A Community-Centered Approach to a Once-in-a-Generation Opportunity

An Independent View from Home Runs Matter 

A significant opportunity for St. Petersburg

With the Tampa Bay Rays preparing to leave Tropicana Field and the Gas Plant after their lease ends in three years, the land returns to the people. What happens next at the 86-acre Gas Plant site will shape St. Petersburg’s future for generations. 

This isn’t just another development project. It’s the single most significant chance in modern times for St. Petersburg to reimagine and reshape itself,  It deserves to be approached with the seriousness, creativity, and care that our community deserves.  

We must take the time to get it right.  

Start with the right questions 

The Gas Plant District represents a once-in-a-generation opportunity. That’s why I believe we must take our time and why no development should proceed until a full, transparent planning process is complete. We need rigorous studies, inclusive community input, and a clear understanding of how each piece fits into the whole before breaking ground on anything. 

This isn’t about delay for delay’s sake. It’s about doing things in the right order: studying infrastructure needs, housing potential, transportation changes, cultural priorities, economic implications, and public space design before we lock into any master plan. If we get this right, the Gas Plant can become a national model for equitable, forward-looking urban redevelopment.

Before a single building is approved or a single shovel hits the ground, the City of St. Petersburg must pause, look outward, and plan thoughtfully.   

This is our moment. Let’s not rush it. 

There’s a lot to consider 

Former Mayor Rick Baker has proposed a bold idea—a central civic park called St. Pete Commons—a signature green space at the heart of the Gas Plant. That concept deserves real consideration, and it has sparked a valuable conversation. But it’s just one idea. 

Others have suggested multiple smaller plazas, park land along a reopened Booker Creek, or a more compact network of public spaces surrounded by housing and small businesses. All of these deserve thoughtful evaluation. 

When it comes to how to get the property developed, some people recommend a traditional RFP (Request for Proposal) process that invites major developers to present master plans – essentially letting a private developer lead the way.  Wouldn’t it be in everyone’s best interest for the city to remain in the driver seat?  

Then there’s the debate over density and affordable housing onsite to support teachers, nurses, and young families – highlighting housing in the heart of the city.   Others, including myself, believe that relatively high-density zoning (in line with other healthy, high-growth U.S. cities) would maximize income to the city from parcel sales – and create a population base to sustain shops, restaurants, and services both within the Gas Plant site and in nearby neighborhoods.   

When it comes to affordable housing, we believe the city should sell the land at market value – parcel by parcel – at what we think would be high prices and use those proceeds to build  affordable housing citywide – on less costly land.  This would stretch resources further and produce more units overall.    

But others favor affordable housing on the site as part of the mix – and question whether there are sufficient sites in other parts of the city.      

Other considerations include:

• Local economic opportunities
• Cultural and historical acknowledgment
• Arts and culture
• The potential removal of I-175.

These aren’t simple choices.  Valuable land presents real trade-offs.     

Let’s not decide the answer before we’ve even asked the right questions. 

Culture, jobs, and community roots 

The Gas Plant redevelopment must reflect St. Pete’s soul. 

• Culture: As former mayor Rick Baker said, “The arts have anchored our downtown’s Renaissance for the past 25 years.”    That means space for the proposed African American History Museum, artist studios, local galleries, and community venues. 
• Jobs:  Thousands of construction and support jobs during development – and permanent jobs in  shops, offices, restaurants, and cultural institutions after completion.  A true economic engine that works for everyone.
• Community Roots:  Real ownership and opportunity to the Black community whose neighborhood was erased for the original stadium. 

This isn’t just about what we build. It’s about who we build it for—and who gets to help shape it. 

Parks – why they matter and how they pay off  

As local resident and author Peter Kageyama (For the Love of Cities) points out, “parks are an essential part of what makes it possible to live in cities.”   

Whether it’s one grand park or a network of public spaces, investing in accessible green space is not just a nice idea—it’s smart economics. 

• • Property Values: Parks increase nearby property values, growing the tax base without raising tax rates. 

• • Public Health: They  improve physical and mental health, lowering community healthcare costs. 

