submission Book
• Review Memorandum of Understanding
Feb 3rd
Feb 17th
March 3rd
March 17th
March 31st
April 28th
May 12th
June 3rd
The north main street urban renewal concept plan has been informed by the broader downtown planning impact statement study

Hempstead Rising
BEFORE
Artist’s Illustration of North Main Street FacingWest near Kellum Place

Existing Conditions
Demographic and Population Overview
The Village of Hempstead provides a diverse local population, which is
well suited to the creation of a vibrant mixed-use downtown. With a
residential population of more than 52,000 people, the Village is
ethnically diverse with 55% African Americans, 26% White and over 37%
Hispanic or Latino. The businesses of Hempstead are similarly diverse and
reflect the multicultural backgrounds of the Village and surrounding
region. Of the 15,472 occupied residential dwellings in the Village, 45%
are owner-occupied and 55% are renter-occupied. Over 70% of the
residents are in the labor force and the median household income in 2009
was $53,601. While the median household income is lower than the
region as a whole, it does provide a basis for the introduction of a mixed-
use neighborhood centered around the transit nodes of the Long Island
Railroad and the Rosa Parks Bus Terminal. There is a strong entrepreneurial
spirit within the Village, fed in part by a recent influx of new immigration
along with historic retail root from longtime residents, which bodes well
for the successful implementation of a vibrant retail setting within the
downtown. In order to create a vibrant mix of uses the development team
must first work to discover what uses exist within the current downtown
before determining what uses are needed.
The RDUA Team has worked with the Village and the CDA to begin a more
detailed parcel by parcel evaluation of the identified sites. Initial response
from Private Owners has been very encouraging as a starting point for
full implementation of the RDUA Unified Development Approach.
Analysis of Existing Land Uses
The Renaissance Team conducted a preliminary analysis of the current
uses in Downtown Hempstead to inform the planning process. The
following discoveries include:
• Lack of commercial and retail uses in many sectors
• Excess vacant land and improperly placed surface parking
• Lack of residential home type options
• Lack of newer residential construction
Among Downtown Hempstead’s many advantages exists the opportunity
to redevelop significant vacant and underutilized property. Existing
surface parking lots are essentially blank slates providing the opportunity
for the Hempstead to truly reinvent itself in a way that many communities
cannot. The repurposing of these sites can also significantly increase
revenue generation from what might otherwise be less significant
revenue opportunities.
The map to the right depicts developable soft sites within downtown as
identified in the Villages Final Generic Environmental Impact Statement,
including municipally owned land and privately owned land that is ripe
for significant redevelopment. With the transit hub as the “hole in the
donut” surrounded by additional redevelopment opportunities, the
Village of Hempstead is well positioned to successfully achieve a
comprehensive downtown revitalization.
Final Generic Environmental Impact Statement “Soft Sites” assessment map
Land Designated
in theVillage
Comprehensive
Plan as Available for
Development in the
Downtown
eneric Environmental Impact Statement 17
dino & Associates Inc. September 2008
LAND USES

√
Economic development
compact & sustainable
development
• Create substantial economic value through
development
• Adaptive reuse of vacant buildings

34
BLOCK
179
MAP
34
BLOCK
174
MAP
34
BLOCK
176
MAP
34
BLOCK
191
MAP
34
BLOCK
192
MAP
34
BLOCK
178
MAP
34
BLOCK
186
MAP
34
BLOCK
187
MAP
34
BLOCK
188
MAP
34
BLOCK
189
MAP
34
BLOCK
190
MAP
34
BLOCK
194
MAP
34
BLOCK
193
MAP
34
BLOCK
290
MAP
34
BLOCK
291
MAP
34
BLOCK
195
MAP
34
BLOCK
522
MAP
34
BLOCK
33202
MAP
34
BLOCK
330
MAP
34
BLOCK
292
MAP
34
BLOCK
331
MAP
34
BLOCK
338
MAP
34
BLOCK
33303
MAP
34
BLOCK
33302
MAP
34
BLOCK
33301
MAP
34
BLOCK
33201
b
8.5k
a
5.6k
m
2.4k
r
1.5kq
0.9kp
0.9ko
0.8k
n
1.0k
s
1.3k
c
7.2k
d
6.9k
e
1.7k
f
1.4k
g
4.6k
t
17.9k
x
9.3k
u
1.5k
w
3.6k
v
2.8k
y
9.3k
z
20.0k
jj
6.8k
kk
1.6k
ii
2.2k
hh
1.8k
gg
1.1k
ff
1.2k
ee
9.9k
dd
4.9k
cc
1.6k
bb
0.6k
aa
0.7k
tt
23.2k
ll
8.9k
mm
23.9k
oo
3.2k
pp
13.9k
qq
5.1k
rr
1.2k
ss
2.4k
vv
2.6k
uu
3.5k
h
ij
kl
0.9k
1.5k
0.8k
0.8k
0.8k
c2
g2
x1
y1
z1
ee2-6
tt1
ll1
mm1
mm2
nn
10.6k
0'100' 100' 200' 3
SCALE
Soft Site Map w Tags
Hempstead Rising
Summary of Existing Buildings designated by the
Village Comprehensive Plan Update of 2008 as
“Soft Sites”appropriate for redevelopment
One initial step in the RDUA revitalization process is to analyze the existing uses that
presently lie within the Downtown. The RDUA team uses both Geographical Information
Systems (GIS) Data and feet on the streets physical investigation to determine the current
use square footages for each building in the North Main Street Urban Renewal Area. When
analyzing buildings consideration was given to the soft sites that lie both within 26 acre
North Main Street Urban Renewal Area as well as those identified for the entire downtown
in the Village’s Comprehensive Plan updated in 2008.
In addition to identifying the residential, retail and commercial square footages that exist
the RDUA team has taken a large step forward in the process of meeting with property owners
to both confirm current uses and discuss the potential for added value development strategies.
The below charts display the parcel and use details for each property studied. This data will
be essential in determining additional uses that build upon current uses in the creation of a
truly vibrant environment that offers an extensive variety of live, work, shop and play options.
Existing Uses
34
BLOCK
174
MAP
34
BLOCK
176
MAP
34
BLOCK
191
MAP
34
BLOCK
192
MAP
34
BLOCK
178
MAP
34
BLOCK
187
MAP
34
BLOCK
188
MAP
34
BLOCK
189
MAP
34
BLOCK
190
MAP
34
BLOCK
194
MAP
34
BLOCK
193
MAP
34
BLOCK
290
MAP
34
BLOCK
291
MAP
34
BLOCK
195
MAP
34
BLOCK
522
MAP
34
BLOCK
33202
MAP
34
BLOCK
330
MAP
34
BLOCK
292
MAP
34
BLOCK
331
MAP
34
BLOCK
338
MAP
34
BLOCK
33303
MAP
34
BLOC
33302
MAP
34
BLOC
33301
MAP
34
BLOCK
33201
b
8.5k
a
5.6k
m
2.4k
r
1.5kq
0.9kp
0.9ko
0.8k
n
1.0k
s
1.3k
c
7.2k
d
6.9k
e
1.7k
f
1.4k
g
4.6k
t
17.9k
x
9.3k
u
1.5k
w
3.6k
v
2.8k
y
9.3k
z
20.0k
jj
6.8k
kk
1.6k
ii
2.2k
hh
1.8k
gg
1.1k
ff
1.2k
ee
9.9k
dd
4.9k
cc
1.6k
bb
0.6k
aa
0.7k
tt
23.2k
ll
8.9k
mm
23.9k
oo
3.2k
pp
13.9k
qq
5.1k
rr
1.2k
ss
2.4k
vv
2.6k
uu
3.5k
h
ij
kl
0.9k
1.5k
0.8k
0.8k
0.8k
c2
g2
x1
y1
z1
ee2-6
tt1
ll1
mm1
mm2
nn
10.6k
Soft Site Map w Tags J a c k s o n S t r e e t
B e d e l l S t r e e t
C o l u m b i a S t r e e t
K e l l u m
P l a c e
U n i o n P l a c e
N.Franklin
St

