Draft Vision Plan Map of Newark

October 2006

NewarkDraft Vision Plan Map of Newark

North Ward

West Ward Central Ward

East Ward South Ward

Introduction

Although the city has benefited in recent Using this analysis as a starting point, and years from some important new development working closely with the Booker Administra- projects and there have been significant efforts in tion, RPA convened local partners and planning, many neighborhoods to draft plans for develop- design and architecture professionals in an ment, Mayor Booker recognized the desperate intense three-day planning workshop at the New need for a city-wide vision for the future. The Jersey Institute of Technology School of Archi- City has recently updated the Land Use Element tecture, September 13 -15, 2006. The planning of its Master Plan, but it now needs to update the workshop, or “charrette,” organized participants other elements in anticipation of a new Master into teams to discuss economic development, Plan and updated Zoning Ordinance. The cur- open space and environment, transportation rent Zoning Ordinance is over 40 years old, and and community development. Sub-groups devel- has not kept up with a generation of development. oped throughout the charrette to brainstorm Instead, local community groups, state agencies, specific projects, such as utilizing the airport as private developers and others have filled in the an economic generator and creating a new dis- void by creating their own plans on a piecemeal trict around the Newark Arena currently under Newark is at a crossroads in its history. Like so basis. While many of these plans are beneficial, construction. many other former industrial cities, Newark they do not fit into a larger, unified picture. More The result is the strategic vision outlined spent the second half of the last century in eco- troubling, citizens understand that overall devel- in this report. By building on existing planning nomic decline, as business and residents left for opment policy decisions have been made as much efforts, this initiative aims to resolve compet- the suburbs. The city’s woes were compounded by on the basis of political connections as merits. ing priorities, build consensus, and create a new its own unique issues, with the scars of the 1967 Land use decisions in Newark have typically neighborhood-driven planning paradigm for riots and a generation of corruption impeding not been made with constructive engagement Newark. This is not a master plan for the city progress. But Newark benefits from tremen- of the neighborhoods. As a result, residents have nor a full analysis of the positives and negatives dous competitive advantages that other older felt disenfranchised and public leaders report a of each of the many plans prepared for Newark. cities around the country lack due to its proxim- “planning fatigue” that must be recognized and Instead, this vision will form the framework ity to New York City, at the center of a rapidly addressed to ensure that the best ideas are adopt- for a city-wide master plan and serve as a guide growing region desperate for development sites. ed and implemented. for infrastructure and other investments. Most Unlike much of the region, the city already has In June, Mayor Booker enlisted Regional importantly, this effort will help rebuild trust the infrastructure and physical capacity to sup- Plan Association (RPA) to create a Draft Vision and thus addresses a key concern about master port the growth that can bring prosperity to all that would build on the many existing plans planning heard during the most recent public of its residents. for the city and provide the foundation for the forums throughout the city. Mayor Cory A. Booker was elected on a plat- revised Master Plan and Zoning Ordinance. This is only the beginning of the planning form of change, bringing in a dynamic new City RPA’s staff of planners began by analyzing more process under Mayor Booker. Looking ahead, Council. Along with efforts to make the city saf- than 100 plans prepared by community groups, Regional Plan Association is committed to work- er and improve public schools, Mayor Booker has previous City administrations, State and Fed- ing with the City of Newark on a robust public promised to create a vision for Newark during his eral agencies and non-profit organizations. The dialogue that will help build consensus around first 100 days in office that projects where the city effort focused on 89 of the most current plans, the most important initiatives identified here. In needs to move over the course of his administra- including 9 open space and environmental plans, this way, we can advance the community-building tion and beyond. How many people will live and 29 community-level plans, 36 economic develop- plans that the citizens of Newark have worked so work in Newark? What kinds of neighborhoods ment plans and 15 transportation plans. A full hard to create. There is a new optimism in New- will the city have? How will people travel around list and map of these plans can be found at the ark, and we hope that this vision helps usher in a the city, and where will they spend their free back of this report. new era of prosperity in a city with a storied his- time? tory and boundless potential. 2005 Housing Scholars plan for South Orange Avenue

