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From YouTube: Mayor's Development Roundtable 2012 - Part 3 of 6
Description
Mayor Mick Cornett hosts the 11th Annual Mayor's Development Roundtable.
A
A
So
they
can
keep
it
weird
she's
a
registered
landscape
architect
and
worked
in
private
practice
for
13
years
in
land
planning,
&
Landscape
Architecture
before
joining
the
city
of
Boston
in
1997
she's,
worked
exclusively
with
the
Miller
project
since
1999,
seeing
it
through
the
master
planning
process,
master,
developer
selection
negotiations,
zoning
and
ongoing
implementation
here
to
bring
us
some
insight
on
the
miller
district.
Please
welcome
Pamela
Hefner.
B
Good
morning,
I
am
so
impressed
with
Oklahoma
City
and
the
wonderful
projects
that
you're
doing
here.
I
know
you
must
be
really
proud.
I
am
happy
to
return
to
Oklahoma.
This
is
actually
my
home.
It's
where
my
oklahoma
city's,
where
my
father
was
born
and
my
grandmother
worked
at
tinker
filled,
but
I
spent
about
half
of
my
childhood
in
Bartlesville,
and
my
husband
was
actually
really
excited
that
I
was
coming
to
Oklahoma,
although
he
would
have
rather
I
had
gone
to
ardmore
because
he
knows
I'm
an
Okie,
but.
B
My
husband
has
been
doing
some
genealogical
research
and
he
discovered
that
he
has
a
relative,
a
very
close
relative
at
his
ancestry,
from
ardmore
bud.
Balu
legendary
Texas
excuse
me
legendary
Oklahoma
lawman,
so
it
seems
that
bed
Balu
single-handedly
attempted
to
reduce
the
population
of
Oklahoma
under
the
pretense
of
being
a
sheriff
little
indiscriminate
apparently.
B
B
B
So
Miller
is
a
former
municipal
airport
and
a
brownfield
we're
about
thirty
percent
into
delivering
a
compact,
sustainable,
mixed-use
community,
and
you
can
see
the
statistics
hundred
1.5
million
square
feet
of
commercial
and
institutional
14
hundred
residents.
That's
where
we
are
right
now
about
twenty-five
to
thirty
percent
into
the
prop
the
project
and
350
million
dollars
in
vertical
improvements
on
land
that
was
previously
yielding
no
tax
revenue
and
then
2012
is
a
real
exciting
year.
For
us,
we
have
250
million
dollars
worth
of
development
breaking
ground.
B
We
have
a
hundred
and
fifteen
thousand
dollar
market
district
with
the
grocery
store,
the
third
wing
of
a
Children's
Hospital,
a
Performing
Arts
Center
for
the
school
district.
Children
she's
in
Austin
fly
house,
which
is
a
theater,
a
residence
in
a
301
unit,
multifamily
with
another
multi-family,
probably
taking
on
land
down
later
this
year
and
221
new
homes.
So
we
kind
of
set
idle
a
little
bit
through
2009
and
gear
it
up.
And
now
it's
really
hitting.
B
So
the
property
is
708,
11
acres,
two
miles
from
UT
three
miles
from
downtown,
it's
on
the
east
side
of
I-35,
which
is
historically
disadvantaged,
the
area
of
town
and
it
seemed
surrounded
by
single-family
neighborhoods.
When
I
first
started
on
this
project,
which
was
kind
of
a
Midway
into
the
planning
really
found
out
when
I
went
to
go
present
to
a
group
of
real
estate
agents
that
they
thought,
we
were
absolutely
crazy
to
try
to
develop
on
the
east
side
of
I-35.
B
So
there's
LBJ
dedicating
the
control
tower
in
1961
when
the
airport
opened
in
1930,
the
city
had
a
population
of
53,000
and
about
30
square
miles.
Since
that
time
the
city
has
grown
to
about,
800,000
can
occupies
300
square
miles
over
the
past
40
years.
Austin
and
the
population
of
Austin
has
doubled
every
15
years.