Tax Benefits of Comprehensive Redevelopment
Missed Opportunities for Revenue Distribution Map
Missed Opportunities for Revenue
The map below and associated spread sheet (right) both detail the current Property
Tax income to the Village of Hempstead based on existing land use in the North Main
Street Urban Renewal Area. Significant land mass accounts for little to no property
tax income for the Village and School District. This same problem exists throughout
the FGEIS Study Boundary.
Significant portions of the NMSURA consist of under utilized parking lots which bring in little to no income for the Municipality. Additionally, many
properties in the North Main Street Urban Renewal Area receive significat tax exemptions. A detailed study of the area demonstrates that the Village
and School District receive only 50% of the total potential Tax revenue from properties today, this is detailed in the Tax Assessment Data Chart (above).
If the under utilized parking lots were to be developed to their Highest & Best Use the Village could realize a significant increase in its tax base even
without changing the status of the tax exempt properties in the area.
The Final Generic Environmental Impact Statement adopted by the Village in 2009 estimates that the net tax benefit to the community could be in
excess of $7,000,000 per year. The North Main Street Urban Renew Area only represents a portion of the opportunity discussed in the FGEIS, however,
these two graphics clearly demonstrate the potential for net property tax benefits for the Village upon implementation of a comprehensive mixed-use
redevelopment in downtown.
Residential Commercial TOTAL
(a)Total Revenues $26,451,600.00 $2,662,800.00 29,114,400.00
(b)Total Expenditures $19,813,974.06 $2,186,873.95 22,000,848.01
Netcontribution(a-b) $6,637,625.94 $475,926.05 $7,113,551
Land Use Ratio (Exp/Rev) $1 : $0.75 $1:$0.82 $1 :$0.76
Potential NetTax Revenue for the Downtown Redevelopment as Identified in the
Village of Hempstead FGEIS
Number of
Properties
Assessed
Value
Non School School Total
Actual Tax
payment
Total Tax
Exemption
103 $575,709 $397,239 $2,440,563 $2,837,802 1,477,865$ (1,359,937)$
Tax Assessment Data

Hempstead Rising
Transit Oriented Development Opportunities
The Village of Hempstead possesses
transit assets that are unmatched
within the region. Providing a true
multi-modal center that includes
the Long Island Rail Road and
Nassau County’s bus HUB, the
downtown is exceptionally well
positioned to capitalize on regional
and national trends that support the
creation of mixed-use
neighborhoods anchored by transit
opportunities.
The existence of both rail and bus
transit will support all uses within
the downtown, creating a true
walkable neighborhood. There is a
high demand for residential options
within proximity to transit, as such
a location lessens or eliminates the
need for the automobile (and the
associated cost in excess of $10,000
per year to own and operate a
vehicle). The opportunity for
residents to walk to the train or bus
to get to work (including direct
access to Manhattan via the LIRR) is
a huge economic advantage as
compared with other communities
within the region.
The proximity of transit also
provides additional opportunities to
capture commercial tenants, who
strongly desire locations that
provide a work-live environment
(whereby employees can walk to
work) enhanced by transit
connections. In fact, national trends
support a return to downtown
employment centers as opposed to
isolated suburban office buildings
and industrial parks, creating a
scenario where the Village can
capture a significant percentage of
regional tenants who desire a
location within a walkable, mixed-
use transit oriented environment.
Local Businesses & Local Jobs are the Keys to a
Successful Downtown
995 Existing
Businesses
Redevelopment Opportunities
JOBS! JOBS! JOBS!
Downtown Hempstead is a major generator of small, independently
owned businesses. The RDUA team believes strongly that the overall
success of any downtown revitilization must include the existing business
owners and local employment base. The best way to increase jobs for
local residents currently struggling to find work is to provide the tools for
existing businesses to grow and continue to hire locally. Kennedy Smith
of the CLUE Group has provided preliminary studies of the existing
business base so we can begin to understand what is missing in the
market and then help business owners provide it.
Entrepreneurship is Strong In Hempstead
The US Census Bureau’s Economic Census (conducted every five years, in
years ending in -2 and -7) collects data only from businesses with
employees. Because the owners of many small, independently owned
businesses take owners’ draws, rather than paying themselves salaries,
most of these businesses are not classified as“businesses with employees”
and are therefore not included in the Economic Census. The discrepancy
between the number of business entities in the overall Village of
Hempstead that are included in the 2007 Economic Census (854 in all of
Hempstead) and the number of business entities just within one-half
mile of the intersection of Jackson and Main Streets (995-see table)
provides one indication of the number of small, independently owned
businesses in downtown Hempstead and of the district’s role in cultivating
and supporting small, independently owned businesses.
It is logical to assume that, with the availability of new housing, proximity
to transit, and proximity to an expanded range of retail and service
businesses and amenities, downtown Hempstead will continue to serve
this important role as a business incubator.
Businesses Located within a 1/2 mile of Jackson &
Main
Category Count Percent
Accounting + tax services 9 0.9%
Attorneys 27 2.7%
Automotive 49 4.9%
Bail bonds 5 0.5%
Communication 10 1.0%
Construction 38 3.8%
Education 26 2.6%
Entertainment 12 1.2%
Financial 35 3.5%
Government 43 4.3%
Grocery 19 1.9%
Hair + nail care 49 4.9%
Industry 15 1.5%
Information + media 7 0.7%
Insurance 6 0.6%
Medical services 90 9.0%
Misc professional services 152 15.3%
Nonprofit organizations 44 4.4%
Other services 46 4.6%
Real estate, management, and real estate services 33 3.3%
Religious institutions 47 4.7%
Restaurants 58 5.8%
Retail stores 131 13.2%
Social services 18 1.8%
Transportation 14 1.4%
Travel agencies 9 0.9%
Wholesale 3 0.3%
Totals 995 100.0%