Executive Summary

jobs and entertainment by mass transit, limiting a significant improvement in the public school the strain on the region’s roads and air quality. system. Newark’s infrastructure systems – trans- As these changes begin to take effect, the portation, water, sewer and energy – were built Booker administration should be prepared to to accommodate the city’s population at its peak, pursue an ambitious future for Newark. The which reached 442,000 in 1930. Despite adding Draft Vision presented here by Regional Plan more than 7,000 residents over the past five years, Association imagines a booming 21st century the city’s current population remains at approxi- city of mixed-use neighborhoods built around mately 280,000, according to the 2005 Census. mass transit and supported by beautiful, public With this excess capacity and Newark’s central open spaces. location, the city is capable of supporting signifi- Any revitalization must start with the city’s cant employment and residential growth in the current residents, ensuring that they are included next 25 years. If Newark grows at the same pace in the city’s growing prosperity, with access to as the rest of the region, it will add 50,000 resi- good jobs, thriving neighborhoods and exciting dents by 2030. A more aggressive strategy would cultural events. That is why the recommendations Newark’s future looks more promising than it add 100,000 new residents, a number that can be in this report all serve to create a new, commu- has in decades. The New York-New Jersey-Con- supported in a resurgent Newark. nity-driven planning process for the City. The necticut Metropolitan Region is projected to add Newark’s vitality, however, will be mea- residents of Newark must be in control of their 4 million people and 3 million jobs by 2030. Yet, sured by far more than a growing population. A future. The vision described in this report is of a a map of the region shows that the area is rapidly more prosperous and healthier citizenry should growing population that will return Newark to running out of developable land. With subur- emerge from Newark’s existing neighborhoods. its rightful place of regional prominence, but it ban development pushing up against physical Newark should also regain its stature as a hub for is designed with the city’s current residents fore- constraints and changing demographic patterns, workers, visitors, tourists and students. In day- most in mind. Equitable, Newark will succeed by embracing its urban time, the city’s population already swells with The Newark we envision is Accessible, Green, Smart & Prosperous. character – its diverse population, its density, workers and college students from the surround- its culture and its infrastructure. To support an ing region. But far too little is captured in retail The vision is equitable first, because any plan for expanding economy, Newark and the entire met- activity or arts and entertainment venues. Newark’s future must provide a better quality ropolitan region is going to have to develop in If Newark is going to capitalize on its infra- of life for all Newark residents. The vision closes new and creative ways in both city and suburbs. structure, location, and other assets, much work with prosperity, because each of the strategies The only way that this growth can be accommo- needs to be done. First and foremost, the city’s outlined here combine to reach Mayor Booker’s dated is to focus much of it around the region’s crime problem, both real and perceived, must goal for a prosperous Newark. In between, the transportation hubs. These centers – including be addressed. Creating a sense of safety in New- Newark envisioned here is accessible, green and Bridgeport, Stamford and White Plains, but ark for residents, commuters and shoppers is an smart, because these are the building blocks of a especially Newark – have the infrastructure to essential component of attracting development. healthy economy. Taken together, they provide a support growth. Convenient transit access allows The other critical elements are the restoration of Draft Vision for Newark’s future. many – if not most – residents to commute to a rational process of governance to the City and Equitable Broad Street Station The vision described in this report is of a rapidly revitalizing Newark. Any time an urban center like Newark experiences dramatic economic growth, there is a danger that segments of the population will be left behind. The revitalization envisioned for Newark, however, is not limited to Down- town, or to new residents or new commuters. This is a vision of growth that thinks of Newark’s existing residents first, and sees regional prominence as a means to improve their quality of life. This is a five-ward vision, a neighborhood-based vision, a city-wide vision. The first step is to engage the community, building off of local planning efforts and including residents in the planning moving forward. Years of empty prom- ises and backroom deals have left much of Newark Airport and the Port of Newark, through which accessible to the most people. Start with the areas feeling disenfranchised, and action must be tak- much of the region’s goods arrive. around Penn Station, Broad Street Station and en immediately to show that this administration At the same time, pieces of the network are Orange Street Station. will not be doing business as usual. antiquated and dysfunctional, such as the city’s This starts with the way that city govern- 500 uncoordinated traffic signals. As robust as Green ment interacts with residents and continues in the transit network is, many residents are wary the development and maintenance of thriving of its safety or functionality. Improvements to Like many older neighborhoods with a high quality of life. Gov- the transportation system must be driven at the industrial cities, ernment should be transparent and accountable community level to connect neighborhoods to Newark has a legacy to the citizens. Planning and land use regulatory Newark’s existing linkages to the regional, nation- of both grand histor- processes should be restructured to provide for al and global economy. This can be accomplished ic open spaces and an open, participatory system beginning at the both through transportation improvements and environmental deg- neighborhood level. All neighborhoods should by concentrating development near transporta- radation. The city is provide a high quality of life, with access to tion facilities to promote transit use and increase blessed with two affordable housing, public transportation, retail accessibility and safety. magnificent Olmst- ed parks, but also has and open space. Develop a Bus Rapid Transit (BRT) sys- the lowest acreage of open space per capita of any Provide Newark’s neighborhoods with a tem for key Newark corridors. Engage the major city in the country. The city boasts a once formal role in the planning process. No communities along pilot corridors on Bloom- glorious river in the midst of a major cleanup, but major development decisions should be made in field and Springfield avenues to facilitate this public access is scarce and waterfront park space the City of Newark without the formal involve- new mass transit technology, which will improve ment of the local community. In the short term, Branch Brook Park convene a working group to identify immediately needed amendments to the city’s Zoning Ordinance. Ensure affordable housing is available to all Newark residents by preserving existing units and promoting construction of new affordable housing within mixed-use environments. Adopt a city-wide inclusionary Zoning Ordi- nance to guarantee that all new development includes affordable housing or a contribution to a housing fund. Raise the bar for neighborhood design and amenity. The fabric of the city’s neighborhoods has been torn by inconsistent policies for development and demolition. Implement a citywide strategy for developing vacant or abandoned property that blights neighborhoods. Demand alternatives to the “Bayonne Box,” long, narrow 2 and 3 family houses on narrow lots surrounded by parked cars that have proliferated around the city recently. Ensure that amenities like shop- Eugene J. O’Neill ping, schools, small parks and libraries are part of each neighborhood. Overhaul parking policies to limit the impact on the urban landscape. the reliability, speed, safety and image of the limited. Recent development has helped revive city’s buses. Coordinate these efforts with NJ the local economy, but generally fails to follow Accessible TRANSIT’s plan to examine existing bus service sustainable, green building standards. The indus- to improve safety and match routes and service to trial legacy of the City has created hundreds of One of Newark’s current demand. leading competi- contaminated sites, from small brownfield prop- tive advantages is Make the road network work for New- erties to superfund sites. its proximity and ark residents. Examine roadway intersections Newark is a city that currently suffers from accessibility both with a focus on pedestrian safety and where pos- increasingly high levels of obesity and asthma, to New York sible, accommodate other travel modes such as but has the potential to be a green, walkable city City and to the bicycles and transit. Modernize traffic signals to that promotes public health. world. The trans- limit congestion and identify truck routes to take Expand the open space network in New- portation system trucks off neighborhood streets. Overhaul park- ark, with a focus on waterfront and that serves the ing policies to encourage transit use and limit neighborhood parks. Complete the water- city is excellent, and includes Amtrak, NJ congestion. front park along the Passaic River from the TRANSIT and PATH rail service, an internal Encourage dense new development northern edge of the city to the Pulaski Skyway light rail and subway network, local and regional around transit nodes and along transit in the Ironbound District. Develop, restore or buses, and major highway access from routes 95, corridors. Focusing development near mass enhance small parks and community gardens in 280 and 78. The city is also directly connected to transportation facilities ensures that the city is each of the city’s neighborhoods, in partnership the world through Newark Liberty International with community groups. Increase open space in Newark to a level comparable to other big cities. force development into the fabric of the city. Fully integrate workforce development Ensure every resident is within walking distance Integrate learning with neighborhood and economic development programs. of a park. and Downtown development. At the neigh- Ensure adequate funding and neighborhood out- Provide incentives to developers to use borhood scale, avoid isolated schools, instead reach for Newark’s One-Stop Center and other sustainable practices and require all coordinating them with housing, parks, rec- programs. Develop industry-targeted programs City agencies to do the same. Low impact reation and economic development to use where opportunities exist for living wage careers development methods – such as green roofs, education as a community development tool. without college degrees, like trucking or health porous paving, storm water retention, and green Create a “Downtown campus” with an inspiring care. Target re-entry workers on a scale consis- building techniques – will improve Newark’s mix of educational, living, commercial, cultural tent with the scope of the challenge. environmental quality and mitigate its heat and business functions that will both help revive island effect. Encourage cleanup and develop- the central business district and bring learning Prosperous Downtown. Capitalize on an expected multi- ment of brownfield sites to eliminate residents’ Newark’s 150,000 exposure to toxic chemicals. Reduce or eliminate billion dollar school construction program to overhaul the school system’s building inven- jobs represent the air, noise and visual pollution through proactive largest municipal policies and partnerships. tory, provide jobs to Newark residents and move toward better integration with surrounding concentration of jobs Promote public and environmental health areas. in New Jersey, but through physical planning, policy changes the city’s economy Enhance Newark’s status as a College and education. Expand active recreation facilities has the potential to Town. Transform University Heights into and promote a more active lifestyle by creating provide a much high- a vibrant mixed-use district that is con- walkable neighborhoods. er quality and nected to the surrounding communities. Implement beautification projects to quantity of jobs for Create a continuous green space connecting its residents. In spite of its considerable challeng- restore Newark’s historic streets to their the campuses of the city’s major institutions. former glory and improve the city’s image. es, Newark has many underappreciated assets, Develop mixed-income housing, new retail and including its strategic location, a diverse and Begin a series of demonstration projects at Broad commercial activity that converts a largely com- and Market streets. Improve maintenance of underutilized workforce, a large amount of devel- muter population to a residential one. Make meal opable land, concentration of corporate and existing parks and open spaces to improve qual- plans usable at local restaurants. Expand the ity of life, show a commitment to beauty and business service firms, several major universities, intra-campus shuttle to connect to the rest of the and a wealth of arts and cultural assets. restore pride to the city. city, deploying some of the features of BRT for greater efficiencies. Smart NJIT hosted the Newark planning workshop More than ever, education and workforce quality determine success or fail- ure in the global economy. Most indicators of workforce quality in Newark fall far short of the level needed for a competitive economy: 42% of adults lacked a high school diploma in 2000, while 52% of residents who were working were in part-time or low-paying jobs. Newark has the opportunity to change these bleak statistics, particularly by focusing on the more than 40% of the city’s population under the age of 25. New immigrants are also bringing entrepreneurial skills and multiculturalism that are assets in the international economy. And the city can build on one of the region’s most robust higher education networks, with 45,000 college students. The key to success is capitalizing on these resources. While education policy is largely beyond the scope of this report, learning and workforce development are so connected with the economic and physical development of the city that they cannot be overlooked here. With a public school building boom on the horizon, and Newark’s universities already major landhold- ers with expansion plans, a unique opportunity exists to physically weave education and work- Craig Feder The goal of any economic development strategy for Newark must be both to bring more Broad Street Corridor jobs to the city and to bring Newark’s economy within reach of most of its residents. Newark residents held only 23% of city jobs in 2000 and have one of the highest unemployment rates in the state. Recent and projected trends for growth in global trade and regional employment and population give Newark a window of opportunity to capitalize on its assets and re-energize its economy. The City must move quickly, though, to improve its image, promote entrepreneurship and upgrade its workforce and technology. Mov- ing toward the other goals outlined in this report – making Newark green, accessible, equitable and smart – will advance these economic development priorities. In addition, several strategies should also be pursued to capitalize on specific economic drivers. Re-imagine Downtown as a 24/7 mixed- use Central Business District. Business districts throughout the country are thriving by promoting a broader mix of uses, including residential. Capitalize on the construction of the arena and new residential projects to draw new residents, restaurants and nightlife, creating positive activity at all hours of the day and night and attracting more office development. Estab- lish a goal of 10,000 new residents Downtown. Re-develop Broad Street as a high-amenity boulevard that anchors a revitalized Central Business District and connects Newark’s regional hub, Penn Station, to its international hub, Newark Liberty Airport. On key pedestrian corridors, require street-level retail, increase police presence and improve streetscapes. Prohibit any new sky bridges that isolate workers and visitors from Downtown streets. Leverage the city’s transportation and logistics industry by converting the Air- port Support Zone into an International Business Center, featuring conference facilities. Provide better access to the seaport and airport for city residents and establish planning liaisons to the Port Authority to advocate for the city’s interests. Position Newark as the premier cultural and entertainment center in New Jersey. Develop a robust promotional campaign and focus public space improvements, artist housing and programs in arts and cultural districts to physically link the arts into a destination for Newark. Transform Newark’s image from an aging industrial city to a high-tech center by making immediate strategic investments in partnership with the private sector. Create a city-wide wireless network to be on the forefront of similar fledgling efforts across the country. Expand and create technology centers at universities and high schools to advance both education and business development. Equitable All residents should have access to quality educa- tions and neighborhood stakeholders to develop Newark tion and skill development and job opportunities. detailed neighborhood plans in all of the city’s All neighborhoods should provide a high quality neighborhoods, and incorporate those – and of life, with access to affordable housing, pub- existing neighborhood plans – into the city’s lic transportation, quality education, retail and Master Plan and Zoning Ordinance. open space. ➜ A formal on-going structure through which Newark should be a democratic city. In neighborhoods will be able to participate actively its activities City government should uphold the in the process of making decisions about devel- highest values of a democratic society. Govern- opment taking place in their area. As part of this ment should be transparent and accountable to process, the new planning division should assign the citizens, while the planning and land use reg- planning staff to focus on each of the city’s five ulatory process should be restructured to provide wards. for an open, participatory process that begins at ➜ A process to develop a long-term strategy the neighborhood level. Planning, development linked to neighborhood planning to integrate and budgeting decisions must be made with the neighborhoods into the city’s process of capital Overview active involvement of the residents of the areas budgeting and resource allocation. affected. Newark is a city of neighborhoods, each with its Newark should be a sustainable city. The Start by consider amendments to the city’s distinct character and identity. As the city plans city’s long-term vitality depends on building Zoning Ordinance for potential short-term its future, those neighborhoods, their residents healthy neighborhoods, which provide for diver- enactment while the process of creating a new and institutions, must be at the center of the sity of population and housing, a walkable mix ordinance is under way. revitalization process, particularly the lower- of residential, open space and community facili- In addition, the City should eliminate the income neighborhoods where outside interests ties, and a high quality of life for its residents. All artificial separation between the Office of Boards, have largely determined the shape of housing and new development should be of high quality – in which reviews plans for the Planning and Zoning development in the past, overriding or ignoring planning, design and construction – to add long- boards, and the Planning Division. All planning the interests of community stakeholders. Neigh- term value to the neighborhood and the city. activities for the city should be reorganized with- borhood-based planning will produce a more Sustainability is not just about the long-term in a revived, expanded Planning Division. comprehensive, sustainable product, which will welfare of the city, but about that of its people. have the support – and engage the energies – of Preserve and Build Affordable Newark should build the skills and resources of the neighborhood’s residents. Housing its residents, through greater education and skill This must be the basis for a plan of action, One of the most critical elements to the growth development opportunities, enabling them to but there is much work to be done. The quality of of thriving neighborhoods is the availability build their incomes through ownership, job and life in many of Newark’s neighborhoods has been of housing that is affordable to residents of all entrepreneurial opportunities. on the decline for more than fifty years, attacked income levels. The City should actively work to by an avalanche of external forces: industrial preserve existing affordable housing, particularly decline, suburbanization, the 1967 riots, incon- Strategies and Actions public housing and other subsidized housing at sistent development and demolition policies, and risk of loss. An inventory of all subsidized hous- most recently shoddy construction and design Overhaul the Planning Process to ing should be created, including a strategy to standards. Provide Consistency and Community preserve those projects considered at risk. That these neighborhoods continue to thrive Involvement Homes of lower income homeowners should is a testament to their residents and the many Establish a formal structure that engages New- also be preserved through assistance with home community organizations that work tirelessly ark’s neighborhoods in the planning process, improvement financing and strategies to prevent to improve conditions for their neighbors. But beginning with the review of the Master Plan and foreclosures and combat predatory lending. The a landscape blighted by vacant lots, strip malls, the preparation of a new Zoning Ordinance, and City should use code enforcement, receivership and drive-through pharmacies, banks limits pos- continuing by building a formal neighborhood and other tools to maintain the quality of exist- sibilities. Residents need walkable communities, role in review of future developments and capi- ing rental housing. with quality places to live, shop and recreate. tal improvements. This should be seen as a step The preservation of existing affordable toward creating a neighborhood-based process housing in the context of mixed income devel- for capital budgeting and allocation of discre- opment is particularly important in areas where Goals and Principles tionary resources. To this end, the City should property values are rapidly rising, and lower The following goals and principles aim to ensure make the following policy commitments: income households are being priced out of their that Newark’s revitalization is inclusive and cre- ➜ A neighborhood-based process to review own neighborhoods. Those areas should be pri- ates thriving neighborhoods throughout the city. and revise the Master Plan Land Use Element ority areas for both preservation and creation of new affordable housing. Create a targeted code Newark should be an equitable city. New- as appropriate, and develop a new Zoning enforcement strategy focusing on maintaining ark should be a city where citizens of all racial Ordinance to replace the current, outmoded the city’s rental stock. Use nuisance abatement and ethnic groups, all economic levels and condi- ordinance. and receivership aggressively to maintain and tions, wherever in the city they live, are treated ➜ A partnership with community organiza- improve rental housing. fairly and have an opportunity for a better life. Use design standards to promote new housing typologies that are street and pedestrian oriented. These new types should handle parking in a creative way (perhaps with structures) and allow for mixed–use on the commercial corridors.

Community Development Neighborhood reinvestment can be organized around major streets, existing parks and new parks. Shown here is Clinton Street with new context-sensitive infill development along residential streets, new pedestrian-oriented mixed-use development along major arterials, and new linked open spaces created on some abandoned lots.

