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New Plan for Mobile

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New Plan for Mobile PLAN SUMMARY A NEW PLAN FOR Background growth in Mobile’s Downtown Core and surrounding Future land use, Critical Findings neighborhoods. The land-based and water-based visitor The last master plan update for Mobile was prepared experience, The following points represent the critical in 1996 and many of the initiatives have been The transportation networks, development and market fi ndings and needs that completed or are no longer applicable to current Vision Statement The community heritage, should be addressed to continue Downtown’s conditions in the City. It is standard planning practice Equity in community resources, Mobile’s revitalization and growth. for a Master Plan to be reviewed and updated One of the most critical components of the Linked public realm amenities, and every 10 to 15 years to keep pace with new market, New Plan for Mobile was the open and inclusive Leverage between public spending and private Private Sector Investment is lacking, with neighborhood and government conditions as well public participation process that facilitated investment. signifi cant stakeholder issues regarding planning as advancements in technology, environmental, broad and active community engagement. The and permitting. transportation and land-use planning. Mobile citizenry played a very active role in the The Plan focuses on four key topic areas: identifi cation of community issues and assets, Urban design, neighborhood conservation and The Retirement Systems of Alabama (RSA) The New Plan for Mobile (the Plan) is an effort to goals setting and visioning through to the fi nal public realm enhancements; accounts for more than 80% of recent Downtown shape the City’s future by creating a guide for plan formulation. The result is the NEW PLAN FOR Economic development, market feasibility, investment. sustainable change that will direct urban growth MOBILE VISION FOR THE YEAR 2020 which reads: business retention and fi nancial for the next 20 years. The nine square mile study implementation; An increase in demand for all types of housing, area encompassing the Downtown Core and its “In the future, the heart of Downtown Mobile will be Historical resources and cultural heritage; and, but especially condominiums and apartments, surrounding Midtown Neighborhoods underwent an attractive, safe and inviting place to live, learn, Transportation, parking and infrastructure. could result from the new ThyssenKrupp steel mill a detailed twelve-month public planning process. play and work. development. Through the input of community residents, business Managing the planning effort required that the owners and government offi cials, ideas and The historic boundaries that once defi ned the overall geographic area of study be subdivided into Ease of access to the mill makes Downtown aspirations of all segments of the community were commercial district will be expanded, with the “study zones”: (and surrounding neighborhoods) an attractive merged into a shared vision for the future. recognition that Downtown is a collection of location. urban neighborhoods, each one contributing Zone 1: The Downtown Core and Midtown West EDSA, Inc., serving as the project lead urban planner to the shared stability and health of the others. Corridors - This study zone includes the Mobile Currently there is not the appropriate housing working with City representatives, community The Downtown’s established and revitalizing Waterfront, Downtown Core, DeTonti Square District, stock in place to appeal to higher income stakeholders and residents, orchestrated a multi- neighborhoods will be recognized throughout the Lower Dauphin District, Church Street East District; as households. disciplinary team consisting of economists, historians, country as fi ne examples of southern living and well as three Midtown West Commercial Corridors transportation and housing experts to conduct thousands of new households will be attracted -Government St, Dauphin St, Springhill Ave, which New housing opportunities for modest income this effort. The result was an integrated vision and to the livable qualities of the City’s most diverse relate to the Oakleigh Garden District, Leinkauf households needs to occur throughout the master plan which responded to the unique and neighborhoods. District and Old Dauphin Way District. Downtown, particularly in the neighborhoods diverse physical, cultural, environmental and social north and south of the Core Business District composition of the community. In the future, Downtown Mobile will emerge as Zone 2: The Midtown North Neighborhood and (CBD). a vibrant mixed-use district with popular family Commercial Corridors - Dr. Martin Mobile is well positioned for both physical and attractions and a variety of tourist destinations Luther King Jr. Avenue, St. Stevens Road and The lack of specialty retailers and fi ne dining economic growth over the next 10 years and as that draw visitors to its eclectic urban riverfront, its Beauregard Street Neighborhood(s). restaurants and sidewalk cafes limits the stated in the Mayor’s Transition Task Force Report, fabulous downtown parks, its lively festival and arts (Downtown) corridor’s appeal to families, cruise scene as well as its 300 yeas of History. Zone 3: The Midtown South Neighborhoods and ship passengers, hotel guests and day trip visitors. “…The City of Mobile should become the leading Commercial Corridors - Michigan Avenue, Virginia business and cultural community in the State of The expansion of economic, health care, industry Street, Broad Street and Washington Avenue Special events Downtown, and especially the Alabama in order to be nationally recognized as the and educational opportunities will establish Neighborhood. investments in the Saenger Theatre and Crescent regional center for economic growth and quality Downtown Mobile as an employment and service Theater, have added pedestrian traffi c in the lifestyle along the northern Gulf Coast. A vibrant, hub for the North Gulf Region and people of all skills These study zones were established to facilitate Core Business District (CBD)and entertainment culturally diverse, residentially and commercially and education levels will be able to fi nd economic a more inclusive public engagement process. corridor along Dauphin Street. desirable downtown area core is critical to having opportunity in Mobile.” The results give the New Plan for Mobile effort a the City of Mobile achieve this goal. We must build cohesive, unifi ed vision for the Downtown Core, Currently, Mobile’s Downtown lacks the synergy upon the energy and success of our immediate past Community meetings were held in three different riverfront, and surrounding neighborhoods. of uses and physical connections to make and stand upon our 300 years of coastal heritage to areas of the community to ensure that everyone tourism a bigger attraction. move forward together.” had a chance to participate and to discuss in It is important to note that every strategy, initiative, more detail the area in which they lived and were goal, and action outlined in the Implementation The new maritime museum is scheduled to open To succeed at this goal, the City’s elected offi cials, most familiar with. Input from all the meetings was Matrix can be traced back to issues and concerns on the Downtown waterfront in 2011 or early professional staff; and, its citizenry, businesses, incorporated into the fi nal overall plan. raised by Mobile’s community and stakeholders. 2012 and should draw between 100,000 and property owners and industries have prepared Every stage of the planning process took into 200,000 visitors per year; and, with plans to also this new guiding master plan to provide a vision Planning Structure consideration what residents had to say about the house transportation links with a passenger ferry for the future and direction for strategic public history of their community, the challenges to be and public trolley shuttle services, the project is and private investments that will foster continued The New Plan for Mobile targets strategies and overcome, and their opportunities for the future. expected to provide the catalyst for Downtown initiatives for optimizing: The result is a set of defi ned Initiatives which guide a tourism. course to the desired future. N EW PLAN FOR MOBILE ii Plan Summary The additional rooms from the recently greater private investment in collaboration with residential areas may be better designated for completed Battle House and Hampton Inn hotels public investments. organized open space rather than residential infi ll do not meet the need for Mobile to grow and development. maintain its image and ability to function as a In the future, public investments should be destination city. designed to leverage private sector investment, by using performance-based public/private As the employment and tourism base of Mobile partnership agreements with developers to continues to grow, the Downtown market may leverage private sector-led redevelopment be able to support 200 to 300 additional hotel efforts through more strategic use of limited rooms over the next fi ve to ten years. public funds which are targeted towards specifi c project elements that have a direct The Civic Center functions as an important public benefi t, but also benefi t the private community asset, but the building is dated and development, making it fi nancially feasible. does not have the potential to draw top level performers for concerts that other competitive A combination of new condominiums and civic centers are
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