greater downtown tod strategy

prepared for: detroit economic growth corp. downtown detroit partnership prepared by: hamilton anderson december, 2011

M- 1 T OD Executive Summary

• The Opportunity • A Collaborative Approach • Incorporating Active Plans • Greater Downtown Today: The Challenge • Complete Districts and Neighborhoods • The Greater Downtown TOD Strategy • Phasing and Funding • Organizational Template

2 Draft for review and comment Draft for review and comment greater downtown tod strategy 3 E-W CONNECTIONS

EUCLID

MELBOURNE STREET BRUSH

THIRD STREET THIRD SECOND AVE. SECOND BEAUBIEN STREET BEAUBIEN JOHN R STREET R JOHN WOODWARD (M-1) (M-1) WOODWARD WOODWARD OAKLAND M-10 - Lodge VIRGINA PARK

MT VERNON summary SEWARD MARSTON

1.0 executive ROSA PARKS ROSA

DELAWARE CHANDLER woodward corridor

1.0 understanding the CLAY PALLISTER PALLISTER SMITH

NEW HENRY I-75 BETHUNENEE BETHUNETH NORTH END

FORD CUSTERR CENTER HEALTH LOTHROLOTHLOTHROPOP SYSTEM NEW CENTER HORTON GRAND

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MEDBURY ANTOINETTEANTOINET E

HENDRIEDRDR ““II tthinkhink tthehe bbroaderroader questionquestion forfor MichiganMichigan is,is, whenwhen you’reyou’re competingcompeting forfor talent,talent, notnot justjust PALMERPALMERA PALMER ddomestically,omestically, butbut globally,globally, thethe youngeryounger generationgeneration inin thethe worldworld isis lookinglooking forfor qualityquality I-94 FERRYFFEE pplaces.laces. A lotlot ofof tthosehose qualityquality placesplaces wouldwould bebe traditionaltraditional citiescities withwith theirtheir downtownsdowntowns andand FERRY

KIRBY ttheirheir waterfrontswaterfronts andand theirtheir culturalcultural institutions,institutions, andand thatthat sortsort ofof magicmagic mixmix ofof streetstreet life.life. WAYNE KIRBYKIRBKIRIRBBYBY CULTURAL KIRBY STATE FREDERICKFRFREDERICKR K DDOUDOUGLASSU IIff yyouou ddon’ton’t hhaveave ccitiesities thatthat hhaveave that,that, iit’st’s hhardard toto iimaginemagine howhow youyou cancan competecompete forfor thethe DISTRICT UNIVERSITY FARNFARFARNSWORTHRNSWRNRNSWN WORTHW R

FARNSWORTHH ttalentalent ofof tthehe wworld.”orld.” PUTNAMPUTNPUPUTNAMUTNTNAMM WARREN ---Bruce-Bruce Katz,Katz, VViceice PPresident,resident, BrookingsBrookings Institution;Institution; foundingfounding Director,Director, BrookingsBrookings HANCOCKNCOCKNCCOCKCOCK HANCOCKHANNCOCKCK MMetropolitanetropolitan PolicyPolicy ProgramProgram FOREST FORESTF hhttp://www.modeldmedia.com/features/BruceKatz411.aspxttp://www.modeldmedia.com/features/BruceKatz411.aspx GARFIELDD