• • Climate Resilience: They reduce flooding, mitigate heat, and protect against storms—crucial in Florida. 

• • Tourism and Business: Great parks attract people—and people support local businesses. 

• • Equity: Parks are free, inclusive, and open to all. They build community in ways private development never can.

We need to do our homework on parks.   

Affordable housing: a vital, complex piece of the puzzle 

No serious conversation can ignore affordable housing. It is one of the most urgent challenges —and one of the most debated parts of the redevelopment. 

Many community leaders and residents believe some of the 86 acres should be dedicated to affordable or workforce housing. For some the argument is equity: the Gas Plant site sits at the heart of a historically Black community that was displaced with the promise of opportunity. For others, its an overdue obligation to deliver housing that current residents can afford. 

Others argue that while housing is critical, the site’s highest civid value may lie elsewhere:  in parks, cultural facilities, and economic engines.  They believe affordable housing can be more effectively addressed in other parts of the city through zoning, incentives, and policy – using the Gas Plant’s rare, central location to build lasting civic, economic, and cultural infrastructure that benefits the whole city. 

Our perspective:

We want housing to be thoughtfully integrated in St. Petersburg—complementing  a broader vision, not constraining it.  We want it to succeed financially and socially.  

We believe the city should maximize the Gas Plant site”s long-term civic and economic value – creating a dynamic, inclusive destination,  while generating public revenue to support affordable housing throughout St. Petersburg.  By selling Gas Plant parcels at market value and reinvesting proceeds in housing citywide, we can build more units, faster. 

A portion of the proceeds could be placed in a “lock box”  – dedicated to affordable housing, sewer and stormwater improvement, or housing rehabilitation programs.  This approach would honor the promises made to displaced families and ensure resilience.   

Many different ideas  

That’s why we’re calling for a comprehensive urban design and financial analysis —to understand the full range of options, trade-offs, and possibilities: 

• • How much housing can, and should the site accommodate? 

• • What are the economic implications of different mixes of uses? 

• • How can value be captured and reinvested in ways that benefit displaced families and the broader community? 

• • What kinds of civic and cultural amenities best serve the public? 

Let’s resist false choices. Let’s explore smart, equitable strategies that honor the past while building a future that works—for everyone. 

Equity and honoring the historic gas plant 

1. Create a Gas Plant Community Legacy Fund (Lockbox) Use a portion of land sale proceeds, lease revenue, and tax increment from the site to establish a permanent fund – governed by a community board that includes displaced Gas Plant residents.  Fund affordable housing, small business support, education, generational wealth building, and infrastructure improvements.  

2. Invest in Cultural Recognition and Community Space Establish a civic and cultural hub featuring a Gas Plant History Museum, and public memorials. Design community spaces that celebrate and preserve the identity of the Black community that once called the Gas Plant home.   

 I-175: A generational opportunity for reconnection 

The discussion around I-175’s future is among the most important—and time-sensitive opportunity tied to the Gas Plant. We support serious consideration of converting I-175 into an urban boulevard, reconnecting historically Black neighborhoods, opening up new possibilities for affordable housing, green space, and cultural sites. 

As Graham Bring of the Tampa Bay Times notes, removing I-175 could help reconnect southside neighborhoods to downtown and integrate them with the Gas Plant (read his column). 

The state’s Reimagine I-175 study (reimagine175.com) is already underway. Now is the moment to align that effort with Gas Plant plans—not years after the fact when it’s too late. 

Of course this is a complex issue. Some worry that removing the highway could impact emergency response times to nearby hospitals. Others argue the impacts would be minimal or can be mitigated through design. The point is: we need data, not assumptions—and that means rigorous, transparent study before deciding. 

Convention center proposal: a risky bet? 

Some have proposed building a convention center on or near the Gas Plant site. While such facilities can stimulate economic activity, it’s important to consider several factors: 

• • Construction costs can exceed $150-250 million.
  • Economic Viability: Most publicly owned convention centers lose money requiring taxpayer subsidies:  For instance, San Antonio’s Henry B. González Convention Center underwent a costly expansion, yet its share of hotel revenue from conventions declined from 12% in the 1990s to under 6% today.  