It’s YOUR $100 Million
Nassau County is expected to add
new residents and jobs over the
next 25 years, increasing demand
for office space. Although Nassau
County suffered significant job
losses during the recent
recession, the New York
Metropolitan Transit Council
projects that Nassau County will
add 154,000 new residents and
89,000 new payroll jobs between
2005-2035.
Spend Local = Earn Local
RDUA has heard the community’s desire to once again see downtown Hempstead as a center of retail and
commercial activity reflecting the Village’s history as the Hub for Nassau County and the region. To achieve this
aim, it is essential that the right mix of uses are provided, including a significant residential population
downtown. Without this critical mass of residents, there is mechanism to support retail and commercial
activity. However, with the right range of mixed-income residential options, independent retailers (“mom and
pops”) can once again not only survive, but thrive within the downtown.
Village Residents Currently Spend over $100,000,000 everyYear
inotherCommunities
KeepYour money here!
The commitment to support local main street businesses can be hard to
come by these days. Malls, Big Box stores and national chains have
eroded the character of American Downtowns since the mid 1950’s. The
Village of Hempstead needs to make a choice to support local
entrepreneurs located within the Village. When you shop at a national
chain your money is going straight to Wall Street! Local business owners
support the local community where national chains will not. These
businesses provide quality local employment, they support local religous
and civic institutions, they invest in their homes, coach soccer programs
and run for local government.
RDUA is committed to encouraging the growth of local businesses
currently residing in the Village. According to the Market Analysis
prepared by the CLUE Group, Village residents, visitors and businesses are
consistently spending over $100 million at businesses located outside of
the Village boundaries. which could be captured by the village businesses.
This trend erodes the existing tax base, discourages businesses from
reinvesting in the community and further extends the commercial
downturn that began in the 1950’s with the arrival of the Roosevelt Field
Mall and continues today. Despite the loss of major department stores
and many categories of retail & entertainment venues, the Village has
maintained its commitment to entrepreneurship, evidenced by the
existence of almost 1,000 businesses within a 1/2 mile walk of the Transit
Hub.
To begin the transformation from exporting retail dollars to help existing
and new businesses the Village must initiate the following opportunities:
Gateways: Hempstead’s revitalized downtown must be
marked by strong gateways and should offer unique
goods and services in an attractive mixed-use
environment
Significant Demand for Retail Options: A number of
factors suggest significant potential for downtown
retail growth, including a lack of retail options currently
available downtown along with significant retail leakage
“This Village is experiencing sales leakages in almost all
major retail categories” -Kennedy Smith, CLUE Group.
More Offices, Employees and Residences: Downtown
retail would benefit from the presence of downtown
area workers along with the addition of significant
additional residential options
Complementary Retail: New, downtown retail would
likely complement and not compete with existing auto-
oriented businesses.
Conclusion: “The time is ripe for development of a
distinctive, exciting mixed-use town center in
Hempstead”

Opportunities to Work & Play Downtown
Commercial Market Opportunities
Hempstead has a unique opportunity to capitalize on market trends that
demonstrate significant growth potential for industries that may be
attracted to relocating to a mixed-use, urban setting. The Village of
Hempstead already possesses a strong entrepreneurial base of residents
and a transit oriented location that will prove increasingly attractive to
larger industry looking to improve the cost of living and quality of life for
their employees.
To achieve the true potential for Downtown Hempstead, there will be a
need to create strong synergies, destination draws, and increased
exposure in order to build the market for office uses. It should be noted
that the same mixed-use environment that is likely to attract housing
demand in downtown Hempstead is also going to help attract businesses
and office tenants which will grow the commercial base (many of whom
will be the same people that are going to rent or buy housing downtown).
Initial phases should also focus on building partnerships with growing
industries such as health care and minority growth industries such as
fashion and applied arts.
The dearth of retail, dining and entertainment activity and especially
housing deadens street-fronts and reduces pedestrian activity. The lack
of an existing, vibrant business mix also limits the opportunity for
additional office uses, although a comprehensive redevelopment plan
would likely overcome this issue.
Office uses currently constitute the largest percentage of current non-
residential tenants in downtown Hempstead. More than half of downtown
Hempstead’s current business entities use office space exclusively (or
almost exclusively). The district’s accountants, insurance agencies,
Hempstead Rising
Hospitality Opportunities
Quality boutique hotels are the mark of
a successful vibrant downtown. The
revitalization of downtown Hempstead
will create a walkable, mixed-use
neighborhood that provides a unique
setting within the region. When this
redevelopment vision is combined with
the existing economic and cultural
assets within the Village, the stage is
set for the successful inclusion of hotel
and hospitality components within a
reinvented downtown.
Hempstead’s proximity to New York
City along with it’s reemergence as a
shopping and entertainment
destination will fuel demand for
travelers to come and stay. These
visitors will attract unique retailers
that are more suited toward tourists as
opposed to local residents and
employees.
Additionally, a hotel will help attract
Class A Office tenants and serve the
needs of local Institutions of higher
learning and the multitude of medical
systems in the surrounding area.
√
ECONOMIC DEVELOPMENT
Vibrant commerce
Great Places
• Create substantial economic value through redevelopment
• Create diversity of use
• Incorporate quality public spaces and civic activity
• Foster a sense of safety and security
medical offices, government agencies, attorneys, and other office users
account for 51.3 percent of all the district’s non-residential tenants (Table
2). We would anticipate that the overwhelming majority of these office
users, who are already familiar with the benefits of downtown
Hempstead’s transit-friendliness, will remain in downtown Hempstead
during and after its redevelopment.
The district lacks Class A office space. There does not appear to be any
Class A office space in downtown Hempstead and very little Class A office
space elsewhere in the city.
Current downtown office rents appear to be below Nassau County’s
averages. According to COSTAR and Loopnet.com, recent actual rents and
current asking rents range between a low of $10.00/square foot to
$28.57/square foot, with an average of $16.82/square foot and a median
rent of $17.75. Cushman & Wakefield’s 1st quarter 2011 analysis of the
Long Island office market states that the average asking rate per square
foot in Nassau County was $30.72 at the beginning of 2011.
Demand for a variety of types of downtown office space has considerable
elasticity. Hempstead is home to scores of educational institutions,
research institutions, and leading-technology industries, providing a
fertile environment for development of spin-off, symbiotic, and
supportive businesses. With the new housing and amenities of a mixed-
use district bolstering downtown Hempstead’s existing transit strengths,
and with a comprehensive strategy in place for positioning downtown
Hempstead as a business growth center, we believe downtown Hempstead
could potentially support more office space than supply/demand gap
analyses might otherwise suggest.
The regional office market appears to be improving. According to Cushman
& Wakefield’s 1st quarter 2011 analysis of the Long Island office market,
the overall office vacancy rate rose in 2010 - but dropped in the last
quarter of 2010. Cushman & Wakefield reported other signs of recovery in
Long Island’s office market, also, including overall absorption of more
than 300,000 square feet in the first quarter of 2011, the first time Long
Island has experienced positive absorption in four years.