ST. ANTOINE DETROIT ST ANTOINE MIDTOWN MEDICAL CANFIELD TThehe OOpportunitypportunity CENTER WILLIS IInn rrecentecent yyears,ears, DDetroitetroit hhasas seenseen a confluenceconfluence ofof willwill inin thethe public,public, GRAND RIVER ALEXANDRINE pprivaterivate andand philanthropicphilanthropic sectorssectors toto reshapereshape thethe citycity intointo a placeplace THIRD SELDEN SELDEN tthathat iiss nnotot oonlynly ssustainable,ustainable, butbut competitivecompetitive withwith otherother worldworld cities.cities. PARSONSARSONS MMajorajor initiativesinitiatives fromfrom thethe HUD-DOT-EPAHUD-DOT-EPA PartnershipPartnership forfor SustainableSustainable BRAINARD T MACK MLK DAVENPORTDADAVENPORTAVVENPORT ELLIOT CCommunitiesommunities toto thethe philanthropicphilanthropic sector’ssector’s IntegrationIntegration InitiativeInitiative andand ELIOT STIMSONMSOSONN NNewew EconomyEconomy InitiativeInitiative toto thethe privateprivate sectorssectors AnchorAnchor InvestmentInvestment PETERBORO ERSKINERSSKK PETERBORO BRUSH WATSON WATSON MOTOR CHARLOTTE SStrategytrategy aandnd WebwardWebward 2.02.0 toto thethe CityCity ofof Detroit’sDetroit’s DetroitDetroit WorksWorks PARK WILKINS CHARLOTTE CITY EDMUND PL BREWSTER TEMPLE PProjectroject areare focusingfocusing onon buildingbuilding strongerstronger neighborhoodsneighborhoods andand creatingcreating PARK AVE TEMPLE ALFRED FOURTH ALFRED EASTERN LOWER SPROAT MARKET

jjobs.obs. WoodwardWoodward LightLight Rail,Rail, withwith itsits placeplace asas a permanentpermanent piecepiece ofof ST. ANTOINE LEDYARDLE GRATIOT

SPRUCE CASS ADELAIDE

SECOND SECOND SIBLEYEYY iinfrastructurenfrastructure alongalong thethe centralcentral spinespine ofof thethe city,city, isis thethe centerpiececenterpiece ofof PINE WINDERWIIN I-75 HENRY tthishis wwaveave ofof tthought,hought, aactionction andand investment.investment. HENRY

MONTCALMONTCONTCALMM W Woodwardoodward LightLight RailRail willwill permanentlypermanently connectconnect thethe majormajor MONTCALMMONMONNTCTTCALMCALMCALMM COLUMBIA

CLIFFORDCLIFFOC

LLIFFOLIFF COLUMBIACOLCOLUUMBIAUMMBIAMBBIA ENTERTAINMENT MICHIGAN PLUMPLUM FO rregionalegional destinations,destinations, employment,employment, educationaleducational andand medicalmedical centerscenters O BETHH D ELIZABETHEELIZZABAB DISTRICT

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N HN MADISONMAA ttoo jjobsobs andand servicesservices forfor residentsresidents alongalong thethe corridor,corridor, andand offeroffer a newnew CENTRECENCEJOHNJOHJJO R ENTREE BAGLEY E V FARMERFFA BROADWAYBROADBROA LV ARMERAAR MULLET OA D RMER LDL MER ADWAYA DDWAY

oopportunitypportunity toto livelive inin a walkablewalkable environment.environment. WithWith a directdirect linklink toto R GGT CLINTON N IN RISWOL LAFAYETTE CBD GRISWOLDGRISWOLGGR

WASHINGTONWAW BLVD MACOMBMACOM OMBM 1125,00025,000 jobs,jobs, 275,000275,000 residents,residents, destinationsdestinations attractingattracting 1515 millionmillion STATESTAT PARK TATE ABBOTABBOABBBOOT TE GREEKTOWNMONROEMMOONONNRROOEOE CAMPUS LAFAYETTE aannualnnual visitorsvisitors andand 1515 distinctdistinct neighborhoodsneighborhoods thatthat includeinclude severalseveral HOWARDHO ARD FARMERFARM

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ON RST NNationalational HistoricHistoric Districts,Districts, culturalcultural destinations,destinations, schools,schools, placesplaces ofof RST

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wworshiporship andand communitycommunity institutions,institutions, thethe WoodwardWoodward LightLight RailRail corridorcorridor FORT LD

O O OLD O O O CONGRESSCONGGRESSR

LARNED JEFFERSON GRISWOLD rrepresentsepresents anan opportunityopportunity toto rethinkrethink howhow peoplepeople movemove inin Detroit—Detroit— SHELBY bbetweenetween home,home, work,work, shoppingshopping andand recreation.recreation. COBO/ JOE LOUIS HART PLAZA RENAISSANCE Right: Diagram showing east-west CENTER connections to neighborhoods, districts and destinations off of the Woodward DETROIT RIVER Light Rail line in the Greater Downtown.