B
So
the
history
of
this
redevelopment
is
that
it
was
really
a
grassroots
movement
and
it
began
with
the
neighbors
that
surrounded
the
airport.
They
wanted
the
airport
to
be
moved,
and
then
they
realized
that
there
would
really
be
a
big
hole
in
the
city
of
if
it
were
moved.
They
really
stepped
forward
and
they
organized
and
they
started
formulating
a
vision
in
it
and
even
a
little
plan
for
what
would
happen
on
the
700
acres.
B
You
can
see
from
this
timeline
that
is
taking
a
really
long
time
for
this
to
happen
and
that's
just
been
through
the
perseverance
of
the
city
and
of
the
neighbors
and
I
have
to
our
master
developer
as
well,
so
the
citizens
when
they
started
envisioning.
What
might
happen
on
this
land
that
was
so
close
to
downtown
and
they
were
really
asking
for
there
to
be
something
extraordinary
on
the
side,
something
that
really
went
beyond
was
typical
and
something
that
would
kind
of
guide
development
in
Austin
for
for
the
future.
B
So
city
made
a
choice
at
that
time
to
go
down
the
path
of
preparing
a
redevelopment
Ariz
plan
before
they
hired
a
developer.
So
we
hired
a
Roma
design
group
out
of
San
Francisco.
That's
now
McCann
Adams,
studio
and
I
have
to
say
our
the
urban
planner
Jim
Adams
actually
now
lives
at
Miller.
He
moved
from
San
Francisco
to
Austin
and
also
economic
planning
systems.
Out
of
Berkeley
were
the
financial
component
and
they
led
a
consultant
team
through
opportunities
and
constraints
study.
B
As
a
side
note,
the
city
has
also
redeveloped
area
downtown
with
the
new
city
hall
and
architect.
Antoine
predock
was
the
architect
for
that
building
and
during
the
refinement
of
that
design,
I'm
sure
he
knew
that
was
a
little
fed
up
with
the
Austin's
public
participation
and
he
did
refer
to.
Austin
is
terminally
Democratic,
but
I
have
to
tell
you
that
was
nothing.
Miller
wrote
the
book
on
public
participation
and
the
community
involvement
didn't
end
with
the
planning
it
goes
on
today.
B
B
B
So
the
planning
process
culminating
the
adoption,
wrote
redevelopment
and
reuse
plan
and
it
included
the
visions,
included,
a
set
of
goals
and
a
land
disposition
and
implementation
strategy.
So
later
this
document
during
negotiations,
this
document
morphed
into
a
set
of
design
guidelines
that
became
part
of
our
master
development
agreement.
B
B
It
was
acted
as
a
catalyst
to
East
Austin
to
strengthen
it,
and
its
residents
would
have
a
direct
stake
in
the
development
that
the
quality
of
life
in
the
adjoining
neighborhoods
would
be
enhanced,
that
it
be
a
community
of
diverse
residents
about
ethnically
and
economically
and
the
sustainability,
and
this
has
been
the
one
that
the
definition
changes
every
year,
so
we're
always
chasing
that
one,
but
it'll
be
energy.
Efficient
and
green,
urbanism,
reduced
Auto
dependency
and
environmentally
sensitive.
B
So
this
is
the
plan
that
the
citizens
produce
the
citizens
for
airport
relocation
and
it
was
kind
of
a
wedding
cake
approach
with
dense
development
in
the
center,
and
then
it
layered
out
to
that
edges
where
the
residential
was,
and
it's
really
quite
progressive,
because
it's
an
acknowledgement
that
you
know
Austin's
growing.
We
need
to
accommodate
some
of
that
growth
here.
B
It
took
eight
years
from
the
planning
stages
through
to
the
adoption
of
the
master
development
agreement
with
Catellus,
and
during
that
planning
we
have
to
just
we
discovered
that
his
staff,
one
of
our
jobs,
turned
out
to
be
to
fight
off
all
the
cannibals
who
wanted
a
piece
of
it.