10 An inclusionary ordinance to ensure that all new development either includes affordable housing or con- tributes to a housing trust fund should be adopted, in conjunction with creation of a city housing trust fund, tying together federal grants, development fees, and other resources to use the City’s housing funds more effectively and efficiently. Priority should be given to projects that are part of comprehensive neighborhood plans. In order to foster and preserve affordable homeownership, the city should encourage development of limited equity condomini- ums, cooperatives, and the Craig Feder formation of community land “Bayonne Boxes” trusts. lot widths that force parking into the front yard tion against further disposition of City-owned Wherever possible, existing buildings and driveways that remove parking from the properties. should be preserved for adaptive reuse – particu- street. ➜ Adopt an abandoned property ordinance larly buildings of historic character – rather than ➜ Promote alternatives to the “Bayonne Box” designating an abandoned property officer, and demolished. The city should not support, either including semi-detached and row houses, and move expeditiously to create an abandoned prop- with respect to rezoning or any incentives, any – particularly along arterial streets – higher den- erty list. housing development that involves the demoli- sity options including mid-rise (typically 4 and 5 ➜ Explore opportunities to use abandoned or tion of valuable older buildings. story) multifamily housing. vacant land for creation of neighborhood parks Raise the Bar for ➜ This can be accomplished by applying a or community gardens. Neighborhood Floor/Area Ratio (FAR) requirement rather than ➜ Develop a process, in partnership with Design and Amenity a height limit; balancing parking requirements CDCs and lenders, to use vacant property receiv- In the city’s many neighborhoods torn apart by with quality of design by requiring parking ership as a strategy to address high-profile vacant incongruous, scattered development and demoli- behind the front building wall; and providing properties. tion, and still blighted by vacant lots, the bar must incentives to encourage architectural features be raised for urban design and beauty. The sub- such as bay windows and semi-private spaces urban development model that has dominated such as front porches and balconies. for decades must be abolished in favor of a more Neighborhood Commercial urban, sustainable path. Some neighborhoods in ➜ Encourage or require mixed-use develop- Newark seem stuck in an uncomfortable nether ment within transit nodes and along corridors region between the city and suburbia. by prohibiting residential use of the street level These areas are characterized by low den- within designated retail nodes. sity housing development, wide streets with ➜ Establish design standards to minimize limited sidewalk space, and retail development curb cuts on main avenues and encourage use of suited to automobiles, such as Home Depot and parallel streets for access to surface parking in the other big box stores. These features create an rear of retail establishments. unsustainable, unhealthy, and unpleasant urban environment, and are designed to accommodate Large-Scale Commercial suburban shoppers rather than Newark resi- ➜ Minimize parking fields or otherwise inte- dents. Steps should be taken to either eliminate grate parking into smaller pockets within a site or better integrate these uses into the surround- and distribute so that they are linked to neighbor- ing neighborhoods. ing small business within a pedestrian network. Design standards, zoning changes and other ➜ Extend the street grid wherever possible into strategies will be needed to improve the quality larger development sites and place street retail of life in the city’s neighborhoods: fronting along the major arteries with shared Residential parking between. The typical three-family triple-decker hous- ➜ Maintain a continuous retail street wall or ing type – known as the “Bayonne Box” – that otherwise minimize large surface parking fields has become the default housing type for new along the primary retail street frontage. construction in Newark presents a number of Vacant Lots problems for the neighborhoods in which it is ➜ Adopt a formal policy for disposition of being built. Problems are caused by inadequate City-owned vacant land, then lift the injunc-

11 Accessible dotted with transit nodes that serve as focal low, indicating truck routes as well as ‘no trucks’ Newark points of development and community activities. streets in proximity to areas of heavy truck traf- Where widening, if any, is contemplated, make fic. Enforcement of these measures by the City it part of a broader strategy that includes other will be critical. modes. Alternatives to auto use, such as transit, ➜ Allow for transit, pedestrians, and bicycles bicycling and walking, must be made safe, reli- to share the road. Static features, such as street able, frequent and attractive. trees and furniture, will enhance the pedestrian Sustainable Transportation. The parking environment and make walking a more viable needs of new developments should be balanced option. Design standards described in the Equi- with the goal of limiting the growth of unnec- table section should be explored to promote essary auto travel, and by so doing create a more alternative modes of travel. hospitable pedestrian environment and encour- Parking age alternatives to auto use. Vehicular parking is an integral component of Balance Needs. Goods movement corridors the city’s transportation system. Currently, the in Newark are important to the economy of the city’s development ordinances and redevelop- Overview City and must be accommodated in a way that ment plans require minimum parking for new limits negative impact on the quality of life of Newark’s competitive advantage begins with its development, in order to ensure adequate sup- residents. links to the region and the world. Certainly no ply. In addition, the State’s Residential Site other place in the region, and only a handful of Improvement Standards (RSIS) establish mini- places in the world, has Newark’s combination of Strategies and Actions mum parking requirements for new residential development. Furthermore, it is common prac- air, sea, rail and highway access. Newark Liberty The following mobility strategy is designed tice for major Downtown employers to provide International Airport, the region’s second largest to improve the connectivity of Newark’s free parking to their employees. The outcome in and one of the major international hubs in the neighborhoods, promote use of public transpor- Downtown is a substantial amount of parking world, links the city to global sources of tourism, tation and accommodate additional, sustainable and a commensurate amount of commuting by business services and high-value trade. New- development. ark is also one of the most heavily used hubs on automobile, both acting as disincentives to use Amtrak’s Northeast Corridor, giving the city a Make the Road Network Work for transit. central location on the world’s largest concentra- Newark Residents Newark should move immediately to tion of economic activity stretching from Boston Newark’s road network, consisting of over 300 eliminate minimum parking requirements and to Washington. Interstate highways provide miles of roads with some 500 traffic signals, replace them with maximum parking standards, both truck and auto access to locations through- is not currently aligned to meet the needs of particularly for non-residential development. As out New Jersey and the larger region. Finally, NJ Newark residents. The City should engage its a standard, 1 space per 1000 square feet (approxi- TRANSIT and PATH provide the city with communities in identifying the needs that can be mately the same standard that Jersey City uses, access to both labor and jobs in New York City addressed immediately. Initial concerns include as compared to 4 spaces per 1000 square feet and northern New Jersey. the antiquated traffic signal system; excessive currently used in Newark) should be a goal. The Improvements to Newark’s robust trans- truck traffic on local streets; limited space for City should consider several additional factors portation network must be focused at the pedestrians and other non-automobile modes including transit availability, marketability of community level to connect neighborhoods of travel; and the network’s overall disrepair commercial space, parking inventory, sharing of to Newark’s existing linkages to the regional, and lack of decoration, such as street trees and parking facilities, and roadway capacity analysis. national and global economy. Rather than start- plantings. The Draft Vision recommends the fol- Overhaul and Modernize the Bus ing at the regional level and looking in, this lowing actions: System strategy starts at the neighborhood level and ➜ Modernize traffic signaling. Signal coordi- Newark’s bus system is a vital lifeline for the many looks out to better connect Newark residents to nation and optimization can go far to address residents who do not have access to the city’s sub- jobs, shopping, and recreational opportunities in local congestion problems in Newark. This will way or light rail lines. While the system reaches the City of Newark and the larger metropolitan require coordination with Essex County, which every corner of the city, it is viewed by some as region. owns and operates the signals along the county unreliable and unsafe. Some of its routes are also routes. Some of the signal issues can be addressed considered outdated and out of touch with the Goals and Principles in the mid-term as the City of Newark is in the current ridership demands. A community-based process of bidding for a computerized signal mobility strategy has to start with bus upgrades Connect Neighborhoods. Improvements system. Signal coordination will be a major com- – the introduction of express Bus Rapid Transit to the Newark transportation system should be ponent of future bus improvements. (BRT) and improvements to the existing system. community-driven, enhancing connections from ➜ the neighborhood level to the existing regional Exert control over the large volumes of truck Bus Rapid Transit network. traffic that flow through Newark. Specific truck BRT is distinguished from local bus service by routes should be identified, with community providing express service, stopping only every ½ Share the Roads. Major road corridors should input as well as input from the trucking industry mile, and by receiving signal preemption, which not just accommodate vehicles but also transit, and regional entities. Clear signage would fol- allows the vehicles to move more quickly than pedestrians, bicycles, trees and infrastructure, 12 Promote mixed-use nodes of “transit-oriented development” at station stops for the subway, light rail and proposed bus rapid transit (BRT).

Create a major mixed-use development node at the Broad Street station.

Re-design and re-zone the proposed BRT corridors.

Re-make the station plaza in front of Newark Penn Station so that it can be a true pedestrian-oriented gateway to all of Newark.

13 Corridor Development New Bus Rapid Transit (BRT) routes along major arterials will be part of a comprehensive strategy for greening and otherwise improving important corridors. Shown here is Bloomfield Avenue, where BRT stops will be complemented by more intensive mixed-use development, designed in a way that integrates with the surrounding context.