4 Draft for review and comment Draft for review and comment greater downtown tod strategy 5 GREATER DOWNTOWN PLANNING GROUP Organization Representative • Kresge Foundation Benjamin Kennedy summary

1.0 executive • Hudson Webber, Kresge Foundations U3 Ventures

woodward corridor • Downtown Detroit Partnership Robert Gregory 1.0 understanding the • Invest Detroit Dave Blaszkiewicz T Thishis iinvestmentnvestment iinn lightlight railrail onon WoodwardWoodward AvenueAvenue representsrepresents • Midtown Detroit, Inc. Sue Mosey mmuchuch moremore thanthan a betterbetter wayway toto getget fromfrom ppointoint A toto ppointoint B.B. WWhenhen • Compuware Steve Marquardt Top Five Guiding Principles • Detroit Medical Center Dave Menardo ssuccessfullyuccessfully plannedplanned andand executed,executed, WoodwardWoodward LightLight RailRail willwill bebe a Established by the Planning • Henry Ford Health System Bill Schramm ccatalystatalyst fforor nneighborhood/cityeighborhood/city buildingbuilding andand placemakingplacemaking initiatives,initiatives, Group • Illitch Holdings Atanas Illitch iincluding:ncluding: • Quicken Loans David Carroll • CCreatingreating a catalystcatalyst forfor jjobob growthgrowth inin thethe WoodwardWoodward CorridorCorridor 1. A safe and clean environment is • Wayne State University Jim Sears • EEstablishingstablishing thethe WoodwardWoodward Corridor’sCorridor’s rolerole inin thethe regionregion asas thethe top priority • City Planning Commission Marcell Todd 2. Permanently connect destinations bbestest ttransitransit sservederved aarearea aandnd urban/walkableurban/walkable placeplace toto livelive to residents, employees, and visitors • DDOT Triette Reeves • EEnhancingnhancing thethe Corridor’sCorridor’s economiceconomic vitalityvitality throughthrough thethe growthgrowth 3. Create walkable streets with Tim Roseboom ooff iitsts ggreaterreater ddowntownowntown ccoreore andand revitalizationrevitalization ofof itsits manymany diversediverse emphasis on Woodward and east- • P&DD Marja Winters west connections nneighborhoodseighborhoods 4. Develop residential and retail • DTC/DPM Barbara Hansen • EEnhancingnhancing thethe CorridorCorridor asas touristtourist destinationdestination andand a regionalregional options in support of complete • DEGC Malik Goodwin neighborhoods and districts ggatheringathering pplacelace Olga Stella 5. Reinforce authentic character of Ron Flies • BBeginningeginning thethe dialoguedialogue betweenbetween thethe manymany residents,residents, businessesbusinesses existing districts and neighborhoods aandnd sstakeholderstakeholders forfor wwhomhom thethe WoodwardWoodward CorridorCorridor isis partpart ofof theirtheir ddailyaily llivesives andand creatingcreating newnew partnershipspartnerships betweenbetween themthem • SServingerving aass tthehe eexamplexample oror templatetemplate forfor additionaladditional lightlight railrail ccorridorsorridors iinn tthehe CCityity aandnd tthehe rregionegion IInn sshort,hort, WWoodwardoodward LightLight RailRail isis anan opportunityopportunity toto repositionreposition thethe WWoodwardoodward CorridorCorridor andand thethe CityCity ofof DetroitDetroit asas a contemporary,contemporary, healthyhealthy aandnd livablelivable urbanurban centercenter thatthat inspiresinspires residents,residents, workersworkers andand visitorsvisitors aalike.like.

