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Flint Cultural Center Corporation FLINT CULTURAL CENTER MASTER PLAN January 2003 Prepared for Flint Cultural Center Corporation Prepared by 64 Pleasant Street Watertown, MA 02472 TABLE OF CONTENTS Introduction . .1 Analysis . .2 Program Definition . .5 Alternatives Phase . .5 Master Plan . .8 Program . .9 Circulation . .10 Parking . .11 Open Space/Landscape Quality . .13 Long-term Master Plan Options . .19 Implementation/Phasing . .19 Cost Estimate . .22 Appendix A . .23 Sasaki Associates, Inc.• January 2003 Flint Cultural Center Master Plan i Flint Cultural Center Master Plan Sasaki Associates, Inc.• January 2003 INTRODUCTION The Flint Cultural Center, located in downtown Flint, Michigan, includes six institutions focusing on the arts, music, science, theater, dance, and history. The 30-acre campus, managed by the Flint Cultural Center Corporation, is in need of additional built space and site improvements to meet the missions of the institu- tions that are housed on the site. This master plan sought to identify common goals among the institu- tions and to create a physical space that aids in the creation of a more cohesive campus. The goals of the master plan were to: • Describe and locate expansion space for individual institutions and campus-wide facilities. • Improve the arrival sequence and general vehicular circulation on campus. Lawn in Front of the Flint Institute of Art • Create a pedestrian-friendly environment. • Analyze and address parking supply and planning and master planning efforts benefited from demand issues. conducting the processes in tandem. The coordination • Enhance the landscape quality of campus. of meetings and pooling of information helped to make both processes more efficient. The Flint Cultural Center Corporation directed the master planning effort as part of the strategic planning A subcommittee of Flint Cultural Center institution process that began in June 2001. Both the strategic board members and staff participated in each phase of the master planning process, both as informants and critics of the ideas presented to them. The process followed a typi- cal master planning sequence, beginning with goals and analysis and ending with an implementation strategy. Unlike typical master plans, design concepts for the land- scape were also discussed in detail. Master Plan Process Goals/ Program Alternatives Master Implementation Analysis Definition Plan Strategy Aerial View of the Flint Cultural Center Source: City of Flint Sasaki Associates, Inc.• January 2003 Flint Cultural Center Master Plan 1 Analysis the Cultural Center, the complicated route from the highways to the Cultural Center often confuses visitors. Examination of the Cultural Center campus revealed Furthermore, the Cultural Center does not have a cere- several issues to be addressed in the master plan. These monial main entrance. Many visitors reaching the issues were grouped into five categories: center do not realize they have arrived. Parking lots • Access and utility poles dominate the main entrance on Robert T. Longway Boulevard. • Circulation • Parking Demand/Supply Circulation • Signs/Wayfinding Although traffic moves freely througout campus dur- ing a typical day, the Cultural Center has no overall • Landscape Quality system of streets that function to accommodate the The campus characteristics described below became the high volumes of traffic that occur before and after an basis for the proposed site improvements and coordi- event. The roads and alleys on the Cultural Center nated strategies found in the master plan. campus do not efficiently connect buildings to drop-off zones and parking facilities. The entrance road is clut- tered with parked cars and abruptly rises to Durant Access Plaza. The road between Central High School and the The Flint Cultural Center draws much of its audience Flint Public Library is not well defined as a street and from outside the City of Flint. However, regional access blurs the southern edge of campus. Improving vehicular from highways I-475 and I-69 is problematic. Although connections and the streetscape quality will enhance the signs located on the highways indicate an exit to reach overall experience at the Cultural Center. Highway Sign on I-475 Indicating the Appropriate Exit to Reach the Cultural Center Entrance to the Cultural Center from Robert T. Longway Boulevard 2 Flint Cultural Center Master Plan Sasaki Associates, Inc.