Downtown Hempstead is extremely well positioned to capitalize on
recent market trends that point toward a strong demand for downtown
living within walkable, mixed-use neighborhoods. Demand for a more
urban lifestyle as opposed to the sprawl development pattern that has
dominated the nation’s landscape for much of the past 60 years is
growing. To accurately determine the potential absorption ability for
new residential options within a revitalized downtown Hempstead, RDUA
and Zimmerman Volk Associates will perform full market studies. These
studies will be designed to address the needs and desires of current as
well as future residents.
As detailed in the the Village’s Downtown Vision and Comprehensive Plan
Update, RDUA believes that a mix of residential options is most
appropriate for downtown development. A selection of rental and home
ownership opportunities should be provided for a range of incomes.
As detailed on the following page, the FGEIS and Comprehensive plans
studied percentages of each type of unit with a weighted average in favor
of one bedroom and studio apartments. Smaller apartments allow for a
greater distribution of residents throughout the downtown. This
distribution is the key to two principles of smart downtown planning.
First, the greater distribution of units allows a builder to keep the heights
of most of the buildings to a range of 3-5 stories. This type of low rise
construction keeps construction costs low and the cost savings can then
be passed on to the end user. Second, the distribution of residential units
provides for a greater distribution of “eyes on the street”. Residents who
take pride in where they live help to keep a neighborhood safe. by
spreading the residential units throughout the entire downtown no part
of the area will be vacant and therefor force criminal elements to move
out of the downtown development zone.
The changes in market preferences combined with a lack of downtown
housing options within Long Island create a significant opportunity for
Hempstead to provide residential product that is in high demand – and
very limited supply.
Residential Market Opportunities
Thevitalityofdowntownsisdependent onthe
fine-grainedmixofuses-rental andownership
dwellingsofavarietyoftypes,andshopping,din-
ingandentertainmentuses -allconnectedina
high-density,pedestrian-friendlypatternofurban
streetsandblocks.

Residential Market Opportunities
Rental
Rental options, addressing immediate local needs, will drive the early
phases of residential construction as value is built for for-sale
opportunities in the future. This is true for the following reasons:
• New rental housing is the linchpin of urban redevelopment and should
be introduced to the market as quickly as possible.
• Rental apartments are required for the establishment of “critical
mass,” because rentals are absorbed at higher rates than for-sale
units.
• Rentals are the fastest way to bring a large number of households to a
downtown.
• Rentals allow households to experiment with living in an area without
the mortgage commitment of home ownership.
• Declining home values create a lack of confidence in the for-sale
market.
• Renters form a pool of potential purchasers of for-sale condominiums,
and townhouses that can be built in later phases, when the market
has recovered.
• Attainable priced options especially for young local workforce and
senior population
Home Ownership
Home Ownership opportunities are important for all downtowns. The
current financial markets prohibit immediate significant development of
condominiums and town homes however, as the markets improve there
will be significant opportunities for Hempstead residents to purchase a
home. A range of options will make home ownership affordable and
attractive to individuals in a full mix of economic classes.
Residential Unit Mix from FGEIS
Studio 20%
1 Bedroom 30%
2 Bedroom 40%
3 Bedroom 10%
The mix of income range percentage, rental and condominium
percentages were not addressed however it is stressed that there should
be a reasonable mix of all types.
Hempstead Rising
√ Housing for Everyone
• Mix of income range
• Mix of rental & ownership
• Mix of low and mid-rise units
Housing Mix should Provide Many Options
“Rental units, are a significant driver of value for
downtown commercial as well as future condominium
sales. Renting for a few years can help establish a good
credit history for the future first time home buyer in the
Hempstead market.”