A CCollaborativeollaborative AApproachpproach TThehe ssuccessuccess ofof tthehe WWoodwardoodward CorridorCorridor TODTOD StrategyStrategy isis predicatedpredicated oonn thethe ccollaborativeollaborative cooperationcooperation ofof a diversediverse rangerange ofof participantsparticipants tthathat ssharehare thethe rresponsibilityesponsibility forfor shapingshaping thethe visionvision forfor thethe corridorcorridor aandnd inin creatingcreating a positivepositive communitycommunity impactimpact inin responseresponse toto thethe llightight railrail investment.investment. TheThe TODTOD processprocess isis beingbeing ledled andand informedinformed bbyy tthehe GGreaterreater DowntownDowntown PlanningPlanning GroupGroup mademade upup ofof participantsparticipants rrepresentingepresenting thethe CityCity ofof Detroit,Detroit, thethe fundingfunding community,community, thethe bbusinesses,usinesses, neighborhoods,neighborhoods, andand institutionsinstitutions fromfrom thethe DetroitDetroit RiverRiver ttoo EEightight MMileile RoadRoad andand thethe generalgeneral public.public. Together,Together, thethe PlanningPlanning GGrouproup willwill collaboratecollaborate withwith a teamteam ofof professionalprofessional planning,planning, ddesignesign andand financialfinancial consultantsconsultants whosewhose chargecharge isis toto developdevelop a pplanninglanning frameworkframework thatthat encouragesencourages increasedincreased transittransit ridershipridership aandnd sustainable,sustainable, equitableequitable developmentdevelopment forfor thethe WoodwardWoodward CorridorCorridor ccommunityommunity overover thethe longlong term.term. TheThe overarchingoverarching goalgoal isis toto leverageleverage ccurrenturrent planningplanning andand developmentdevelopment initiativesinitiatives asas thethe foundationfoundation forfor ffutureuture ddevelopmentevelopment andand publicpublic infrastructureinfrastructure improvementsimprovements thatthat ccollectivelyollectively focusfocus onon improvingimproving thethe qualityquality ofof lifelife inin thethe WoodwardWoodward Above: Guiding Principles established CCorridor.orridor. by the Planning Group to inform decision-making process Right: The Planning Group made up of members from the public, private and philanthropic sectors

6 Draft for review and comment Draft for review and comment greater downtown tod strategy 7 summary 1.0 executive woodward corridor 1.0 understanding the

IIncorporatingncorporating EExistingxisting PPlanslans aandnd IInitiativesnitiatives TThehe GGreaterreater DDowntownowntown TODTOD StrategyStrategy seeksseeks notnot toto createcreate anotheranother pplan,lan, butbut toto incorporateincorporate andand synthesizesynthesize allall activeactive plansplans andand initiativesinitiatives CBD, DETROIT: 6.0 PEOPLE/ACRE aalreadylready beingbeing implementedimplemented throughoutthroughout thethe GreaterGreater DowntownDowntown andand lleverageeverage thethe lightlight railrail investmentinvestment toto furtherfurther accelerateaccelerate thesethese efforts.efforts. WWorkingorking inin closeclose partnershippartnership withwith thethe DetroitDetroit EconomicEconomic GrowthGrowth CCorporation,orporation, UniversityUniversity CulturalCultural CenterCenter Association,Association, andand thethe NewNew CCenterenter Council,Council, Inc.Inc. (the(the laterlater twotwo nownow mergedmerged asas MidtownMidtown Detroit,Detroit, IInc.),nc.), tthehe TTODOD tteameam cconductedonducted a sserieseries ooff oone-on-onene-on-one meetingsmeetings wwithith stakeholdersstakeholders throughoutthroughout thethe CorridorCorridor toto collectcollect activeactive plansplans aandnd receivereceive updatesupdates onon theirtheir currentcurrent initiatives.initiatives. AdditionalAdditional plansplans wwereere gatheredgathered fromfrom thethe consultantconsultant team’steam’s experienceexperience andand networknetwork wworkingorking inin thethe Corridor.Corridor. InIn all,all, 9999 plansplans werewere gathered,gathered, spanningspanning 3030 MIDTOWN, DETROIT: 12.3 PEOPLE/ACRE yyearsears ofof pplanninglanning efforts.efforts. TheseThese plansplans werewere thenthen distilleddistilled intointo currentcurrent iinitiativesnitiatives andand mappedmapped acrossacross thethe GreaterGreater Downtown.Downtown. ThroughoutThroughout tthehe TTODOD SStrategytrategy pplanninglanning process,process, TODTOD recommendationsrecommendations havehave bbeeneen referencedreferenced andand checkedchecked againstagainst currentcurrent plansplans andand initiativesinitiatives toto eensurensure theirtheir compatibility.compatibility.