14 auto traffic. BRT vehicles look different than and maps at every stop in Newark. This is a short tion is addressed in the Prosperous section of this normal buses, with lower floors that ease entry term measure that can be implemented by NJ report. and exit. Vehicles typically stop at stations with TRANSIT with the urging of the City admin- Broad Street Station Transit raised platforms, fare machines and shelters. BRT istration. Attention must also be paid to the Oriented Development (TOD) operates much like light rail but without the high maintenance of the signage and timely updates The area surrounding Broad Street Station has cost of laying rail and hanging overhead wires, of service changes. The City should advocate enormous potential for residential and commer- and can therefore be deployed relatively quickly. that additional bus shelters, containing the same cial development. This is due to its rail network BRT service has been employed in Curitiba, Bra- important information, be installed under the to the Newark suburbs to the west and to Man- zil and Oakland, California with dramatically recent contract signed by the City and a private hattan to the east, and the newly opened Newark successful results. Overall, it provides a preferred company. Subway extension connecting the area to the New- Over the longer term, the City should service on vehicles that shed the stigma tradition- ark Penn Station area. Extensive surface parking ally associated with buses. The stations create a advocate that NJ TRANSIT employ electron- and some isolated buildings characterize the area sense of permanence that would form the basis ic signage for bus routes throughout the city. today. These are surrounded by office develop- for nodes of activity and the creation of transit- Electronic signage with real-time updates will ment, a thriving historic district on James Street oriented corridors. provide valuable information to bus riders about and some Rutgers and NJIT facilities. The West- NJ TRANSIT has provided a firm com - bus arrivals, as well as to management who can inghouse property, a major barrier between the mitment to the City of Newark to partner on observe route operations and adjust service for community and the station, remains a significant two pilot projects, on Springfield and Bloom- delays and bottlenecks. NJ TRANSIT should hurdle due to severe contamination. According field avenues. Both arteries are appropriate for focus attention on access to jobs in the Port to several studies by NJ TRANSIT and com- BRT because they are wide streets that can eas- Newark and Newark Airport areas early during munity groups, office space, retail and residential ily accommodate the extra capacity needed for a its bus restructuring effort. The effort should also development could form a vibrant community dedicated lane. Springfield Avenue is especially Sample BRT Station around the station. appropriate for several reasons: It is the corridor The initiative begun by with the highest volume of bus services in the La Casa de Don Pedro city (about 14,000 daily trips), with at least 16 to develop a retail bus services that cross or feed into it. Moreover, node on the opposite Springfield Avenue is symbolically important to side of the rail viaduct the City of Newark as the scene of the 1967 riots would only increase and an area of considerable destruction and loss. vibrancy. Develop- Finally, recent investment in the Irvington bus ment at Broad Street terminal makes it a logical focal point at which would also provide a to initiate the BRT service that would travel into compelling image of Downtown Newark. change to the thou- The implementation of BRT will roll out sands that pass the over a period of three years, during which the site by car or bus daily. two pilot programs will be fully realized. The be coordinated with the implementation of the Immediate actions should include coordinating City’s role will be to foster “Transit Improvement pilot BRT routes that will likely result in new with all potential stakeholders to develop a rede- Districts” that engage the communities along the local bus routes in response to changing develop- velopment plan. If the Westinghouse owner is corridors to help locate stops and develop land- ment patterns and new demand. reluctant to develop the property, the City should use plans around them, keep the stops clean and Encourage Development at Transit be prepared to use its redevelopment powers. well lit, and coordinate with law enforcement to Nodes and Corridors Orange Street Station keep the stations safe. Perhaps the single most effective way to make Over the long term, BRT can be expanded Newark greener, more accessible, more equitable Orange Street Station may provide an additional to other parts of the city. Developing BRT along and more prosperous – several of the key goals of opportunity for transit oriented development Broad Street, from Broad Street Station south to this Draft Vision – is to facilitate intense, mixed- around the Newark Subway system or as a park Lincoln Park, will connect the other two BRT use development near the transit system’s key and ride to intercept auto commuters from the corridors and enable passengers to speed their nodes and along its highly-traveled corridors. west using I-280. These possibilities should be way into the heart of the city. Moreover, it will If designed properly, development situated explored promptly, building upon a recent study become an integral part of the greening of Broad near major transit stations and hubs allows for by NJ TRANSIT. This station could serve as a Street described in the Sustainable section. Other the creation of walkable neighborhoods that can future hub, connecting the Newark Subway with BRT extensions would follow avenues that radi- be reached without needing a car. This eliminates potential BRT running along a widened First ate from Downtown. pollution, the need for parking and an expense Street/Irvine Turner Boulevard, with excellent Local Bus Service that many lower income residents cannot afford. connections to UMDNJ. At the same time that NJ TRANSIT is In turn, transit-friendly communities can accom- developing BRT, they are also beginning a New- modate denser development, which will attract ark/Elizabeth Bus Restructuring project that private investments. Finally, many of the design will examine Newark’s 41 current bus services in issues currently marring neighborhoods will be light of the needs of today’s residents, workers and remedied by creation of a more urban landscape. visitors. NJ TRANSIT should be held to their Newark’s robust transportation infrastruc- commitments to hold public hearings about this ture lends itself easily to this type of development. project and to create a rider stakeholder group. There are three transportation facilities that are In the interim, simple measures can be logical starting points for transit-oriented devel- taken to improve the usability and safety of exist- opment: Newark Penn Station, the Broad Street ing local bus service. Newark bus service should Station and the Orange Street Station. Penn Sta- include clear signage with bus routes, schedules 15 Green the Newark Meadows have been filled to cre- building, enhancing, and maintaining its green Newark ate Newark Liberty International Airport, Port infrastructure through street tree planting, Newark, and industrial facilities. Weequahic and urban reforestation, stormwater management, Branch Brook parks are still marvels, and pro- and water quality improvements, among other vide Newark’s major open space and recreation initiatives. opportunities today. But they do not provide Preserve the Historic Fabric. Preserve and nearly enough open space for a city of Newark’s protect historic, cultural, recreational, and other size and youthful population. Newark has only existing resources to strengthen the city’s assets. 2.9 acres of open space per 1,000 residents, rank- ing it at the bottom of major American cities. Plan at the Neighborhood Level. Encourage These factors contribute to a concerning planning efforts at the neighborhood level, capi- health and environmental situation in Newark. talizing on local enthusiasm to ensure project The health of Newark residents is being seriously implementation and policy change. Utilize local affected by exposure to environmental hazards in knowledge to assess neighborhood open space their homes and neighborhoods. The economic needs and identify priority projects. costs of environmental diseases and disabilities Expand Open Space. Increase open space Overview are very significant and largely preventable. The in Newark from its current 2.9 acres per thou- Historically, Newark was framed by its environ- city’s residents, especially children, suffer from sand people to 3.2 acres per thousand people mental resources: the Passaic River, First River, high rates of asthma and obesity, with limited (equivalent to Miami) by 2010, and to 4 acres per Second River, Newark Meadows (tidal wetlands) access to recreation opportunities or even safe thousand people by 2020 (equivalent to Chica- and scattered freshwater wetlands associated with walkable streetscapes. Only healthy children go), increasing the amount of parkland currently its rivers. The city’s two major parks, Weequahic will grow into healthy adults, contributing to in existence by 40%. This goal is aimed at increas- Park and Branch Brook Park, were created as the economic development and prosperity of ing neighborhood parks and outdoor recreation part of the Essex County Park System, America’s Newark. The health of the children and adults facilities – usable open space, as opposed to traf- first county park system. Designed by the Olm- in Newark is intrinsically linked to the health fic triangles or other unusable green spaces. of the environment. Policies and initiatives such sted firm in the early 20th century, these parks Focus on Health. Promote public and envi- promised the beginnings of a citywide network as those proposed in this report will contribute to improving Newark’s environment and, as a ronmental health through physical planning, of grand open spaces. Throughout the city, policy changes, and education. Address key Newark’s natural resources influenced its devel- direct result, the health and wellbeing of the current and future residents of the city. health issues such as air, noise and water pollu- opment and enhanced its economy. tion and soil contamination. Newark’s environmental resources today are markedly different. The Passaic River still Goals and Principles Beautify the City. Every intervention must be defines the eastern boundary of Newark but an upgrade to visual quality and perceived qual- Grow Sustainably. Environmental protec- the First River has been culverted. The Sec- ity of life in the city. Creating a more beautiful tion, public health, and quality of life should be ond River defines the northern boundary of Newark will improve the city’s image and instill the basis for future development and redevelop- the city but it is still partially inaccessible. And a greater sense of pride in residents. ment decisions. The city should focus efforts on Waterfront Greenway Strategies and Actions Each of these goals produces short and long-term recommendations aimed at making Newark a greener, healthier, more walkable and more beautiful place. Sustainable Growth ➜ Implement the waterfront park along the Passaic River from the northern edge of the city to the Pulaski Skyway in the Ironbound District, and utilize the riverfront as one of the city’s major gateways. The waterfront park can help improve Newark’s image as a more sustainable city. The City should begin by focusing on three strategic sites: Downtown, Ironbound District, and the North Ward. Work can also be initiated quickly on the waterfront by partnering with Essex County to acquire 5.5 acres near Minish Park. ➜ Provide incentives to developers who install green roofs, porous paving, storm water reten- 16 tion, recycled materials, and other low-impact Green the important corridors.

Create green gateways into the city.

Complete the waterfront parks and develop up-land connections.

Preserve and protect historic landscapes.

Create small parks throughout the city using vacant land and, where appropriate, brownfields.

17 Green Linkages Newark has extraordinary open space resources that can be linked to raise quality of life as well as add value to new development sites. Linking the waterfront to the upland parks and newly-land- scaped corridors, as shown here, is one of the essential aspects of this strategy.

