Section 4: Creating a Sense of Place
Independently Owned-First Tenant Strategy & Place-Based Development
One of the most distinctive decisions made during the execution of the Van Aken District was the strategy to lease retail and restaurant space almost exclusively to independently-owned business, many of them local. The city and developer believed this would create a stronger sense of place and help the project stand apart from more conventional, chain-dominated shopping centers. This approach was likely influenced, at least in part, by the rise of nearby developments such as Pinecrest, which was being constructed around the same time in Orange, Ohio and featured a more traditional mix of national chains, albeit national chains that did not have a strong presence in Ohio. Van Aken’s leadership team saw an opportunity to do something different, something rooted more in local identity.
The results of that decision are clear in the current tenant mix. Instead of national chains, the Van Aken District features a curated lineup of independently owned businesses that included some Cleveland-area favorites and startups.
The Market Hall includes well-loved local vendors such as Luna Bakery & Café and Rising Star Coffee. Other standout food destinations now occupy prominent spaces in the district, including Paloma, a modern Mexican restaurant, and Brassica, known for its Mediterranean-inspired fare. The former grocery store space has been reimagined as a cluster of restaurants and gathering spots, keeping the area vibrant throughout the day and into the evening.
Mitchell’s Ice Cream, a beloved Cleveland-based brand, has also become a popular destination in the district. They attracting families and visitors with its locally made treats. Retail shops such as Cleveland Clothing Co. continue to emphasize regional identity and independent ownership. The district’s tenant mix reflects its founding ethos: “By Originals. For Originals.”
Implications of the Independent-First Strategy
Relying on independent businesses rather than national chains came with financial risks. Independent businesses typically have less access to capital and experience, which can require more hands-on support from both the developer and the city. In Van Aken’s case, the city created Shaker Partnership Loan Program, which offers low-interest loans to help local entrepreneurs afford build-out costs and successfully launch their businesses in the district.
The upside of this approach is significant. It created a district with a unique identity. Residents took pride in seeing familiar Cleveland brands rather than national chains. The space feels like Shaker Heights and Greater Cleveland, not “Anytown, USA.” This is a core principle of place-based development: using local talent and independent businesses to shape the identity of a place. The result is a more “sticky” environment. Visitors return not only to shop, but to try a new bakery or support a favorite local boutique, generating strong word-of-mouth support and a loyal customer base.
By choosing independently owned businesses over national chains, the city and RMS set a regional precedent for how suburban redevelopment could be done differently. They focused not just on buildings, but on curating an experience. This approach aligns with modern planning ideals that support small business ecosystems, entrepreneurship, and strong local identity.
Discussion Question
Why did the developer choose to recruit independently owned business rather than national chains?
References
https://www.freshwatercleveland.com/features/VanAkenPlaceMaking080416.aspx