We
got
pressure
from
inside
outside
everywhere.
Nonprofits
everybody
want
to
take
a
little
piece
of
land
and
didn't
think
it
would.
You
know
nobody
would
really
notice.
We
had
even
city
departments,
we
had
political
pressure,
we
had
the
state
as
well
as
tech,
stop.
B
We
even
had
a
pro
airport
congressman
from
Houston
who
every
two
years
introduced
legislation
to
keep
the
airport
open
so
that
he
could
fly
in
really
close
to
the
capital.
You
know
never
mind
that
we
had
a
plan
and
a
stakeholders
and
a
public
process.
So
every
have
to
go
to
the
Capitol
like
every
two
years
and
tell
them
not
to
do
it
so
that
at
the
beginning
of
the
process
the
state
decided
they
would
consolidate
all
of
their
buildings
and
they
would
take
about
a
third
of
miller
and
so
the
hope.
B
B
The
two
thousand
plan
was
adopted
so
that
center
plan-
and
it
has
about
five
million
square
feet
of
office
in
the
peachy
area
and
also
in
the
town
center.
His
office
was
really
hot
right
then,
and
also
it
had
300,000
square
feet
of
entertainment
and
dining
in
about
four
thousand
small
off
single
family
in
town
houses,
live,
work,
apartments,
condos
and
then
the
the
last
one
on
2004,
that's
really
close
to
what
the
adopted
plan
was
in
04
and
it
really
reflects
more
retail,
more
institutional
in
an
employment
space,
more
residents
just
denser
in
all.
B
But
the
key
point
is
that
the
the
plan
was
evolved
quite
a
bit
and
we
allow
it
to
do
that
still
as
economic
conditions
change.
So
this
is
the
current
program
you
can
see
on
the
bottom
of
the
5675
units.
Twenty
five
percent
are
affordable.
Those
have
to
be
interspersed
and
indistinguishable
from
the
market
rate,
housing.
B
B
The
street
network
distributes
rather
than
concentrates,
traffic
and
buildings,
are
on
the
street,
they're
regulated
to
face
the
street
and
have
windows
and
entrances,
and
the
streets
are
much
narrower
than
the
city
transportation.
Folks
wanted
at
the
time
and
their
streets
in
every
right
away,
which
Public
Works
aboard
we
plan
for
bikes
and
transit.
B
So
currently
in
Austin
we
have
a
one:
the
red
line-
commuter
rail
that
goes
north
south,
but
there's
really
desire
to
have
a
light,
rail
or
streetcar
type
connector
from
the
commuter
to
downtown,
UTM,
Miller,
and
so
the
the
plan
has
allowed.
You
know:
we've
worked
with
whatever
entity
at
the
time
was
contemplating
rail
and
right
now
they
we
may
have
a
referendum
in
the
fall.
We
believe
that
we
will
and
Miller
hopefully,
will
be
in
the
first
investment
and
it
the
lower
right
is
the
kind
of
new
direction
for
that,
but
we
want.
B
B
B
So
the
city
selected,
the
master
developer,
could
tell
us,
through
a
two-step
competitive
process,
with
first
request
for
qualifications,
and
then
a
request
for
business
plan.
Katella's
really
considered
the
fact
that
we
had
an
adopted
plan
that
the
neighborhood
loved
they
were
as
a
really
huge
bonus
part
of
the
rfb
p.
The
business
plan
was
that
they
had
to
respond
to
the
plan
and
tell
us
anything
that
we
would.
They
would
need
to
change
up
front.
B
So
it
took
two
years
to
produce
a
master
development
agreement
between
the
city
and
Catellus.
First,
we
negotiated
an
exclusive
negotiation
agreement
and
then
we
went
to
work
on
the
MDA,
so
we
weren't
very
far
into
it
when
the
opportunity
for
new
Children's
Hospital
came
about
I
got
a
call
from
a
doctor
who
said
I
heard
that
Miller
is
completely
contaminated
and
I
said
no,
it's
not
at
all.