GGreaterreater DowntownDowntown TToday:oday: TThehe CChallengehallenge TThehe ggreatestreatest cchallengehallenge facingfacing thethe GreaterGreater DowntownDowntown todaytoday isis itsits lacklack ooff ddensity.ensity. TThehe GGreaterreater DDowntownowntown hashas overover 120,000120,000 employeesemployees inin a ddiverseiverse rangerange ofof employmentemployment sectorssectors andand incomes;incomes; itit attractsattracts overover 1515 NEW CENTER, DETROIT: 8.9 PEOPLE/ACRE mmillionillion visitorsvisitors a yearyear toto itsits museums,museums, stadiums,stadiums, theaters,theaters, restaurantsrestaurants aandnd medicalmedical facilities;facilities; itit hashas overover 40,00040,000 collegecollege andand universityuniversity sstudents;tudents; bbutut ddespiteespite thesethese numbersnumbers thatthat comparecompare favorablyfavorably withwith ccitiesities bothboth regionallyregionally andand nationally,nationally, thethe GreaterGreater Downtown’sDowntown’s rresidentialesidential populationpopulation onlyonly standsstands atat 26,00026,000 residentsresidents andand hashas inin factfact ddeclinedeclined overover thethe lastlast tenten years.years. T Thehe ssolutionolution toto thethe problemproblem isis moremore complicatedcomplicated thanthan ssimplyimply addingadding moremore residents;residents; thethe residentialresidential populationpopulation needsneeds toto bbee strategicallystrategically increasedincreased toto createcreate densitydensity andand thusthus contiguouscontiguous aareasreas ofof vibrancyvibrancy andand walkability.walkability. TheThe builtbuilt environmentenvironment inin thethe UNIVERSITY CITY, PHILADELPHIA: 20.1 PEOPLE/ACRE GGreaterreater DDowntownowntown hashas evolvedevolved toto privilegeprivilege thethe automobileautomobile overover thethe ppedestrian.edestrian. BecauseBecause ofof thethe largelarge numbersnumbers ofof commutingcommuting employeesemployees aandnd studentsstudents asas wellwell asas peakpeak demanddemand forfor sportingsporting andand entertainmententertainment eevents,vents, a llargearge proportionproportion ofof thethe landland areaarea inin thethe GreaterGreater DowntownDowntown iiss ddevotedevoted toto parking.parking. ThisThis hashas createdcreated majormajor gapsgaps inin thethe urbanurban ffabricabric betweenbetween destinationsdestinations thatthat havehave deteriorateddeteriorated thethe pedestrianpedestrian eenvironmentnvironment toto thethe pointpoint wherewhere eveneven whenwhen a destinationdestination isis atat a Right: Aerial photographs of Detroit, wwalkablealkable distance,distance, thethe qualityquality ofof thethe pedestrian-experiencepedestrian-experience oftenoften CBD, Midtown and New Center relative to University City and Center City, Philadelphia. District areas are taken over the entire district; block densities within the district can exceed 200 residents per acre. [source: city- CENTER CITY, PHILADELPHIA: 30.0 PEOPLE/ACRE data.com]

8 Draft for review and comment Draft for review and comment greater downtown tod strategy 9 summary 1.0 executive woodward corridor 1.0 understanding the

pprecludesrecludes thethe optionoption toto walk.walk. T Thehe GGreaterreater DDowntownowntown TODTOD StrategyStrategy takestakes onon thethe challengechallenge ooff ddensityensity asas itsits ccoreore pproblem.roblem. ItsIts bbasicasic premisepremise isis toto increaseincrease thethe ddensityensity ofof residentsresidents andand retailretail amenitiesamenities withinwithin thethe GreaterGreater DowntownDowntown iinn orderorder toto improveimprove walkability,walkability, createcreate moremore vibrantvibrant districtsdistricts andand nneighborhoodseighborhoods andand leverageleverage thethe lightlight railrail investmentinvestment asas a pedestrianpedestrian aacceleratorccelerator toto improveimprove accessaccess toto destinationsdestinations throughoutthroughout thethe GreaterGreater DDowntown.owntown.