An Inclusive Community Planning Process has Begun
Community Organizations & Stakeholder Meetings RDUA Project Office
Town, County and State Stakeholders
Adolfo Carrion – Director HUD, NY/NJ
Deputy County Executive- Robert walker
Larry Levy-Hofstra
Richard Guardino - Hofstra
John Durso & Roger Clayman-AFL-CIO
Jim Castellane-Building Trades
Mark Herbst – Long Island Contractors Association
John Cameron - Cameron Engineering
Mike White/Cara Longworth-LIRPC
LIRPC-Presentation
LI Index & Dave Kappell
Sarah Lansdale- Sustainable LI/Suffolk County Planning Director
Andrea Lohneiss-Empire State Development Corp
Gerry Petrella- Chief of Staff, Long Island for Sen. Schumer’s Office
Joseph Kearney – Nassau County Dpty County Executive
Ray Thomas – Nassau County Community and Economic Development
Carl Schroeter – Nassau County Dept. Of Real Estate
Patrick Foye (Former Dpty. County Executive, Now with NYS ESDC)
Jay Jacobs – NYS/Nassau County Democratic Leader
Deputy Inspector Kenneth Lack – Nassau County Police Department
Adrienne Esposito – Citizens Campaign for the Environment
Guggenheim Museum
Yemi Green –Village General Contractor
Small Business Development Corp.
Kendall Lankin- Executive Assistant to Town Supervisor Murry
Boces
Marty Cantor-LIBN
NY Newsday
NY Times
Parties Interested in Participating in the
Redevelopment
South Nassau Community Hospital – Letter of Intent
NYS CLC (Dan Cohen) – Affordable / Market Rate Housing, non subsidized. Scheduling a
site tour
Mill Creek Residential (Formerly Trammel Crow)
Peter Florey
M1 Homes
Centrum Development
Kimco Realty
Hempstead Stakeholders
ABBA- Rev. Reginald Benjamin
African American Museum
Hempstead Chamber of Commerce
Hempstead Promise Neighborhoods
Hempstead EOC
Hempstead Housing Authority (Including Cornell Bozier)
Hempstead NAACP
Hemsptead Hispanic Civic Assoc
Hispanic Counseling Center
Hempstead New Democrats
Hempstead Public Library
Lee Baum
Legislator Kevan Abrahams
Legislator Robert Troiano
Councilwoman Goosby
Village Attny and DPW Director
Police Chief Wing-Village
Larry Montgomery- Community Journal
Hempstead Community Housing Fund
LIRR/MTA
Long Island Housing Partnership
Greater Hempstead Housing Fund
Hempstead Republican Club
Judea Baptist Church
NY Communities for Change
Pastor Reilly
Reverend Patrick Duggan
Multitude Pastors/Church Leaders
Black Women Enterprises
Property Owners
EOC- Iris Johnson-Larry Burns-Sondra Townsend-Browne-LaVonne Erskine
186 Main- Ace Arc Welding
151A Main Street- NW corner Columbia & Main - Multiple Owners
153-161 Main Street
54 Main-SE corner Fulton & Main
Jasleen Anand ESQ-representing several other property owners- neighbors of 54 Main
Expressions- NE Corner Main & Bedell
Dell Bus- SW Corner Main & Bedell
Snowhous-Triangle at Old Franklin and N Franklin
Nagasaki-SW Fulton and Main
Martin Ain-Multiple Properties
Sam Glass-Multiple Properties
43A Main St –Patrick Payne
Bedell/N Franklin Corner – Autoshop
Miller, Esq, 41 W. Columbia
Wiediger Auto Group- Multiple Properties (old Jaguar Dealer)
LAU Investment Group- Multiple properties
Bob Savino- Multiple Properties
Future Meetings (Either Calendared or Being
Scheduled):
Superintendent of schools
Ken Adams – CEO NYS ESDC
the Village of Hempstead School Board
While Planning for downtown Hempstead is in its conceptual stages, the process
to date has been an inclusive effort focused upon early engagement of community
stakeholders. The RDUA has met with dozens of groups and hundreds of
individuals, as is demonstrated by the following meeting list of Community
Organizations and Stakeholder meetings conducted to date:
The goals of these meetings are to:
• Inform the public about the redevelopment efforts
• Elicit information about what the community would like to see happen in their
downtown
• Listen to and address any community concerns that relate to the redevelopment
of downtown
• Inform Business & Property Owners of our desire to work together for the
benefit of the redevelopment
In addition to reaching out to the community via stakeholder meetings, RDUA
has opened a Public Informational Office at Main Street and E. Columbia. Open
6 days a week, this office provides the opportunity for residents and business
owners to stop by, ask questions of the development team and become involved
in the process.

A key component of RDUA’s innovative outreach methodologies is our
Crowdsourced Placemaking program, “Hempstead Rising.” Modeled after
the nation’s first ever Crowdsourced Placemaking program, conducted for
a large scale downtown redevelopment in Bristol, CT, Hempstead Rising
is the region’s first such program.
“Crowdsourcing” or Crowdsourced Placemaking is “the act of taking
development traditionally performed by real estate institutions and
sourcing it to a large, undefined community with shared values... to
transform exciting places into “places for the soul” that uplift and help us
connect to each other.”
Hempstead stakeholders have begun joining forces to create a shared
vision for revitalizing Downtown Hempstead from a place you drive
through into a place you drive to. The Hempstead Rising, community is
engaged in sharing their input on the Downtown project at in-person
meet-ups and Hempstead Rising’s social media portal, HempsteadRising.
com.
DowntownHempsteadSurvey.com, is a separate survey site where
registered members have the ability to propose and vote on ideas for the
Downtown. Together, Hempstead Rising members are essentially
planning their own Downtown.
Hempstead Rising and Renaissance Downtowns/UrbanAmerica share a
Triple Bottom Line philosophy: socially, economically and environmentally
responsible development. Subscribing to such values will provide
significant benefits to the Hempstead community, consistent with the
creation of a vibrant, walkable, mixed use environment.
Crowdsourced Placemaking: A Platform for Posi-
tive Change
An Inclusive Community Process has Begun
In addition to Hempstead Rising, RDUA is working with existing
community organizations for their outreach efforts. Two such examples
of these efforts are the African American Museum, which is working with
RDUA to engage both youth and their parents in the process. RDUA is also
working with the EOC & the Hispanic Civic Association to support their
community garden efforts with the intent to have a community garden
up and running by the end of June, 2011.
Working with Community Organizations
Hempstead Rising
“A redevelopment in Hempstead
would make it look better there are
stores that look broken down so we
need a new look that’s like the CITY
of Hempstead.”
-Melody Sanders, Age 46
“It will provide a better future for
youth and help them to be proud of
where they come from.”
-Shaqueena Edwards. Age 22
“It will allow people of my age group
a better chance to start their own
businesses and also get jobs.”
-Amira Smith, Age 17
CommunityVoices for Revitalization

The Parks, Open Space and Recreational Committee focuses on adding vibrancy to the Downtown through the
creation & activation of public spaces, and testing their feasibility. Recognizing how important public and
recreational spaces are to any community, The Parks, Open Space, and Recreational committee can gear their
efforts toward programing the space.
The RDUA planning consultant Project for Public Spaces (PPS) has conducted research to determine that 80
percent of the success of a public space hinges on proper management and smart programming. That is why the
Parks, Open Space, and Recreational committee will likely work with PPS on implementing temporary programs
to test the market for such amenities.
The Cultural Committee will focus on progressing current Cultural and
Entertainment programming and venue options in the Downtown and
exploring options for new venues and events. Working with the ideas of
the Hempstead Rising community the Cultural & Entertainment
committee will help determine the viability of these cultural and
entertainment options, write grant applications and work with local
entrepreneurs to find creative way of bringing ideas to life.
The Green Initiatives Committee will focus on options for the downtown
that increase livability and foster an eco-friendly destination. Rooftop
agriculture and community gardens will brig fresh produce to a downtown
market and the exploration of new technologies like geothermal heating/
cooling systems and rooftop photo-voltaics will bring national attention
to the redevelopment efforts. Infrastructure technologies such as the
separation and recirculation of “grey” water will reduce the burden on the
sewer & water system by up to 90%.
The Minority Contractor Committee will focus on helping local minority construction firms prepare for and attain
construction contracts during the redevelopment construction period. Often these firms will need assitance
attaining bonding, insurance and mobilization financing. They will need legal representation for contract
negotiation and potentially other services such as bookkeeping, payroll, cost tracking and the like.
The goal of this committee will be to help those local firms interested in working on the downtown, prepare for
the future. The inclusion of these local firms is of great importance to Renaissance Downtowns/UrbanAmerica.
Parks, Open Space & Recreational Committee
Cultural & Entertainment Committee
Green Initiatives Committee
Minority Contractor CommitteeJoin Hempstead Rising & Committees