It's
just
a
little
on
the
periphery
and
we're
taking
care
of
it.
B
He
said
well,
the
hospital
has
a
new
plans
for
a
new
property
way
north
and
we
don't
want
to
drive
between
the
center
city
in
the
north,
whom
so
the
doctors
basically
banded
together
and
made
a
bid.
You
know
for
the
hospital
organization
to
bring
it
to
Miller.
We
thought
they
talked
to
the
city.
We
stopped
negotiations
and
negotiated
that
deal
and
with
Catellus,
basically
negotiating
ass,
eaten
on
the
land,
sale
price
and
the
proceeds
would
pay
for
bringing
all
the
infrastructure
into
the
center
of
the
property.
B
So
it
was
really
great
because
everybody's
kind
of
flexible
what
katella's
go
ahead
and
start
on
the
infrastructure.
While
we
negotiated
the
rest
of
the
NDA
and
I
would
characterize
this
not
so
much
as
negotiations,
but
mostly
due
diligence.
It
was
really
incredible
collaborative
process.
We
had
one
planner,
we
had
one
pro
forma.
Everything
was
very
transparent.
B
So
the
master
development
agreement
is
about
800
pages
in
its
structure
to
achieve
the
planning
and
social
goals
that
were
in
the
reuse
plan.
The
city
holds
the
land
and
issues
bonds
to
reimburse
cartels
for
infrastructure,
the
property
and
sales
tax,
payoff
bonds
that
go
for
the
infrastructure
and
catalysis
seems
the
risk,
which
is
what
the
city
you
know.
City
doesn't
want
to
have
a
lot
of
risk
and
that's
what
they
are
able
to
do
and
all
the
land
goes
closely
to
tell
us
and
then
the
whole
master
plan
is
part
of
the
financial
structure.
A
B
This
is
the
regional
retail
that
was
originally
office
or
research
besides
the
hospital
which
it
sits.
Next
to
this
was
the
first
development
on
the
site
and
the
sales
tax
generated
was
used
towards
the
bonds
pay
for
the
infrastructure,
and
so
really
it
did
what
it
intended.
It's
not
the
development
pattern
that
we
preferred,
but
Catellus
did
push
retailers
to
make
many
concessions,
including
turning
their
back
on
I-35.
B
This
was
like
the
first
green
building
for
Best
Buy
and
they
really
did
not
want
to
do
it,
but
now
all
their
buildings
are
green
and
they
brag
about
it.
So
it
there's
been
a
ripple
effect
of
when
you
push
someone
to
do
something
and
then
they
start
feeling
comfortable
with
it,
and
so
it
starts
happening
other
places.
B
So
this
is
our
hospital
use,
our
children's
hospital.
This
is
our
anchor
at
247
beds,
with
a
third
built
a
bit
tower,
their
building
right
now
and
Seaton.
This
entire
block,
the
Ronald
McDonald
House-
is
there
and
also
a
medical
office
building
pediatric
medical
building.
So
as
it
develops,
they're
required
to
convert
the
surface
parking
and
to
structure
parking
eventually,
it
also
attract
the
dell
pediatric
research
institute,
which
is
just
a
north
of
it,
and
the
market
district
has
just
broken
ground,
and
this
is
about
75,000
square
foot.
Grocery
store
18
by
heb.
B
B
This
is
on
the
edge
of
the
north
side
and
the
neighborhoods
to
the
north
felt
so
strongly
about
the
interface
between
the
development
and
their
neighborhood,
and
that
could
tell
us
the
master
developer,
created
a
market
district
focus
group
to
really
to
vet.
The
ideas
and
katella's
ended
up
taking
a
bank
pad
off
the
corner
and
moving
it
to
the
internal
side
and
putting
a
restaurant
with
a
big
deck
for
a
big
gathering
area
on
the
corner.
So
this
is
really
connection
between
the
park
across
the
street.