18 development methods. Require City agencies to Coast Greenway, and the Liberty Trail. These value. Possible demonstration projects include use these methods on new projects and retrofits. linkages will help to establish a more coherent a brownfield cleanup, reforestation, street tree Encourage public utilities to do the same. Explore green network that will have a regional draw and planting, new trash cans and street furniture, and funding though the Urban Enterprise Fund and provide recreation opportunities for Newark creating community gardens. Start by re-estab- Environmental Opportunity Zones. Start by residents. lishing the shade tree commission and the City’s creating a green roof on a prominent publicly- Tree Ordinances. The intersection of Broad Street Preservation owned building to demonstrate the practice and and Market Street should be beautified early on the City’s commitment to green building. ➜ Preserve and protect historic landscapes to reinforce its place as the historic crossroads of and cultural resources, such as Branch Brook Newark. This must be done in conjunction with Neighborhood Planning Park, West Side Park, the Newark Museum, and a public health program connecting environment ➜ Encourage neighborhood-based open historic Downtown parks for the enjoyment of to health. space planning by establishing a program for residents and visitors. Partner with Essex County ➜ Maintain and upgrade existing parks and developing, restoring, or enhancing neighbor- to improve city edges of county parks to create open spaces (both City and County owned) to hood-based small parks, community gardens, integrated urban open spaces. strengthen neighborhood, city-wide, and region- and playgrounds. Local neighborhood groups ➜ Program the Open Space District Down- al assets and improve quality of life. Develop a should identify key sites and projects that can town and encourage stewardship of three historic strong, well-organized, and well-trained team have a maximum impact on the community, parks, Lincoln Park, Military Park, and Washing- of maintenance crews with adequate, up-to-date such as community gardens, street trees, park ton Park. Emphasize and celebrate Lincoln Park’s equipment. Establish a parks and open space improvements, street lighting, fields or play- location in the Jazz District, Military Park’s cen- management/funding structure that will provide grounds. Ensure that every Newark resident is trality among corporate employment centers and for adequate capital improvements and long-term within walking distance of a park, no more than NJPAC, and Washington Park’s proximity to maintenance, programming and management. ½ mile. the city’s key institutions like the Newark Public Start by developing a litter removal program with ➜ Establish green gateways into the city to Library and the Newark Museum. citywide trash receptacles, empowering local create more pleasant, visually pleasing, and envi- ➜ Establish an Open Space Stewardship Pro- communities to beautify their neighborhoods. ronmentally friendly entranceways for residents, gram. Stewardship can include park clean-ups, visitors, and regional workers. These gateways environmental education, open space improve- serve as major features along green corridors. ments, a trash can campaign, management ➜ Develop active recreation facilities and training, and community programs. Start by playgrounds at each of the city’s public schools to establishing Stewardship Programs for Lincoln, serve as a resource for surrounding communities. Military and Washington parks through public- This initiative will help to increase neighbor- private partnerships. hood access to open space by allowing residents Public and Environmental Health to use school grounds even when schools are not in session. ➜ Adopt a strategic plan to address public and ➜ Utilize select vacant land for conversion into environmental health. Initiatives may involve parks, community gardens, and playgrounds, developing trails, health education, farmers’ mar- particularly in neighborhoods in need of open kets, safe routes to school, measures to prevent space. Start by completing the Conservation Ele- air and water pollution (such as no bus idling), ment of the Master Plan, including an inventory reforestation, gardening, enhanced access-ways of vacant lots for preservation as open space and to parks, greater recreational opportunities, park development. understanding air quality factors on hot days, and a green roof demonstration project. Open Space ➜ Establish and implement an environmental ➜ Expand the open space system in Newark. clean-up / health initiative citywide. Environ- Develop a city-wide open space plan and a man- mental clean-ups can range from a simple trash agement plan for the interim uses of vacant lands. pick-up to a brownfield remediation. The health Then strategically acquire and develop open space initiative should focus on combating some of the in coordination with development and transpor- city’s most serious health problems, including tation initiatives. (Especially give consideration asthma, lead poisoning and other respiratory- to “saving” or land-banking existing city-owned related illnesses. vacant lands near existing or proposed school ➜ Implement a brownfields-to-greenfields sites). program citywide to eliminate residents’ expo- ➜ Develop beautiful green boulevards using sure to toxic chemicals from old industrial sites. low impact development techniques. Greening Start by partnering with local communities and corridors can create more comfortable pedestri- the Port Authority to establish a Brownfield an environments while increasing the legibility Action Initiative to help prioritize brownfield of the city’s open space network. Use low impact sites and begin work on remediation even where development techniques along corridors as a end uses have not been determined. model for other developments throughout the Beautification city. ➜ ➜ Create a major trails program that links Develop and implement a series of strategic neighborhoods to schools and parks. Such pro- projects to demonstrate a commitment to beauty grams include the Newark Greenway (linking in the city. These projects should be easy to imple- Weequahic Park to Branch Brook Park), the East ment while maximizing potential impact and 19 Smart working-class residents are also essential for cre- eral sites, the model tends to place boundaries Newark ating greater economic and social equity. Finally, between children and adolescents and their sur- the physical presence of schools and universities roundings, diluting the interaction between is arguably the largest institutional force shap- learners and resources that educators from John ing the city’s development, from neighborhood Dewey to Howard Gardner identify as critical to schools that are often the most important com- learning. munity facility to the University Heights district Building Strategy: The City of Newark has that is a locus of daytime activity and potential submitted a request to the State of New Jersey development. for $3 billion in school construction funding to In articulating this vision for Newark, sev- build 40 new schools and renovate 30-40 existing eral goals and principles emerged that cut across facilities. The City must capitalize on whatever the themes of economic and community devel- allocation of funds it receives to dramatically opment, transportation and open space: overhaul the school system’s building inventory. Integrate Learning with Neighborhood This is also a tremendous opportunity to provide and Downtown Development. As New- jobs to Newark residents and to kickstart a new Overview ark rebuilds, it can become a City of Learning®, focus on integrating schools into the surround- providing a seamless educational environment ing communities. Education and workforce quality have become the for its children and adolescents by integrating Neighborhood-scale Strategy: At the primary competitive advantage in a global econo- their schools in the city’s development. Schools neighborhood scale, Newark must not build my, as well as the main determinant of individual become more effective as they draw on commu- schools on isolated blocks requiring demolition economic success. While Newark has a number nity resources and the location and design of and displacement. Newark has the opportunity of advantages, including a diverse, multi-lingual schools can encourage walking and support park, to coordinate construction of new schools with workforce and universities serving 45,000 higher recreation and retail development. housing, parks, recreation, and economic devel- education students, most indicators of workforce Enhance Newark’s Status as a College opment initiatives within existing neighborhood quality badly trail what is needed for a competi- Town. Colleges and universities must become streets and blocks, on currently vacant lots, and tive, inclusive economy. Nearly 42% of adults more physically and economically integrated with in empty buildings that can be converted to edu- lacked a high school diploma in 2000. Over Downtown and the residential neighborhoods cational uses. These schools can be built on parts half were either unemployed or not in the labor of the city, enhancing their already substantial of blocks, sharing sites and buildings with hous- force and, according to calculations by the Initia- value to Newark. The University Heights district ing and commercial development, to put learning tive for a Competitive Inner City, roughly 52% should be the focal point for these efforts, with in the heart of communities, while coordinating of Newark residents who were working were in housing, open space, health care clinics and retail programming with local resources such as public part-time or low-paying jobs. that serve the surrounding community as well as libraries, YMCAs and Boys and Girls Clubs. By Newark also has a young population that is enhancing the appeal of the universities. integrating schools with neighborhoods, New- coming of age in a period of rapid change. Over ark’s students can increase interaction with their 40% of the city’s population is under 25. As the Fully Coordinate Comprehensive Work- communities and be encouraged to “own” their city transitions from a period of stagnation to force and Economic Development environments. one of hope and growth, this new generation Programs. Newark’s many high-quality train- is an incredible resource. Include a continued ing programs and strong educational institutions Downtown Strategy: As Newark integrates influx of immigrants eager for economic success, can be the foundation for a comprehensive the building of schools and neighborhoods, it and there is ample reason for making the invest- workforce development program that is capable can do so in the Downtown, providing increased ments necessary to educate, train and develop of systemic change. This will require an insti- educational opportunities for students and cre- this potential workforce. tutional infrastructure capable of coordinating ating a “Downtown campus” consisting of a mix the city’s disparate programs, and aligning these of educational, living, commercial, cultural, and Principles and Goals programs with private industry needs and public business functions that will help revive the CBD. economic development strategies. By introducing school space adjacent to or in Giving Newark residents the knowledge and existing and future facilities for sports, cultural, skills that are needed to succeed in the 21st centu- Strategies and Actions government, university, transportation, health, ry clearly begins with reform of the public school hotel, and other activities, Newark students can system, a challenge largely beyond the scope of Integrate Learning with extend their classroom learning into the real this planning exercise. However, learning and Neighborhood and Downtown world through internships, mentoring, and work- workforce development are so fundamentally Development study programs while they engage positive adult intertwined with the economic and physical Three coordinated strategies can be combined role models in their learning and socialization. development of the city that any strategic vision with education reform to make Newark a rec- would be remiss if it did not incorporate objec- ognized City of Learning®. All are designed to Enhance Newark’s Status as a tives and actions that address this challenge. correct the current school model that separates College Town A skilled and educated workforce is the most students from their environment. Whether built To expand the role of higher education insti- important foundation for a prosperous economy. in the middle of neighborhoods or on periph- tutions as both a focal point for economic Education and skill enhancement for poor and development and as a resource to communities, 20 Consider alternative locations for new schools that can connect curriculum and the student experience to the local economy, culture and environment. Shown here is a concept for making a school part of a new mixed-use project, perhaps as part of the redevelopment of an underutilized building in the Downtown.

21 College Town A vision for University Heights includes a comprehensive network of well-defined open spaces with linkages to the surrounding neighborhoods and Downtown. Surface parking lots become opportunities for new academic buildings and new student residences that can add life to the Heights and Downtown.

22 two complementary strategies should be pursued. The first is to redevelop University Heights as a mixed-use district that connects it to surrounding communities and makes it a recognizable destination that attracts students, faculty, businesses and visitors from around the world. The second will create additional synergies among Newark’s higher education institutions and other city stakeholders. Transform University Heights: Several coordinated actions would create a more attractive mixed-use district that would better connect the institutions to each other and the city. An early action item would be the “greening of University Heights” that would create a continuous greenway connecting the different campuses, largely on property already owned by the institutions. Other actions would include creating mixed- income, student, and employer-assisted housing throughout the district; developing a transit village around the Orange Street station; build- East Side High School ing a fiber optic line along a major corridor; and encouraging retail at key locations. All these recommendations would be implemented through a vigorous dialogue between the institutions and the community. Strengthen Institutional Connections: A phased plan to establish stronger ties between universities and other city stakeholders could begin with a summit focused on the links between higher education and public education, as well as the training needs of local residents. Other actions could include proceeding with the Digital Cen- tury Center at Science Park, making university meal plans usable at local restaurants, and expanding the shuttles that connect the universities to Downtown and other parts of Newark. Fully Integrate Comprehensive Workforce and Economic Development Programs A combination of comprehensive and indus- Oliver Street School try-specific workforce strategies are needed to address the needs of Newark’s underemployed try, is a prime target for concerted efforts to break adult population. The primary thrust should be down barriers to entry, including training and to provide the institutional infrastructure to cre- insurance. In health care, the career lattice model ate and maintain a system that is coherent to both being promoted by the Newark Alliance links job seekers and employers, and that can adapt to providers, intermediaries and workers and gives changing labor market needs and conditions. participants a chance to “earn while they learn.” Coordinate and market existing pro- Target special needs populations, such grams: Newark’s Workforce Investment Board as re-entry workers: As in cities across the and One-Stop Center provide the basis for a more country, large numbers of unemployed re-enter coordinated and strategic approach to career Newark’s neighborhoods from correctional training and placement. However, these need to facilities with few prospects for employment. be sustained with adequate funding and their While good programs for these and other special services need to be aggressively communicated to needs populations exist, they need to be brought both job seekers and employers. Neighborhood- up to a scale that is consistent with the scope of based outreach is particularly important. the challenge. Fully develop industry-targeted programs for trucking, health care and other clus- ters: Several growing industries in Newark have opportunities to provide living wage careers without college degrees. Trucking, with its links to the rapidly growing logistics and distribution indus- 23 Prosperous lead the list of constraints, which also include on growing trade at Port Newark, improving its Newark aging infrastructure, poor quality housing stock, competitiveness in the growing logistics indus- regulatory barriers and a limited tax base. try, creating greater access to port and airport opportunities for city residents, and using envi- Principles and Goals ronmentally sound development practices at port, airport and rail hubs. Principles: Competitive, Inclusive, ➜ and Sustainable The city will build upon its location, infrastructure, and existing offices to position Newark Creating a successful urban economy requires as a Regional Office Center, create workforce the synthesis of multiple objectives. First and development programs to enhance resident foremost, a Prosperous Newark needs to provide career opportunities, and concentrate develop- a decent standard of living for residents across ment near transit nodes. class, race and ethnic boundaries. It needs to do ➜ Newark’s status as Regional Knowledge this while competing with other locations for Center will be promoted and enhanced by mak- jobs and business opportunities, and it needs to ing its higher education institutions a focal point Overview insure that it protects assets, prosperity and qual- for the expansion of academic and research activity of life for future generations as well as current ities, new industries and housing opportunities In spite of Newark’s long decline as one of the residents. This is a complex balancing act that that more closely integrate these institutions Northeast’s leading manufacturing centers, the can often involve difficult trade-offs, but it is also with Newark’s neighborhoods. city’s 150,000 jobs still represents the largest essential to devise complementary strategies that ➜ Newark will leverage its arts and cultural municipal concentration of jobs in New Jersey. fulfill three broad principles. assets to define the city as the premier Cultural Its economy includes a growing transportation A Competitive Economy will see Newark and Entertainment Center of New Jersey to and distribution sector, a substantial office mar- strengthen its global and regional position in key attract audiences, residents and businesses, cre- ket concentrated in financial and business industries, including transportation and logis- ate new retail sectors and improve both citywide services, and strong institutions anchoring the tics, business services, retail and entertainment, image and neighborhood quality of life. higher education, health care and arts and enter- education and health services. Success will be tainment industries. evidenced by job and income growth and a grow- ➜ Newark will be known as a Healthy City Still, Newark’s job base and population are ing share of global trade, regional office markets that protects the health of its residents while far smaller than they were in the city’s heyday in and industry employment. expanding economic opportunity through an the 1950s and 1960s. Even more importantly, For Newark, an Inclusive Economy means enhanced healthcare delivery system, a health much of Newark’s economy remains out of reach that its residents will fully share in the benefits services career lattice to address workforce chal- for most residents of the city. They are signifi- of economic growth. This will result in substan- lenges, and an increase in “green” industries, cantly under-represented in transportation and tial increases in both the number and share of buildings and practices. high-value service industries, sectors with high city jobs held by city residents, significantly lower wages and growth potential. Newark residents poverty levels, and improved wages, benefits and Strategies and Actions held 23% of city jobs in 2000 and have one of the job stability at all income levels. highest unemployment rates in the state. Finally, a Sustainable Economy will insure In the broadest sense, all of the goals and actions Prior studies and existing plans have that future generations are not burdened with in this report need to be part of the strategy for a consistently identified several key, if often unap- additional environmental damage, unreasonable Prosperous Newark. A Green and Accessible city preciated, assets for positioning Newark as a public debt, or the erosion of infrastructure and will attract new residents and business as well as successful, competitive urban economy. These other physical assets. Progress will be measured make the city more functional for the existing include its strategic location as both a global and through a broad array of environmental, health firms and workforce. Neighborhood strategies to regional transportation hub, a diverse and under- and fiscal indicators. create a more livable and equitable place should utilized workforce, a large amount of developable Goals for Economic Drivers also make the economy more inclusive and sustainable. And no economic development strategy land, an agglomeration of corporate and business To implement these principles, an economic service firms, a concentration of major large uni- is more important to future prosperity than the development strategy can be formulated around education and workforce strategies outlined in versities, and a wealth of arts and cultural assets. goals for key sectors that will drive the economy. Recent and projected trends for growth in the section on a Smart Newark. Existing plans provide the basis for this strategy, In addition to these, three cross-cutting global trade and regional employment and popu- including the cluster and business development lation give Newark a window of opportunity to strategies and several sector and place-specific action plans recently developed through the strategies should be priorities: capitalize on these assets and re-energize its econ- Opportunity Newark initiative. Goals for each omy. Cargo at Port Newark, for example, has economic driver can be articulated by applying Cross-Cutting Strategies grown substantially in recent years and is forecast the three principles to its particular assets and Image: Improving Newark’s image involves both to continue its expansion. However, this oppor- opportunities. sustained and effective marketing of the city’s tunity will be lost without a frank assessment of underappreciated assets and tangible improve- the barriers and constraints that have kept New- ➜ Newark will strengthen its status as a Global ments in the facilities, services and public spaces ark from realizing its potential for decades. Low Transportation and Logistics Center by building that are most visible to businesses and visitors. educational attainment and a negative image 24 Although there have been many notable efforts The Draft Vision calls for maximizing the economic development potential of the seaport and airport.