Hempstead Rising Community & Committees
The Public Outreach Committee will focus on a spectrum of public outreach initiatives that encourage the public
to participate in the revitalization of Downtown Hempstead. A primary responsibility of their efforts will be to
reach a far-ranging cross section of Hempstead stakeholders and communicate to them the importance of
supporting their desired Downtown amenities. The Public Outreach committee can often provide constructive
input into adapting a friendlier experience on HempsteadRising.com
These committee members can also offer assistance in capturing the voices of the non-computer savvy community
members through face to face meetings. The committee can collaborate on the design and implementation of
vendor materials including banners, standing signs, brochures and mini-cards for distribution. Public
participation is an integral component to every successful downtown and committee members can converse on
the implantation of in-person, technological, and media based outreach tools, while harnessing and analyzing
public feedback for outreach initiatives.
The Economic Development Committee focuses on improving and growing
the economic vitality of the Village of Hempstead by determining
strategies that retain existing businesses, attract new business, and
promote local spending. Through remaining firmly in sync with the Triple
Bottom Line approach, the Economic Development Committee’s core
concentration on generating local economic stimulators.
Through the suggestions of the Hempstead Rising community, the
Economic Development Committee can research the prospects of building
upon the Village’s existing unique independent retail and business base
provide the ingredients to encourage a vibrant live, work, shop, learn and
play environment.
The EDC will also work to ensure that local residents get the good jobs
that they deserve. Members of this committee will reach out to current
and future employers located in the Village to promote local job growth
and career training.
A sub-committee will be formed to address construction jobs specifically.
Jobs & Economic Development Committee
Public Outreach Committee
The Transportation Committee will focus on both public and private
transportation options in and around the Village to ensure that those
residents who rely on public transportation will have access to it. Recent
talk of cutbacks in the LI Buss schedule will not only hurt those Village
residents who use the bus to get to work but it will also hamper the
ability of non-residents to take the bus to hempstead to shop and enjoy
the redeveloped downtown.
Transportation Committee
Hempstead Rising

There has been an ongoing shift from suburban
living, to downtown living. The “fundamental
transformation of American households is likely
to continue for at least the next several decades,
representing an unprecedented demographic
foundation on which cities can rebuild their
downtowns and in-town neighborhoods.
From Suburban
to Downtown
Community Involvement is the Key to the Success of this Program becauseYour Ideas
BecomeYour Downtown
SomeNextsteps:
1. Join www.DowntownHempsteadSurvey.com
2. Start Supporting your local Downtown Businesses NOW
3. GetYour Friends & Family Involved
4. Work with RDUA to decide how to incorporate your retail & business Ideas into the Master Plan
How YOU Can Benefit from the Renewal of Downtown!
The current mix of uses within downtown include a vibrant, albeit
struggling retail community with a lack of a true commercial base.
There are many “missing teeth” within downtown represented by
vacant or under utilized buildings, parking lots and other missing
ingredients that lend to a lacking sense of place throughout the
downtown. Utilizing proper planning and economic development
principles, including the introduction of new residential, retail and
commercial options, the local economy can be transformed, creating
a substantial and sustainable commercial base that will contribute
significantly by increasing the tax base for the Village. This
introduction of residential uses will further bolster the retail and
commercial opportunities by creating a safer and more secure
environment, as it creates “eyes on the street” through the presence
of residents in a traditional neighborhood setting.
Using new & powerful internet based tools, developed exclusively for
RDUA, Village residents, current business owners and future business
owners will be able to market new ideas, build support for those
ideas and see what ideas others are talking about. www.
DowntownHempsteadSurvey.com will be your window into the
future.
All residents are encouraged to sign up for the web site. Members of
the site will be able to post ideas for the Downtown then vote on
other members ideas. The results are tallied in real time for all to
see. RDUA will perform feasibility studies for all ideas receiving
enough votes and incorporate those ideas into the final plan.
Additionally, an aspiring entrepreneur can watch the market and
react by providing those goods and services which have been
identified by the web site members.

Community Voices
Hempstead Rising
Los Amigos Grocery
156 Main St.
Ramon Torres “If this place becomes better and clean more people will come here to eat.”
Luv Lee’s Variety
154 Main St.
Adee “It will be very nice to see the area cleaned up it will keep businesses running and people continuosly visiting these businesses.”
Checks Cashed
Dee Dee “It will attract more people to my business.”
Village Pizza
63 W. Columbia St.
Jose Barbosa “It will help a lot when the people get off the LIRR or MTA bus because they will visit this street more.”
Bags & Toys
152 Main St.
Moon “The redevelopment will make the village more attractive and of course bring me more business.”
“If the development helps to remodel my restaurant and expand my business it will help me.”
Texas Chicken & Buscuits
148 Main St.
Ahmad Aziz

“The constant flow of people that will result from this
redevelopment will help my business to grow.”
55 W Columbia St.
Shirley Rodriguez

H e m p s t e a d : A N a t i o n a l M o d e l f o r R e v i t a l i z a t i o n
Before