B
It's
right
across
from
a
really
great
lake
with
amphitheater
and
it's
you
know
to
be
very
pedestrian
oriented
and
there
would
be
to
a
district
parking
garages
as
well
so
far,
the
town
center.
Well,
we
have
kind
of
the
West
Towne
Center,
which
has
already
happened.
We
have
green
my
lofts
on
the
upper
left
that
those
are
lofts
that
our
line
a
parking
garage
so
that
that
has
worked
out
very
well
well.
We
have
Seton
also
located
their
headquarters.
B
It's
700
people
work
there
and
we
have
siedel,
it's
just
a
non-profit
and
then
mosaic
on
the
bottom
right.
That's
some
440
apartments
in
about
three
buildings,
and
these
are
new
projects
that
are
going
to
be
great
breaking
ground
this
year.
Austin
children's
museum
is
on
the
upper
right.
The
school
district
has
a
Performing,
Arts,
Center
1200
seats,
it's
going
to
be
breaking
ground
and
then
a
theater
and
then
multifamily
as
well.
The
master
development
agreement
actually
limits
the
number
of
nonprofits.
B
We
can
have
the
number
of
acreage
to
10
because
we
were
really
dependent
upon,
depending
on
the
tax
revenue,
to
pass
the
bonds,
and
so,
if
it
all
ended
up
not
being
generated
taxes,
we
would
be
in
trouble
so
that
excludes
the
school,
but
Sookie
Telus
really
had
to
pick
their
nonprofits
wisely
and
really
only
working
with
those
that
would
be
good
anchors
for
the
town
center.
The
Children's
Museum's
actually
ranked
the
number-one
tourist
attraction
in
Austin.
B
B
In
order
to
do
that,
we
discovered
you
have
to
design
for
affordability
and
keep
everything
on
a
small
lot
as
possible.
This
is
a
real
challenge
to
make
a
house
that
feels
private
when
the
next
house
over
is
only
seven
feet
away.
One
of
the
keys
is
to
the
residential
is
to
make
sure
they
were
finished.
Floor
is
18
inches
above
the
back.
You
know
the
street
or
the
top
of
the
curb
to
give
you
a
little
bit
of
privacy.
B
The
art
houses
are
more
typical
single-family,
but
on
small
lots,
the
row
homes
are
fee
simple
and
the
Garden
Court
homes
have
been
really
popular
for
families.
Those
are
located
around
green
space
and
they're,
really
like
the
new
cul-de-sac.
This
is
where
the
families
with
kids
want
to
be
the
design
guidelines,
don't
dictate
style.
They
encouraged
simpler,
geograph,
geometric
shapes
and
forms
and
simple
roofs,
which
is
really
important
when
the
houses
are
so
close
together
that
their
forms
be
a
little
simpler.
B
The
builders
had
a
really
hard
time
getting
your
arms
around
it,
but
in
the
end
they
loved
it
because
it's
cheaper
and
the
buildings
have
to
engage
the
street
with
porches
and
windows.
The
Miller
house
is
a
building
that
appears
like
a
really
large
estate
house,
but
it's
actually
four
to
six
condo
units
fit
together.
Like
a
puzzle,
we
learned
about
this
in
stapleton.
They
call
them
mansion
homes.
B
B
Every
builder
at
Miller
has
to
build
affordable,
and
none
of
the
builders
had
done
it
before,
but
after
they,
you
know,
went
through
the
learning
curve
learned
how
to
do
it.
They
really
liked
it
because
they
missed
the
builders
want
to
to
give
something
back
to
the
community,
and
so
this
enabled
them
to
do
that
and
you
know,
and
they
were
able
to
have
the
market
right
to
help
with
that.
B
But
truly
you
can
drive
down
the
street
and
you
cannot
tell
what
is
market
which
is
affordable
you
can
on
the
inside,
but
not
on
the
outside.
The
lower
drawing
is
the
Miller
house.
We've
got
four
units
and
the
upper
ones
are
some
single-family
at
fronts
on
the
open
space,
a
small,
fairly
small
courtyard,
so
a
key
goal
that
couldn't
be
nailed
down
in
the
MDA.