Develop new bus links to the support area to connect Newark residents with port and airport jobs.

Use the new conference facility development and associated roadway investments to link Broad Street and the Downtown to the airport.

Provide zoning protection for the Develop conference facilities airport support area to prevent at the airport rail station. further encroachment of incom- patible uses. Develop the airport support zone for high-value-add- ed manufacturing, research and assembly jobs.

25 24/7 Downtown Downtown is a key to the prosperity of Newark and the region. A revitalized Downtown, as shown here, will include major new commercial buildings, context-sensitive mixed-use buildings and linkages to the surrounding neigbhorhoods, including new greenway and corridor connections south to the Ironbound District.

26 to improve the city’s image over the years, these tries that require high amenity, a central location ➜ Appoint planning liaisons to the Port have often petered out without the infrastructure and a highly skilled workforce. Any chance of Authority for both the Port and Airport to serve and commitment to sustain them. A comprehen- attracting new office and retail jobs to the Down- as the City’s advocates for PA investments and sive strategy should include the following: town area, however, requires actions to follow operations. ➜ Create a Destination Marketing Organi- the path of almost every other successful CBD in ➜ Prepare an access and circulation plan with zation or Convention and Visitors Bureau with the country and move toward a 24/7, mixed-use short, medium and long-term actions to improve dedicated, sustainable funding to coordinate and future. Employers, residents and workers are all resident access and efficiency. drawn to districts that combine office space with unify public and private efforts to brand Newark ➜ Undertake a comprehensive market analy- housing, restaurants, bars and nightlife. With as an attractive place to live and work. sis to convert the Airport Support Zone into an aggressive development strategy, office devel- ➜ an International Business Center, exploring the Improve basic maintenance and services for opment could be supplemented by up to 10,000 feasibility of a convention center or conference facilities and public spaces, particularly trans- new Downtown residents over the next ten years. facilities, logistics functions and other potential portation gateways, public buildings, parks, key This strategy must confront the reality that most uses. intersections and nodes. Downtown streets are currently empty, forebod- ing and unpleasant, and that past strategies have Entrepreneurship: Grass-roots efforts to cre- focused on avoiding these streets rather than Arts, Entertainment and Retail: A strategy ate and expand small business opportunities making them safer, more pedestrian-friendly and for this sector would combine physically link- are often given too little emphasis, yet Newark’s attractive. Actions should include: ing arts, cultural and entertainment facilities, diverse and energetic population are already actively promoting these assets, and improving ➜ Adaptive reuse of major properties, such as exhibiting entrepreneurial drive and generating programmatic supports. Specific actions would the Hahne’s Building, and reuse of vacant upper economic activity in both neighborhoods and include the following: floors in smaller mixed use buildings, for residen- Downtown. Supporting these efforts, helping tial development. ➜ Hold biennial arts festivals to create syn- to turn informal activity into legitimate busi- ergies among Newark’s artists and institutions ➜ Creation of a new Arena District, illustrat- nesses and start-up firms into on-going concerns, and highlight the quality, breadth and depth of ed here, which would capitalize on the new arena requires a multi-faceted approach including Newark’s resources. actions such as the following: to draw robust mixed-use development to the area. The district would aim to bring people and ➜ Focus artist housing, public space improve- ➜ Develop a network of neighborhood-based life back to Downtown streets, and would seam- ments and active programming in cultural business support centers, in addition to the One lessly connect the entire Penn Station area to the districts, such as the Ironbound, Lincoln Park, Stop Business Resource Center, to market and Ironbound District. Design guidelines would and the neighorhoods around NJPAC, the New- tailor services to specific communities. be adopted to set a high standard and create a ark Museum and other cultural institutions. ➜ Leverage public funding, such as Governor consistent identity for the entire district, while ➜ Create Business Improvement Districts in Corzine’s proposed New Jersey Urban Fund, to maintaining the special character of the adjacent commercial and retail nodes throughout Newark provide a source of patient capital that can help Ironbound. to supplement existing BIDS Downtown and in start-ups and existing small firms to expand. ➜ Undertake a long-term effort, including the Ironbound. ➜ Create an Earned Income Tax Credit redevelopment, traffic engineering and streetscap- Awareness initiative to capture as much as $8 ing, to remake Broad Street as a vibrant, attractive million in federal EITC payments that New- boulevard that highlights Newark’s commercial, ark residents are entitled to, but currently do cultural and neighborhood assets. Redevelop- not apply for. The initiative would include an ment should also link Newark’s regional hub, outreach campaign and a center that would Newark Penn Station, to its international hub, provide greater access for eligible residents. Newark Liberty International Airport. ➜ Designate pedestrian corridors that con- Technology: Newark’s dense office and institu- nect key destinations, such as the arena and Penn tional network give an opportunity to transform Station, and require retail at street level, increase its image from that of an aging industrial city to police presence and lighting, improve streetscapes a high-tech center, supporting industry as well as and prohibit new and future sky bridges. place specific strategies. Priorities should include: ➜ Reduce minimum parking requirements ➜ Creation of a citywide wireless network for new development to enhance pedestrian and to compete with a growing number of similar transit use. efforts across the United States. ➜ Leverage new state resources to create a ➜ Expansion and creation of technology cen- comprehensive set of financial and tax incentives ters at universities and high schools to advance to retain and attract office tenants. both education and business development. Sector and Place-Specific Strategies Transportation and Logistics: Since this industry is focused heavily around Newark Lib- In addition to strategies for universities, health erty International Airport and Port Newark, both a services and transit-oriented development focused placed-based strategy and industry support outlined in other sections of the report, com- services are needed. The Port Authority of New York prehensive strategies specific to other economic and New Jersey’s Strategic Plan outlines major invest- drivers need to be articulated and implemented. ments in both facilities, which the City of Newark should leverage through a comprehensive strategy 24/7 Central Business District: Newark’s that would include the following: future as an office center requires careful study to determine its competitive advantages in indus- 27 From Vision to Action

First and foremost, this document will be The goal should be a Land Use Map and Zon- posted online at both the RPA website (www. ing Code that is based on the consensus vision of rpa.org) and the City of Newark’s site (www. the type of land uses and intensity of growth that ci.newark.nj.us) to allow all residents an oppor- should occur in each neighborhood of the city. tunity to immediately weigh in on the plan. Following the release of the Draft Vision, the City Immediate Actions and RPA will co-host stakeholder forums in each of the five wards to ensure that community, civic, Implementation of the long-term vision should educational and business leaders can help shape begin immediately with a series of tangible improve- the City’s vision, which will contribute to the re- ments that will elevate confidence in the city, examination of the Master Plan. create a climate for action and address some of the In the future, a more complete public input roadblocks to systemic change. The Draft Vision program will be created to guide and inform the contains many initiatives that could be implement- comprehensive overhaul of Newark’s Master ed quickly to achieve a high impact, including: Plan and Zoning Ordinance. ➜ Target key transportation gateways, public spaces and access points to the city for improved Toward a Master Plan maintenance, appearance and security. With the construction of the Newark Arena, the The goals and ideas that emerge from this pro- area around Penn Station is an obvious choice cess need to be codified into a Master Plan and for short-term changes that could include implemented in a series of short-, medium- and reconfiguring several intersections for safer long-term actions. pedestrian crossing, tree planting, and hosting The first step toward a new Master Plan public events. must be the creation of the planning infra- ➜ structure needed to conduct and implement Capture and leverage additional revenue comprehensive, neighborhood-based planning. from federal, state and local sources through The first step, which has already begun, is the measures such as working with the Governor to development of planning, housing and economic utilize the New Jersey Urban Fund, maximize development divisions in City Hall, staffed by Abbott funds for school construction, increase receipts of Earned Income Tax Credits, and The Draft Vision described on the preceding teams of professionals capable of implementing allowing university students to use their meal pages builds on the many excellent but unreal- ambitious strategic plans. plans at local restaurants. ized plans for Newark that have been proposed A neighborhood-based planning struc- over the past decade. By creating a framework ture must then be built, beginning with a ➜ Fully implement and market employment for evaluating development proposals, the Draft working group to identify amendments to services of Newark’s One Stop Center and Work- Vision aims to remove at least one of the barri- the city’s Zoning Ordinance for enactment force Investment Board. ers that kept these plans from becoming reality in the short-term, while the process of creat- ➜ Create a green roof on a prominent publicly- to this point. Many other obstacles have been ing a new Zoning Ordinance is under way. owned building to demonstrate the practice and removed with the ascension of the Booker admin- the City’s commitment to green building. Several milestones should then be reached istration, and the stars look to be aligning for real ➜ Initiate work on the waterfront by partner- over the course of the next 1 – 2 years: progress in Newark. This document will be just ing with Essex County to acquire 5.5 acres near another report, however, unless immediate, deci- Minish Park. ➜ Consider interim Zoning Ordinance sive action is taken toward implementation. This ➜ concluding section proposes a series of next steps amendments Partner with local communities and the to gain public input into the Draft Vision, codify ➜ Port Authority to establish a Brownfield Action Complete and adopt the Housing Element Initiative to help prioritize brownfield sites and its major elements and make immediate on-the- to the Master Plan ground progress toward realizing its objectives. begin work on remediation even where end uses ➜ Establish local advisory groups have not been determined Validating the Draft ➜ Work with the advisory groups to review ➜ Urge NJ TRANSIT to make interim the Master Plan and identify appropriate improvements to bus service, including clear While every effort was made to include as many Zoning Ordinance provisions signage that includes bus routes, schedules and constituencies and ideas into the workshop and ➜ Draft and adopt a new Land Use maps at every bus stop in Newark. this resulting report as possible, it remains the Ordinance ➜ Work with NJ TRANSIT to begin imple- vision of Regional Plan Association and not nec- ➜ Draft and adopt design guidelines mentation of the two pilot Bus Rapid Transit essarily that of the people of Newark. This report ➜ corridors. recommends a formal structure for incorporat- Establish an ongoing framework for neigh- ➜ Pursue a partnership with a local university ing local input into the planning process, and the borhood participation in the planning and to open a storefront planning studio Downtown Draft Vision is no exception – it must be vetted development process. to begin to integrate education into the city and through a robust public process. allow residents access to planning materials. 28 With the publication of this Draft Vision, the Booker administration is nearing its 100th day in office. There remains a feeling of hope and optimism on the streets of Newark that is palpable and extremely exciting to anyone who cares about the future of this city and the region. The administration must move quickly to retain this optimism by beginning to implement elements of this vision even as a full vetting of its recommendations is underway. There has been much talk over the years about an urban renais- sance in Newark, but for the first time there is both a vision for the City’s future and the leader- ship in place to make it a reality. Regional Plan Association shares Mayor Booker’s optimism for Newark’s future and stands ready to help implement this Draft Vision.