Residential Commercial TOTAL
(a) Total Revenues $26,451,600.00 $2,662,800.00 29,114,400.00
(b) Total Expenditures $19,813,974.06 $2,186,873.95 22,000,848.01
Net contribution (a-b) $6,637,625.94 $475,926.05 $7,113,551
Land Use Ratio (Exp/Rev) $1 : $0.75 $1:$0.82 $1 :$0.76
Village Planning - A Step Ahead
LEAD AGENCY’S FINDINGS STATEMENT WITH RESPECT TO ADOPTION OF THE DOWNTOWN VISION AND
COMPREHENSIVE DEVELOPMENT PLAN Adopted November 3, 2008
The Plan provides a long range blueprint for physical and economic development in the Village and a tool by
which development projects can be advanced in the downtown. Key development objectives include:
encouraging mixed use development in the downtown; taking advantage of compact building design;
providing a range of downtown housing opportunities and choices; strengthening and directing commercial
development toward the downtown core; maximizing development potential through targeted transformation
of underutilized sites (parking lots, obsolete structures, etc.); enhancing existing parks and open spaces
to improve connections to local and regional open space networks; and providing a variety of
transportation options and enhanced access, mobility and safety for both motorized and non-motorized
street users.
The intent is to encourage redevelopment of vacant and ‘soft’ sites, including underutilized surface parking
lots, buildings which are vacant or with low occupancy rates, dilapidated properties and parcels which do not
fully utilize the floor area permitted under current zoning.
The Proposed Action will restrict building heights to 120 ft within 1/4 mile radius, and 85 ft within a 1/2 mile
radius of the Hempstead Transit Center. Residences will be permitted in the Study Area to foster a mixed use
community and enliven the downtown, and help advance the Village’s goal to create a range of housing
opportunities and choices. Redevelopment of vacant and underutilized parcels with existing infrastructure
available will provide a balance of land uses that support each other, as well as substantial economic
benefits in terms of job generation and new tax revenues for the Village, thereby stimulating the local
economy.
The Proposed Action will yield a net build-out capacity of 382,100 sf office, 283,600 sf retail, 4.408,600 sf
residential (3,917,000 sf apartments and 455,800 sf townhouses) which could be realized in the Study Area.
The Proposed Action will also include 2,569,000 sf allocated to 7,340 parking spaces (assuming four cars per
1,000 sf of retail, two cars per 1,000 sf of office, one car per 1,000 sf of residential and two cars per townhouse
unit).
Fiscal Impacts
The Proposed Action will generate a positive net fiscal return to the Village. Residential development is
expected to generate $0.75 in costs per dollar of revenue it produces for the Village. For every dollar of
revenue generated by commercial land uses of the Proposed Action, $0.82 is required in public services.
Below is a comparison of revenues and costs for residential versus commercial land uses.
The Lead Agency finds that the Proposed Action will result in new development associated with an increased
residential, employment and visitor population. Taxes generated by the Proposed Action will be a new source
of revenue to the Village and will help offset the cost of additional services such as police, fire, recreation,
public works and schools necessary to support the Proposed Action.
NO ACTION ALTERNATIVE
No beneficial impacts of the Proposed Action would be realized under the
No Action Alternative. Maintaining existing land uses and zoning will not
improve the visual character of the Study Area. Additional traffic volumes
on surrounding roadways associated with the Proposed Action would
not occur if the Study Area were to remain in its current underutilized
condition. The lack of new development, however, would preclude the
additional meaningful economic and fiscal contribution in terms of
increased employment opportunities and annual tax revenues. The No
Action Alternative would marginalize financial assets in Hempstead.
In May 2008 the Village of Hempstead completed a Downtown Vision and Comprehensive Development Plan Update, setting in motion a series of events
and studies which have led to the presentation of this Master Conceptual Plan prepared by Renaissance Downtowns/UrbanAmerica.
This forethought has placed the Village a step ahead of most municipalities in the United States. Across the country, communities are looking towards
re-developing thier downtowns to attract employment for local residents, provide opportunities for local contractors, increase capital for needed
infrastructure improvements and provide releif from out of control property tax increases. As elected officials and civic and business leaders try to pull
their communities out of the worst economic downturn since The Great Depression, the Village of Hempstead is prepared to do it.
The following paragraphs are excerpts from the adoption of the findings of the Village Final Generic Impact Statement. As stated earlier in this document,
it is the intent of RDUA to, at all times, plan within the geographical and objective boundaries of the adopted findings contained within the FGEIS.
Preliminary RDUA Study Area Boundary Downtown Streets Network DiagramAerial Photo With GEIS & Urban Renewal Boundaries