B
This
is
one
of
things
we
kind
of
punted
to
happen
later
was
sustaining
affordability
because
it
was
a
real
desire
not
to
so
the
first
fire
didn't
just
make
a
huge
windfall,
but
just
to
sustain
it.
But
we
worked
on
a
portable
housing
plan
and
what
came
out
of
that
was
the
Miller
foundation
shared
appreciation
program
to
create
a
long-term
affordability,
so
the
Miller
foundation
is
funded
with
a
fee
on
every
property
transfer
and
actually
the
affordable
housing
is
one
of
their
goals,
but
the
another
foundation
place
is
a
second
lien
on
the
affordable
home.
B
B
B
We
did
partner
with
Lady
Bird,
while
our
research
center
to
do
a
Blackland,
Prairie
restoration
that
has
been
really
popular
with
the
the
neighbors
after
they
found
out
that
the
little
grasses
that
were
coming
up,
weren't
weeds
and
tried
to
go
out
and
pull
them
all,
but
they
actually.
What
came
in
after
that?
What
happened?
Was
we
actually
produce
a
little
mat
for
them
so
that
they
could
identify?
B
B
The
sustainability
part
of
this
has
both
a
green
building
aspect
of
the
actual
buildings
and
then
the
whole
site:
sustainability,
no
hasta
energy.
Our
energy
company
was
the
first
produced
the
first
screen
building
requirements
in
the
nation,
and
so
we
allowed
the
builders
to
go,
at
least
in
the
first
phases,
to
go
green
building
or
a
LEED
certified.
B
So
right
now
we
have
735
single-family
homes
right
in
678,
multifamily
units
and
45
commercial
projects,
and
they
have
to
commercial,
has
to
be
lead
or
austin
energy
to
star.
But
right
now
we
have
currently
to
platinum
buildings,
five-goal
buildings
and
three
silver
lead
buildings
and
we're
thinking
this
might
be
the
largest
concentration
of
green
buildings
in
the
nation
or
close.
B
So
today,
we've
diverted
eighty-nine
percent
of
construction
waste
from
the
landfill.
That's
37
thousand
tons
the
building's
operate
with
a
forty-two
percent
energy
use
reduction.
That's
an
annual
usage
of
like
over
a
thousand
Austin
residences.
There's
been
a
33-percent
building
water
use
reduction,
which
is
equal
to
a
annual
usage
of
forty
four
residences
and
a
ninety-four
percent
reduced
potable
water
for
irrigation.
That's
like
about
seven
olympic
swimming
pool,
save
career,
so
economic
development.
B
B
B
The
environment
of
innovation
and
collaboration
between
the
developer
has
been
key,
think
selecting
a
developer,
who
really
likes
the
idea
of
what
you're
trying
to
do
and
is
really
promoting
it
themselves
and
not
fighting
it.
So
it's
become
the
city
and
the
developer,
and
not
the
city
against
the
developer.
That
has
that's
everything
for
this
project
and
also
engaged
in
form.
Communities
resulted
in
a
better
plan
and
advocates,
because
there
are
certain
things
that
I
can't
say,
but
they
can
say
they
can
stand
up
and
fight
for
certain
things.
B
So
I
think
those
are
the
reflections
there.
So
this
Miller
process
has
been
used
on
mini
Austin,
public-private
partnerships.
We
have
a
second
Street
redevelopment,
sehome
power,
plant,
green
water
treatment
plant,
and
our
department
has
worked
on
about
15
million
dollars
worth
of
15
million
square
feet,
mostly
in
downtown
at
miller
and
that's
the
domain.
B
So
we
continue
to
structure
public-private
partnerships.
Thank
you
for
having
me
I
really
enjoyed
talking
with
everyone
here.
I've
enjoyed,
seeing
the
beautiful
things
that
you're
doing
here
and
have
made
some
friends.
I
hope
that
you
can
call
me,
and
we
can
talk
about
redevelopment
in
the
future.
Thank.