29 Acknowledgements

Andrew A. Altman, Altman Development LLC Kim Gaddy, Mark G. Barksdale, New Jersey Environmental Federation Department of Economic and Housing Ben Goldman, City Without Walls (cWOW) Development, City of Newark Amy Goldsmith, Jarmaro Dilettante Bass, New Jersey Environmental Federation City of Newark, Department of Economic Toni Griffin, Harvard University & Housing Development Carl Haefner, Trust for Public Land Vern J. Bergelin, Parsons Brinckerhoff Gerald Haizel, Martin Bierbaum, The College of New Jersey Episcopal Community Development Amanda Blagman, Chip Hallock, Regional Business Partnership The Association for Children George Hampton, of New Jersey University of Medicine & Dentistry of Ellen Brown, New Jersey New Jersey Institute for Social Justice Mami Hara, Wallace Roberts and Todd LLC Richard Cammarieri, Bonnie A. Harken, New Community Corporation CDC Nautilus International Development We would like to thank the following Timothy L. Carden, Consulting foundations for their generous support The Public Private Strategy Group Peter Harnik, Trust for Public Land for this project: Christopher J. Carew, Geraldine N. Harvey, New Jersey Office of Economic Growth Crest Community Development Independence Community Foundation William Carry, New Jersey Transit Corporation Corporation The Fund for New Jersey Colin Cathcart, Kiss + Cathcart, Architects George Hawkins, New Jersey Future The Nicholson Foundation Zemin Chang, James Street Association James C. Hess, Jr., DMJM Harris The Schumann Fund for New Jersey Michele L. Christina, Karen Hilliard-Johnson, Victoria Foundation Brownfield Redevelopment Solutions Department of Economic & Housing Annisia Cialone, Development, City of Newark We extend our gratitude to the Co- Ehrenkrantz, Eckstut & Kuhn Architects John V. Hummer, chairs of the workshops who led the Patty Clark, North Jersey Transportation Planning discussions and helped formulate the Port Authority of New York Authority, Inc. final recommendations: and New Jersey Anne H. Jacobson, Victoria Foundation C. Sean Closkey, The Reinvestment Fund Gerard Joab, Community Development Raymond Codey, Local Initiatives Support J. Max Bond, Jr., Davis Brody & Bond, LLP New Community Corporation CDC Corporation (LISC) Alan Mallach, National Housing Institute Arnold Cohen, Richard F. Johnson, Housing and Community Development Matrix Development Group Environment and Open Space Network of New Jersey Barbara E. Kauffman, Robin L. Dougherty, Greater Newark Shelden Cohen Regional Business Partnership Conservancy Angela Cook, Jung Kim, New Jersey Office of Smart Growth Faye B. Harwell, Rhodeside & Harwell Unified Vailsburg Service Organization Neil P. Kittredge, Beyer Blinder Belle Elliot Rhodeside, Rhodeside & Harwell Marshall Cooper, Michelle Knapik, City of Newark, Department of Economic Geraldine R. Dodge Foundation Transportation and Infrastructure & Housing Development Barbette Lherisson, Richard T. Roberts, New Jersey Transit Alex Dambach, City of Newark James Street Association Corporation Joseph Della Fave, Raymond Lindgren, Newark Public Schools Darius Sollohub, New Jersey Institute of Ironbound Community Corporation Beverly Lynn, Newark Preschool Council Technology Robert Dresnack, Dawn Macey-Wright, New Jersey Institute of Technology Department of Economic & Housing Economic Development and Regional Brandon Early, Weequahic Park Association Development City of Newark Strategies Doug Eldridge, Joaquin Matias, Gabriella Morris, Prudential The Newark Preservation and Department of Economic & Housing Richard W. Roper, The Roper Group Landmarks Committee Development, City of Newark Robert M. Farley, Michael McEntyre, Design Ideas Group We also thank everyone who participat- Unified Vailsburg Service Organization Ferdinando Micale, ed in the workshops: Joseph F. Fox, Jr., Wallace Roberts and Todd LLC City of Newark - Tax Assessor’s Office Feldman Middleton, Eric Adams Michael B. Francois, Weequahic Park Association Cheryl Allen-Munley, Port Authority of New York Tanya Mitchell, Newark Alliance Department of Engineering, and New Jersey Kevin Moore, Weequahic Park Association City of Newark Joel Freiser, Newark Urban Enterprise Zone Linda Morgan, Fidelco Newark Michele Alonso, City of Newark Corwin Frost, Newark Public Schools Patrick Morrissy, Housing and Neighborhood Development 30 Services (HANDS) Lincoln Park Coast Cultural District The following Regional Plan Association Mark M. Murphy, Fund for New Jersey Nancy Zak, staff helped to organize and participated Animesh Nayak, FXFowle Architects, PC Ironbound Community Corporation in the workshops: Raymond Ocasio, Kenneth Zimmerman, La Casa de Don Pedro Office of the Governor of New Jersey Thomas K. Wright, Okems Okemezie Executive Vice President, Project Manager Juan O’Neill, NewWork NJIT School of Architecture hosted the Robert Lane, Steve Plofker, visioning workshops and provided invalu- Director, Regional Design Programs, New Jersey Economic Development able technical support and expertise. Project Designer Authority We extend our thanks. Thomas G. Dallessio, Matthew Polsky, Passaic River Coalition Vice President and New Jersey Director Richard M. Preiss, Administration: Jeremy Soffin, Vice President of Public Affairs Phillips Preiss & Shapiro Associates Robert Altenkirch, President, NJIT Nicolas Ronderos, Senior Planner Clement Price, Henry Ross, Chief of Staff, NJIT Sasha Corchado, Institute on Ethnicity, Culture & the Urs Gauchat, Dean, NJIT School of Project Manager, New Jersey Office Modern Experience Architecture Christopher Pye, Rutgers University James Dyer, Associate Dean, NJIT School of Robert D. Yaro, President Barbara Reisman, Architecture Christopher Jones, Vice President for Research Schumann Fund for New Jersey Rossana Ivanova, David Roberts, Schoor DePalma Inc. Faculty: Vice President for Development Martin E. Robins, Kim de Freitas, Michael Hoon Jeffrey M. Zupan, Senior Fellow, Transportation Rutgers University Alan M. Voorhees Jennifer R. Cox, Senior Planner, GIS Transportation Center Staff: Jeff Ferzoco, Senior Graphic Designer Cruz C. Russell, Hope Allen, Amada Belton, Joseph Bonchi, David Kooris, Port Authority of New York Arthur Cook, Bill Duelly, William Freeman, Associate Planner, Regional and New Jersey Raymond Grace, Michael Kirk, Samanthea Design Programs Wanda I. Saez, Wachovia Corporation Jones, Victor Passaro, Alexis Perrotta, Senior Policy Analyst Lynne B. Sagalyn, Petra Todorovich, Senior Planner University of Pennsylvania Dept. of Research Assistants: Emily Yuhas, Intern City & Regional Planning Robert Holmes, Richard Lanka, Greg Moor- Michael Saltzman, NewWork man, Madhavi Patel, Ellen Pietrzyk, Ha Pham, Ciro A. Scalera, Verizon Communications Inc. Chris Sabatelli, Trupti Amrish Vedak, Beatriz Anthony W. Schuman, Yabur New Jersey Institute of Technology Anthony J. Scolaro, Edwards and Kelcey Special thanks to Colin Findlay for video Margaret E. Seip recording a portion of the event. W. D. Shareef, Office of the Mayor, City of Newark Print Room Volunteer Staff: Marc Sharifi, Beyer Blinder Belle Juan Alvarez, Print Room Manager, Mary Judith Shaw, Bruccoli, Sydney Chan, Phillip Kuehne, Peter New Jersey Department of Environmental Hamilton, Alexis Smith Protection Le Ann Shelton, RPA wishes to offer special thanks to Juan Ehrenkrantz, Eckstut & Kuhn Architects Alvarez, Print Room Manager, and Robert Herbert Simmens, Holmes, Research Assistant, for their hard work NJ Higher Education Partnership for and dedication. Sustainability J. David Stein, This report was prepared in close col- North Jersey Transportation Planning laboration with the City of Newark: Authority, Inc. Elsie Stevenson, Cory Booker, Mayor Unified Vailsburg Service Organization Bo Kemp, Business Administrator Mark E. Strauss, FXFowle Architects, PC Stefan Pryor, Deputy Mayor for Economic Anne Strauss-Weider, A. Strauss-Weider Inc. Development Roy Strickland, University of Michigan Adam Zipkin, Acting Director, Department of Annette Strickland, Economic and Housing Development Schumann Fund for New Jersey Pratap Talwar, Thompson Design Group Udai Tambar, Woodrow Wilson School Denise N. Thompson Frank J. Tomaino, Design Ideas Group Thomas H. Wakeman III, Port Authority of New York and New Jersey Kathy Weaver, Newark Alliance George W. Williams, The Newark Public Library Baye A. Wilson, 31 4 Irving Place, 7th floor Two Landmark Square, Suite 108 94 Church Street, Suite 401 New York, NY 10003 Stamford, CT 06901 New Brunswick, NJ 08901 212.253.2727 203.356.0390 732.828.9945 fax 212.253.5666 fax 203.356.0390 fax 732.828.9949

Regional Plan Association (RPA) is an independent RPA's current work is aimed largely at implement- regional planning organization that improves the quality ing the ideas put forth in the Third Regional Plan, with of life and the economic competitiveness of the 31-coun- efforts focused in five project areas: community design, ty, New York-New Jersey-Connecticut region through open space, transportation, workforce and the economy, research, planning, and advocacy. Since 1922, RPA has and housing. For more information about Regional Plan been shaping transportation systems, protecting open Association, please visit our website, www.rpa.org. spaces, and promoting better community design for the region's continued growth. We anticipate the challenges the region will face in the years to come, and we mobilize the region's civic, business, and government sectors to take action.