• • Seasonal Challenges: Florida’s hot and hurricane-prone season from May to October may deter convention-goers during these months. 

• • Hotel Occupancy: Hosting conventions during peak tourist seasons could strain hotel availability, potentially displacing leisure travelers who are vital to the local economy. 

• • Developer Hesitancy: The short convention season may make hotel developers hesitant to invest.  

Given these considerations, it’s best for the market to do the real  feasibility study once the we have a plan for the whole site:

• Invite experienced developers to respond to an rfp for an event space, hotel and conference center
• If they believe there is a market, they will build it with their own money

What should we?

Nothing – before a plan for the entire site is complete. 

We strongly advise against starting any work on the Gas Plant site without first establishing the comprehensive plan for the entire area (including the land currently occupied by Tropicana Field) – a plan shaped by meaningful community engagement.  Anything less would fall short of best practices in equitable and sustainable urban development.   

For example, the city has an obligation to provide 7,000 parking spaces for baseball.  It would not be advisable to build parking garages for baseball in order to free up land for development, unless those garages are part of the entire plan,  including the  Tropicana Field area.     

There have been reports that there may be some thought to developing portions of the Gas Plant site—such as a part of the current Rays parking areas—by building parking garages to free up land for near-term projects. 

This is would be a serious mistake. 

The entire site must be planned comprehensively before any portion is developed. Rushing to build without an overall framework undermines the opportunity to integrate parks, streets, housing, and cultural spaces into a cohesive whole. Parking, transit, stormwater, and infrastructure all depend on a full-site plan. Doing this in pieces will cost more, create logistical chaos, and produce poor outcomes for the public. 

Step one: do It ourselves 

Some say let a private developer decide what happens at the Gas Plant.  We disagree.  As Rick Baker said “rather than turning over to another master developer,”  the city should “do it ourselves” – with professional input from others.   

The City of St. Petersburg should act as the horizontal master developer, controlling the planning, infrastructure, and phasing of development while partnering with multiple vertical developers to execute specific parcels.  By selling the land over time, the city retains profits as values rise. 

It works

This approach has already worked in places like the Edge District and Grand Central.  And cities like New York, Boston and Philadelphia have done this successfully.  They led.  They controlled the visions.  Developers came in to execute, not to dictate.   

Cities like Chattanooga, Portland, and Milwaukee have also shown that with vision and leadership. Municipalities can lead transformational redevelopment themselves—often more equitably, transparently, and sustainably. 

We can, too.  This approach build trust.  Residents know the city is working for them.   

Why not an RFP  

An RFP puts developers in the driver seat.  This is public land.  We think it is best for the city to hire a top-tier urban planning firm to help re-establish the streets to tie into the existing grid, and flesh out the details. The chosen firm’s plan should consider traffic flow, walkability,  building height limits, residential density limits, safety and rezoning, as well as environmental, economic, cultural and aesthetic considerations, and affordable housing.  Of course the plan should provide sufficient space for police/fire resources, museums and other public use facilities.  

The plan should also analyze successful urban parks worldwide (in climates like ours) to guide decisions on park size and amenities.      

Step two: launch a robust community engagement process

Community Advisory Committee (CAC)

We recommend forming a CAC  to work alongside the the city, guiding revelopment.   CAC’s have proven effective in cities nationwide. 

The CAC should have 12-20 members, representing a diverse mix of perspectives and experiences, including local residents, business owners, community leaders, affordable housing advocates, cultural organizations, and individuals with expertise in urban design, planning, and real estate development.  

The CAC’s role:

• Shape the vision and values for the development
• Help define like culture, jobs, housing, green design, equity and reconnecting the grid
• Review planning proposals
• Ensure ongoing community input
• Advise City and City Council throughout

CAC Member Selection

A selection committee (city staff, neutral facilitators, and respected community representatives) would develop clear selection criteria including:

• Diversity of perspectives: Residents, business owners, cultural representatives, youth, seniors, etc.  
• Relevant experience: knowledge of housing, economic development, arts, culture, or small business
• Geographic representation: from neighborhoods adjacent to and beyond the Gas Plant site.  