√
RDUA Master Conceptual
Plan ConsistenT with
Comprehensive Plan
The strategies identified in the Downtown
Vision & Comprehensive Plan Update and
North Main Street Urban Renewal Area Request
For Proposals and listed above have been the
guiding principles for the RDUA Master
Conceptual Plan
The Strategies as Identified in the DowntownVision
and Comprehensive Plan Update & Request For
Proposals
STRATEGY: RESPECT THE HISTORY
Creatively celebrate all aspects of Hempstead’s rich history by protecting and
incorporating iconic buildings into redevelopment plans and celebrating events as
well as significant structures.
STRATEGY: RETURN TO THE CENTER OF NASSAU COUNTY
Make Downtown Hempstead a location for living, working, shopping and playing
in Nassau County by providing opportunities for residential living in Downtown;
increasing density around transit and supporting job creation uses
STRATEGY: BREAK DOWN THE LARGE PEDESTRIAN UNFRIENDLY BLOCKS
Direct and interconnected blocks will make it easier and more attractive for
pedestrians to walk to shopping as well as to and from transit. To achieve this,
blocks should be no longer than 300-500’. Constructing a new mid-block north,
south pedestrian connection where there is currently just surface parking will
reduce the excessive length of east west blocks in the Downtown and improve walk
ability.
STRATEGY: CREATE A MIXED USE DOWNTOWN BY INTRODUCING RESIDENTIAL USES
WITH GROUND FLOOR RETAIL
A mix of uses will promote a neighborhood where residents can live, shop and
work within walking distance of each other. Mixed use neighborhoods also allow
visitors to ‘park-once’ and walk between destinations
STRATEGY: CREATE A ‘SIGNATURE’ PUBLIC SPACE AT THE TRAIN STATION
A signature open space can help to support a unique identity for the Village and
sense of arrival for passengers arriving by transit. Currently travelers are greeted
with a large surface parking lot. This lot can be re-irnagined as a village green
welcoming residents and visitors alike and signaling that they have arrived in the
Downtown. This new green will encourage social interaction and serve as a
community gathering spot for the Village.
STRATEGY: CREATE SPACES FOR MULTIPLE ACTIVITIES
Open spaces should be designed to support a variety of activities: a mix of hard
and soft surfaces, soft and landscaped surfaces to green the Downtown; benches
for seating and artwork, fountains or other iconic elements to create a memorable
space. Hard surfaces allow for public events and gatherings. They should be
designed to accommodate multiple public events and activities: farmers markets,
flea markets, fairs and performances.
STRATEGY: CONSOLIDATE AND INTEGRATE PARKING WITH DEVELOPMENT
Parking facilities should be convenient to pedestrians and development.
On-street parking should be provided as convenient access to businesses and as
a buffer between pedestrians and traffic. Structured parking should be screened
from view with active uses and still be easily identifiable to shoppers and
visitors. Car sharing and shared parking should be considered to reduce the
number of parking spaces required.
STRATEGY: CREATE PEDESTRIAN FRIENDLY ROUTES
A walkable downtown should be designed to connect and link destinations with
an interconnected network of pedestrian routes. To be user friendly this network
should link anchor uses, building entrances, transit stops, or even neighborhoods.
This network can support a transit focused Downtown or a ‘park and walk’
environment where visitors are able to walk between destinations.
STRATEGY: IMPLEMENT STREETSCAPE IMPROVEMENTS
The public realm needs to be scaled to the needs of pedestrians. Awnings should
be designed to protect pedestrians from the rain and sun. Raised crosswalks and
bump-outs can reduce the distance to cross a street. Landscaped strips and
street trees can buffer pedestrians from traffic. The pedestrian experience should
be interesting with buildings oriented to the street and with lively ground floor
uses to draw the pedestrian down the block from one retailer to the next. Finally,
the sidewalk must be at least 10-15’ wide to accommodate the anticipated foot
traffic in a downtown area.
STRATEGY: REDUCE STORM WATER RUN-OFF AND RECHARGE GROUNDWATER
The large surface lots that are found in much of Downtown Hempstead collect
rain water and send it off site. Introducing bioswales in roads and surface
parking lots can help to recharge ground water. During peak periods the rapid
release of storm water can overwhelm municipal sewer systems. Green roofs,
besides moderating the heat island effect, hold rain water and delay its release
into storm sewers.
STRATEGY: IMPLEMENT SUSTAINABLE BUILDING TECHNIQUES
A green and sustainable vision for Hempstead will build on its already strong
relationship to transit by implementing green and sustainable building
techniques. Buildings should be oriented to take advantage of solar orientation.
Low energy consumption technologies can be incorporated and water use
reduced. Green roofs can be retrofitted in existing and incorporated into new
construction. Over time these investments can significantly reduce the impact of
development on the environment.
STRATEGY: FOCUS NEW DEVELOPMENT AROUND OPEN SPACE
Parks and open space can be incorporated into and anchor new development.
This open space can mitigate the impacts of increased density and provide a
welcome amenity for residents and visitors alike. Open space should be designed
with native plants. More open space offers the environmental benefits of reduced
heat island effect, preservation of biodiversity and cleans urban air. In a built up
environment it also offers an opportunity for people to reconnect with nature.
In April of 2010 the Village of Hempstead issued a Request for
Proposals for the redevelopment of the North Main Street Urban
Renewal Area. It is clearly stated in the document that ‘The
strategies that have been identified [in the Downtown Vision
And Comprehensive Plan Update] are applicable to the entire
downtown study area. To demonstrate how specific strategies
could be implemented, the strategies were applied to the North
Main Street Urban Renewal Area for illustrative purposes. The
holistic application of these strategies will realize the vision
for Downtown Hempstead’.
On page 12, RDUA documents the Village Planning Objectives that
were used during the Joint RDUA/ CDA Planning Process and then
highlights the numerous areas of RDUA Plan Consistency with
Village Objectives throughout this Master Conceptual Plan
document. In the following chapter, Planning for Tomorrow, RDUA
demonstrates how the strategies and objectives of the Downtown
Vision and Comprehensive Plan Update have be applied. As
requested in the RFP, the North Main Street Urban Renewal Area
was used for illustrative purposes.
RDUA Plan Consistency with Village Strategies
A National Model for Revitalization

To successfully implement mixed-use downtown revitalization within a
Village such as Hempstead, it is essential to take into account the context
of what “downtown” really means. A downtown is not one building, nor is
it a block, nor one street. A successful downtown is comprised of different
neighborhoods and districts each with a unique character, that work in
harmony to create a true sense of place and a downtown fabric.
By looking at the larger picture, a number of benefits result. Typically it
is very difficult, to create a sustainable redevelopment utilizing only a
portion of the downtown. Those areas not considered for revitalization
more often than not become a drain on the limited redevelopment posing
economic risks along with social pressures for those who feel excluded
from the process. In addition, private property owners and businesses
not located within a smaller redevelopment area are excluded from the
economic benefits derived from the revitalization efforts, further
splintering the community rather than uplifting as many businesses as
possible.It is the experience of RDUA that to successfully create a vibrant
mixed-use transit oriented redevelopment, it is essential to look at the
Unified Development Approach
The above diagram represents Renaissance Down-
towns / Urban America “Unified Development
Approach™” which includes a Master Developer
working in Partnership with the municipality, along
with the inclusion of private property owners,
transit agencies (where applicable) and key commu-
nity stakeholders. The result is an implementable,
market driven redevelopment plan.
Synergistic Benefits for all Participants
Conventional Development Approach VS Unified Development Approach
Municipal Property
Private Property
Transit Property
Transit
Agency
Private
Property
Owners
Municipality
Key
Community
Stakeholders
Master
Developer
Benefits of the Unified
Development Approach
• Better opportunities for
innovative financing solutions
• Coordinated effort with
municipal, private and transit
partners
• Additional financial resources
from multiple developers
• Win-win opportunities with both
small and large private property
owners
Conventional development in downtowns is characterized by piecemeal
redevelopment initiatives limited by the financing resources of individual
developers and limited market impact of individual sites.
By contrast, the Unified Development Approach takes an entirely wholistic
approach to the residential, retail, commercial, social, fiscal,
environmental and market potential for public and private partnerships
throughout the community.
entire downtown which allows for better planning and a more inclusionary process. Sustainability and economic
benefits such as additional tax revenues and job creation are increased significantly by this approach while an
expanded redevelopment boundary also allows for innovative financing solutions and the attraction of federal
dollars to address infrastructure costs such as structured parking and sewer improvements.
A Comprehensive Approach:
When it comes to transforming a community’s downtown, the old model of piecemeal, one-off infill development
simply does not work. Competing interests, a lack of a coherent vision and the inability to implement
improvements on both the private and public side of the development equation result in stalled projects and
opportunities lost. The best way to substantially improve a downtown is to take a comprehensive, holistic
approach. This effort begins with a public-private partnership between Renaissance Downtowns and its
municipal partner, and involves a visioning process that covers the entire downtown to ensure that the
redevelopment vision is both market driven and implementable. To achieve these aims, Renaissance works with
existing downtown private property owners, key community stakeholders and often transit agencies to produce
a downtown redevelopment plan that provides significant economic and social returns for the communities in
which Renaissance Downtowns works.

Hempstead, NY Master Concept Plan submitted June 2011

Hempstead, NY Master Concept Plan submitted June 2011

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (20)

En vedette

En vedette (20)

Similaire à Hempstead, NY Master Concept Plan submitted June 2011

Similaire à Hempstead, NY Master Concept Plan submitted June 2011 (20)

Dernier

Dernier (20)

Hempstead, NY Master Concept Plan submitted June 2011