board of Chairman directors Peter W. Herman Robert F. Arning Robert E. Moritz Hilary M. Ballon James Parks Morton Vice Chairman and Co-Chairman, New Jersey Laurie Beckelman Peter H. Nachtwey Christopher J. Daggett Stephen R. Beckwith Jan Nicholson J. Max Bond Jr. Bruce P. Nolop Vice Chairman and George Campbell Jr. Kevin J. Pearson Co-Chairman, New Jersey Hon. James J. Florio Frank S. Cicero James S. Polshek Jill M. Considine Richard Ravitch Vice Chairman and Kevin S. Corbett Gregg Rechler Co-Chairman, Connecticut Alfred A. DelliBovi Thomas L. Rich John S. Griswold, Jr. Nancy R. Douzinas Claire M. Robinson Vice Chairman and Douglas Durst Elizabeth B. Rogers Co-Chairman, Connecticut Barbara J. Fife Janette Sadik-Khan Michael P. Meotti Michael C. Finnegan Stevan A. Sandberg Vice Chairman and Timur F. Galen H. Claude Shostal Co-Chairman, Long Island Michael Golden Susan L. Solomon Robert A. Scott Mark B. Goldfus Luther Tai President Maxine Griffith Sharon C. Taylor Robert D. Yaro Kenneth T. Jackson Karen E. Wagner Treasurer Ira H. Jolles Paul T. Williams Jr. Brendan J. Dugan Richard A. Kahan William M. Yaro Richard D. Kaplan Shirley S. Kenny Directors Emeriti Matthew S. Kissner Roscoe C. Brown Robert Knapp Robert N. Rich John Z. Kukral Mary Ann Werner Susan S. Lederman Richard C. Leone Charles J. Maikish Joseph J. Maraziti Jr. John L. McGoldrick

32 Co-Chairman, Co-Chairman, Co-Chairman, new jersey New Jersey connecticut Connecticut long island Long Island committee Christopher J. Daggett committee John S. Griswold, Jr. committee David J. Manning Co-Chairman, Co-Chairman, New Jersey Co-Chairman, Long Island Connecticut Hon. James J. Florio Robert A. Scott Michael P. Meotti

Karen D. Alexander Markus U. Buergler Richard S. DeTurk Philip Beachem Ross Burkhardt Nancy R. Douzinas William E. Best Michael J. Cacace Ernest Fazio John Bloomfield Michael M. Ego Paul Fleishman Fred M. Brody Emil H. Frankel Patrick J. Foye Stephanie Bush-Baskette Norman W. Garrick William Greiner Brant B. Cali Alex Knopp Katherine Heaviside John F. Ciaffone John Z. Kukral Henry Holley Timothy R. Comerford Roland H. LaPierre Frederick C. Johs Carol C. Cronheim Joseph J. McGee Ellen R. Kelly Clive S. Cummis Jack E. McGregor Shirley S. Kenny Jerry F. English E. P. McKain Matthew S. Kissner Pamela Fischer Matthew L. Nemerson Jeffrey A. Kraut Urs P. Gauchat Bruce P. Nolop Arthur J. Kremer Robert L. Geddes Marianne Pollak Michael LoGrande Robert S. Goldsmith Douglas W. Rae Kevin McDonald George Hampton Thomas L. Rich Beatrix McKane Charles E. Hance Ellen M. Rosenberg Kurt Mohr David J. Harris Robert W. Santy JoAnn C. O’Hagen Pamela Hersh Kenneth Slapin Mitchell H. Pally J. Robert Hillier Paul S. Timpanelli Denise Pursley Deborah Hoffman Lyle Wray Patricia L. Randolph James Hsu Gregg Rechler Barbara E. Kauffman Gary M. Rodolitz Dennis J. Krumholz Edwin M. Schwenk Susan S. Lederman H. C. Treiber Richard C. Leone Robert A. Wieboldt Joseph J. Maraziti Jr. Anthony L. Marchetta Theresa Marshall Eileen McGinnis John L. McGoldrick Sean T. Monaghan Christopher J. Paladino Rebecca Perkins Jeffrey M. Pollock Lee Porter Ingrid W. Reed Donald C. Richardson Carlos Rodrigues Ciro A. Scalera Ronald J. Slember Sharon C. Taylor Jeffrey A. Warsh Elnardo J. Webster II Melanie Willoughby

33 Plans for Newark

C.2

D.30 E.2

C.3 C.6 C.3.5 C.14 D.31

D.24 D.35 D.9 C.26 D.33 D.16 D.25 C.24 C.12 C.22 D.36 D.7 D.8 C.16 D.17 E.5 C.11 D.13 C.13 C.15 C.4 E.7 E.4 C.13.5 C.17 D.34 T.7 D.14 E.8 C.8 C.11.5 C.21 D.27 D.10 D.12 C.18 D.22 D.15 C.5 C.20 D.6 C.1

T.13 D.18 C.25 C.7 D.23 T.8 C.9 T.6 C.19 T.12 C.23 C.10

T.2 D.29

Citywide Plans T.4 D.1 T.3 E.1 T.11 D.2 T.5 E.3 E.9 D.3 T.9 E.6 D.4 T.10 T.1 D.5 T.14 D.11 T.15 D.19 D.20 D.21 D.26 D.28 D.32 34 Regional Plan Association is engaged in an ongoing effort to catalog and analyze the many Community Economic Development public and private plans that have been prepared Development D.1. Land Use Element of the Master Plan for the City of Newark for Newark in recent years. Eighty-nine of the C.1. A Vision of Our Future: Examples of Neigh- most current plans are listed below and mapped borhood Planning Projects D.2. Newark Economic Development, Land Use and Transportation Plan on the opposite page. This is not a comprehen- C.2. Federal Enterprise Community North Plan sive list, and RPA welcomes new additions to this D.3. Newark Comprehensive Economic Develop- C.3. North Ward Community Planning ment Strategy dynamic list. Workshop D.4. Newark in the 21st Century Task Force C 3.5 Branch Brook Park Cultural Landscape Report, Treatment and Management Plan D.5. Opportunity Newark: Jobs and Community Development for the 21st Century Transportation C.4. Strategic Revitalization Plan for the West T.1. Newark Airport Support Zone. Access Side Park Community of the Central Ward, D.6. Lincoln Park Coast Cultural District Study Analysis Volume 1 D.7. RFEI. Two Center Street A Mixed-Use Devel- T.2. Portway C.5. East Ferry Street Neighborhood Improve- opment Opportunity ment Plan T.3. The Portfields Initiative D.8. UMDNJ Master Development Plan Phase II C.6. Lower Broadway Neighborhood Plan T.4. Frelinghuysen Avenue Airport Support D.9. The Newark Public Library Master Plan & Zone Redevelopment Plan C.7. Ironbound Community Master Plan Feasibility Study for the Main Library T.5. Newark Circulation Improvements C.8. Expanding Recreation Opportunities: The D.10. Newark Arena District Redevelopment Plan Ironbound Community Recreation and T.6. D.11. Five Year Zone Development Plan 2006-2010 McCarter Highway Proposed Widening, Open Space Plan, Phase I Hamilton Street to Murray Street D.12. Edison Pl. East Redev. Plan (Block 182) C.9. Economic Development, Neighborhood T.7. Newark Penn Station Circulation Study & Planning, Environmental Justice, Commu- D.13. The Residences at Springfield Avenue A Vision Plan nity Revitalization Condominium and Co-Op Community in T.8. Newark, NJ How to Save Energy: An Exploration of C.10. Urban Environmental Agenda. East Ward, the Commute to Work Ironbound Community D.14. Amendment to the Newark Downtown Core T.9. Overview of NJ TRANSIT Investment District Redevelopment Plans and Amendment C.11. Strategic Revitalization Plan for the West to the Newark Plaza Urban Renewal Plan and Planning in the City of Newark Side Park Community of the Central Ward T.10. D.15. Symphony Hall West Redevelopment Plan Neighborhood and Downtown Streetscape C. 11.5 West Side Community Plan Projects D.16. University Heights Science Park Master Plan C.12. Strategic Revitalization Plan for the West T.11. The Port of New York & New Jersey. 2004 Side Park Community of the Central Ward, D.17. New Newark Conceptual Development Plan Trade Statistics & Redevelopment Update Newark New Jersey, Volume III D.18. Redevelopment Plan for the Mulberry Street T.12. Brownfield Economic Redevelopment: C.13. Strategic Revitalization Plan for the West Redevelopment Area Preparing Modern Intermodal Freight Side Park Community of the Central Ward, D.19. Newark Planning for a Better Tomorrow Infrastructure to Support Brownfield Newark New Jersey, Volume IV Economic Redevelopment D.20. City of Newark Executive Briefing C13.5 West Side Park Master Plan: West Side Park T.13. Streetscape Master Plan. Broad Street Conservancy D.21. Earning Attractive Returns: The Case for Newark’s’ Emerging Real Estate and Business T.14. Unleashing Newark’s Development Poten- C.14. Roseville, Newark: Revitalizing a Markets tial: The Role of Transportation Community T.15. D.22. Kent/Brenner/Springfield redevelopment Area New Jersey’s Long-Range Transportation C.15. A Comprehensive Analysis of Westside Plan. Urban Supplement Report. City of Park. Part I D.23. Newark Streetscape Project Phase I (Broad St.) Newark. C.16. Strategic Framework for Commercial Revi- D.24. West Ward Streetscape Project, Phase I talization. Part II D.25. Joseph G. Minish Passaic Riverfront Park, Environment C.17. Commercial Revitalization Plan for Spring- Phase I field and South Orange Avenues. Part III E.1. Essex County Park System. Park, Recre- D.26. Citywide Retail Façade Improvement Program, ation and Open Space Master Plan C.18. Springfield Avenue Smart Growth Phase I Handbook E.2. Branch Brook Park. A vision for the D.27. Newark Downtown District Capital Improve- Future. Treatment & Management Plan C.19. NJ Smart Growth Grant to Formulate a ment Project Neighborhood-Based Strategy to Rebuild E.3. D.28. Newark CCTVW Public Safety Surveillance An Open Space Analysis. Newark New and Redevelop Newark’s Clinton Hill Area Jersey System, Phase I C.20. West Side Park Comprehensive Community E.4. D.29 South Ward Streetscape Project, Phase I (Ber- Joseph G. Minish Passaic River Waterfront Action Plan Park. Newark, New Jersey gen Street and Lyons Avenue) C.21. Stella Wright Homes 1999 HOPE VI E.5. D.30. North Ward Streetscape Project, Phase I (Ros- Passaic Riverfront Redevelopment Plan. Application DRAFT eville & Bloomfield Avenue) C.22. University Heights Center for Community E.6. D.31. Central Ward Streetscape Project, Phase I 2005-2007 Land Preservation Plan. Green Revitalization Acres Program, State Land Acquisition (Bloomfield Avenue and Broadway) C.23. Program Newark Beth Israel Medical Center Neigh- D.32 Formation of Newark Central, South, and West borhood Study E.7. Newark’s Downtown Core Triangle Park Ward Special Improvement Districts C.24. Conceptual Development Plan 2005 Housing Scholars Presentation of D.33 Pabst Brewery Redevelopment Study. Redevel- Existing Conditions and Preliminary E.8. opment Report & Action Plan Passaic Riverfront: Study of Waterside Concepts Activities D.34 Newark Downtown Core District Redevelop- C.25. Upper Clinton Hill Community Plan E.9. White Chemical Superfund Site Reuse ment Plan & Amendment to the Newark Plaza Plan Urban Renewal Plan C.26. The Vailsburg Neighborhood D.35 Plan 2005-2010 James Street Historic District. Concept Master Plan D.36 Orbit Newark Redevelopment Plan. Halsey Street Redevelopment District. Newark, NJ 35 4 Irving Place, 7th floor Two Landmark Square, Suite 108 94 Church Street, Suite 401 New York, NY 10003 Stamford, CT 06901 New Brunswick, NJ 08901 212.253.2727 203.356.0390 732.828.9945 fax 212.253.5666 fax 203.356.0390 fax 732.828.9949