• January 2003 Parking Demand/Supply Center parking resources cannot accommodate the max- Parking is a major concern on the Cultural Center imum demand. campus. Convenient spaces are not available for all institutions and it is difficult to determine which park- Maximum Demand = 1,465 spaces ing lots relate to particular buildings. Parking areas are FCC Supply = 690 spaces not well defined or well landscaped, and there are few clear pedestrian connections from parking lots to Even when neighboring parking resources are included, buildings. Furthermore, the placement of lots rein- the parking supply falls short when measrued against forces the separateness of institutions. maximum demand. Parking demand exceeds supply when multiple events Maximum Demand = 1,465 spaces are scheduled on campus. Effective use of shared park- Total Supply = 1,375 spaces ing could alleviate this situation, but convenient parking for all institutions is not possible without expanding This maximum parking demand figure, however, does parking supply. not reflect a typical parking demand situation on cam- pus; it suggests the number of parking spaces necessary The existing FCC parking supply was inventoried and, if all institutions were too hold sold-out events at one using established parking standards for institutions like time. To better replicate a true parking demand scenario the Cultural Center, the parking supply was measured on campus, a “typical demand” measurement was estab- against the existing calculated demand. This calculation lished. Typical demand reflects an average evening’s yielded a maximum parking demand, which equals the parking demand when multiple events occur on campus, total demand for all institutions. The existing Cultural but not at all facilities at one time. Table 1. Existing Parking Parking Supply Spaces Parking Demand Spaces FCC Supply FCC Demand Flint Institute of Art 50 Flint Institute of Art 300 Flint Institute of Music 15 Flint Institute of Music 220 Flint Youth Theater/Bower/ 110 Flint Youth Theater/Bower/ 250 Longway Planetarium Longway Planetarium Sloan Museum/Sarvis Center 135 Sloan Museum/Sarvis Center 195 Whiting Auditorium 350 Whiting Auditorium 500 Street Parallel Parking 30 Total FCC Supply 690 Maximum Demand 1,465 Other Supply Central High School 225 Mott Ramp (top 2 levels only) 325 Flint Public Library 135 Total Other Supply 685 Total Available 1,375 Typical Evening Demand* 970 *Assumes events at Bower, FIM and Whiting Sasaki Associates, Inc.• January 2003 Flint Cultural Center Master Plan 3 Assuming events at Bower Theater, Flint Institute of Signs/Wayfinding Music and Whiting Auditorium, this typical demand The wayfinding and signage system from the interstate was still greater than the FCC parking supply. highways to the Cultural Center campus is difficult to fol- low. After exiting the highway, drivers are led away from FCC Supply = 690 spaces campus and returned via a circuitous route. The signs, Typcial Evening Demand = 970 spaces when present, are unclear and difficult to see. Once on campus, visitors have difficulty locating institutions and If other neighboring parking resources, such as the Mott associated parking. The goal of a wayfinding and signage Ramp and Central High School lot, are included in the system is to establish a simple, standard route to the number of parking spaces available, typical demand can Cultural Center. Currently, each institution provides visi- be met. tors with different directions highlighting landmarks that will lead them to their intended destinations. Total Available Parking = 1,375 spaces Typical Evening Demand = 970 spaces Landscape Quality Therefore, implementing shared parking strategies with The park-like quality and mature trees on the Cultural neighboring institutions will alleviate the typical Center campus provide a beautiful setting for the activi- demand scenario without requiring the construction of ties occurring inside the buildings. For the most part, additional parking spaces. Better coordination of event however, people do not walk around the Cultural schedules at all institutions on campus could also posi- Center campus to enjoy the landscape. Other than the tively affect the typical demand scenario. However, Rotary Park plantings and Durant Plaza, there are no these solutions do not guarantee convenient parking for points of interest or central seating areas on campus. all institutions. The landscape spaces need “cultural” flavor and distinct character to establish the campus as a destination. Conflicting signs on Durant Plaza complicate vehicular circulation Rotary Club Gardens Between Bower Theater and the Flint and confuse visitors. Institute of Art 4 Flint Cultural Center Master Plan Sasaki Associates, Inc.• January 2003 Program Definition In order to effectively plan for the future development of the Flint Cultural Center campus, a needs assessment was conducted. The assessment sought to: • Determine institution-specific space needs; • Discover opportunities for shared facilities; and • Outline campus-wide improvements. Each institution and campus-wide facility was allocated space (in gross square feet) based
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