The city would announce an open application process through local media, its website, and community partners, with a simple online and paper application asking about background, interest, and relevant experience.

The Selection Committee reviews applications and recommends a balanced slate of members that:

• Reflects the diversity of St. Petersburg residents an stakeholders.
• Balances lived experience and technical expertise
• Ensures no single interest group dominates the committee.

The CAC membership would be appointed by the Mayor with approval by City Council, and then announced publicly, explaining who was chosen, why, and the CAC’s role and engagement plan.  

To shape priorities, CAC would host community listening sessions in different neighborhoods, and conduct surveys to gather feedback.  It might also organize focus groups  before and as the layout of the land is being established. Focus groups of renters, seniors, small business owners, and others to determine the optimal use, . 

Community input

The CAC should begin gathering community input right away and continue throughout the planing process to ensure community priorities are baked in from the start and not added as an afterthought.

Step three: learn and plan with the best 

Planning and engineering

Cities that get major redevelopment right don’t wing it. They study, they explore, and they invest in expert help. 

Therefore, once the CAC has done an initial round of community input, and helped the city draft the scope of work, and a RFP, the city should should issue an RFP to engage a multidisciplinary planning and engineering firm that specializes in large-scale urban redevelopment and equitable community development. 

The firm should have expertise in:

• Urban design and planning
• Affordable housing and economic development
• Transportation and street design
• Environmental sustainability
• Community engagement
• Equity and social impact analysis

Working with the CAC, the firm should examine lessons from places like Boston Common and Central Park, and understand what’s worked in cities like Atlanta, Austin, Paris, and Philadelphia. 

This process shouldn’t be rushed. It should be deliberate, public, and inclusive. 

Throughout the planning firm’s work the CAC would review design concepts, evaluate trade-offs, and help refine the plans.  And during the planning process, hold public open houses to share draft designs, and ideas.  Also possible workshops, and periodic online surveys to gather feedback.

Gas Plant – proposed next steps outlined for a great future

 

Once a consensus was established, the firm would complete the design: 

• Design the street grid, sidewalks, stormwater systems, utilities, and public spaces—just like a city would when creating a new neighborhood.
• Divide the site into blocks and lots, ensuring walkability, connectivity, and flexibility over time. 
• Identify parcels for cultural institutions, public space, residential, commercial, and civic use.
• Identify parking, adequate to handle residents, employees and visitors.

When final design proposals and policy recommendations are ready, hold town hall meetings to present the final plans and get input.

Step four: start developing

While the city’s obligation to operate Tropicana Field for the Rays until the fall of 2028, it may be possible to begin construction of some utilities, streets and other infrastructure before.  

Otherwise, let’s be ready when the 2028 Rays season ends.

Step five: start selling  

It may also be possible for the city to begin the sale of parcels before the Rays stop playing in Tropicana Field.  While we’re not sure that’s such a good idea, (and it absolutely should not happen  before the overall plan for the entire site, including the Trop land, has been firmly established), maybe that will work. 

Whether early development can happen or the city must wait until after the Rays move out, the process should be the same.  Sell the parcels one piece at a time, in an orderly, patient fashion at market prices.  Let a mix of local and national builders bring the site to life, allowing diverse developers to develop parcels with their own money and shape the area according to their own visions of what would be in the best interests of St. Petersburg.   The city should issue individual RFP’s to developers, non-profits, or community partners to bid on each parcel.  

Let’s not rush the future: move deliberately, not hastily 

There’s a lot to think about.  And St. Petersburg doesn’t have to guess. There’s no deadline. We don’t need to rush. 

This is the chance to finish a broken promise—to honor displaced families, build lasting community value, and reimagine the heart of St. Pete for the next century. 

We need to study, plan, and design with our values at the center. 

Let’s make it a national model of how a city can grow with intention, equity, beauty, and community at the heart of every decision. 

The result  

A vibrant, mixed-use community preserving St. Petersburg’s unique character – ending up with diverse and authentic neighborhood like others throughout St. Petersburg.