CCompleteomplete DDistrictsistricts andand NNeighborhoodseighborhoods TThehe ffundamentalundamental goalgoal ofof thethe GreaterGreater DowntownDowntown TODTOD StrategyStrategy isis tthehe ccreationreation ofof CCompleteomplete NeighborhoodsNeighborhoods andand Districts.Districts. TypicallyTypically ttransit-orientedransit-oriented developmentdevelopment startsstarts withwith thethe premisepremise toto build-outbuild-out pparcelsarcels aroundaround thethe transittransit station.station. StationStation areaarea plansplans areare createdcreated toto pprioritizerioritize keykey developmentdevelopment parcels.parcels. InsteadInstead ofof beingbeing parcel-basedparcel-based oorr sstation-centered,tation-centered, thethe GreaterGreater DowntownDowntown TODTOD StrategyStrategy departsdeparts ffromrom tthishis fformulaormula byby leveragingleveraging thethe lightlight railrail investmentinvestment toto catalyzecatalyze ggrowthrowth ofof existingexisting districtsdistricts andand neighborhoods.neighborhoods. TheThe ideaidea ofof CompleteComplete DDistrictsistricts aandnd NeighborhoodsNeighborhoods waswas firstfirst exploredexplored inin Minneapolis-Minneapolis- SSt.t. PPaul’saul’s CCentralentral CorridorCorridor TODTOD Planning.Planning. TheyThey defineddefined completecomplete ccommunitiesommunities asas neighborhoodsneighborhoods oror districtsdistricts thatthat areare self-sufficientself-sufficient byby vvirtueirtue ofof iinterconnectednterconnected transittransit andand commercialcommercial environments,environments, andand areare ssurroundedurrounded byby a diversitydiversity ofof housinghousing types,types, services,services, andand amenities.amenities. IInsteadnstead ofof bbeingeing focusedfocused exclusivelyexclusively onon developmentdevelopment aroundaround thethe rail,rail, iitt fflipslips tthehe ffocusocus bbackack oontonto tthehe eexistingxisting fabricfabric ofof thethe citycity andand buildsbuilds ooffff ooff iitsts eexistingxisting aassetsssets rratherather tthanhan tthehe rrailail itself;itself; tthehe rrailail isis merelymerely a ccatalyst.atalyst. TThroughouthroughout thethe GreaterGreater DowntownDowntown today,today, therethere areare multiplemultiple uunique,nique, butbut interconnectedinterconnected districtsdistricts andand neighborhoodsneighborhoods inin variousvarious sstagestages ofof ttheirheir evolution.evolution. TheThe GreaterGreater DowntownDowntown TODTOD StrategyStrategy seeksseeks ttoo lleverageeverage thethe lightlight railrail investmentinvestment toto furtherfurther developdevelop andand enhanceenhance tthehe ccharacterharacter ofof tthesehese existingexisting districtsdistricts andand neighborhoods.neighborhoods.

A DDenserenser GreaterGreater DowntownDowntown TThehe ccoreore principleprinciple ofof thethe GreaterGreater DowntownDowntown TODTOD StrategyStrategy isis toto uusese increasedincreased densitydensity toto createcreate vibrantvibrant andand walkablewalkable districtsdistricts andand nneighborhoods.eighborhoods. AsAs partpart ofof thethe TODTOD planningplanning process,process, PlanningPlanning GGrouproup membersmembers representingrepresenting thethe public,public, privateprivate andand philanthropicphilanthropic ssectorsectors hhaveave setset a goalgoal ofof doublingdoubling thethe GreaterGreater DowntownDowntown rresidentialesidential populationpopulation inin thethe nextnext tenten yearsyears fromfrom 23,00023,000 toto 46,00046,000 GGreaterreater DDowntownowntown residents.residents. ThisThis goalgoal isis alignedaligned withwith parallelparallel Clockwise from top: Additional cities GGreaterreater DDowntownowntown initiativesinitiatives suchsuch asas Hudson-Webber’sHudson-Webber’s “15“15 byby 15”15” that have successfully taken a district- centered approach to development: Green Line Cafe, University City District, Philadelphia, PA; Warehouse District, Cleveland, OH; Pearl District, Portland, OR; South Side Flats, Pittsburgh, PA

10 Draft for review and comment Draft for review and comment greater downtown tod strategy 11 EUCLID

VIRGINA PARK summary 1.0 executive

SEWARD woodward corridor 1.0 understanding the DELAWARE

CLAY PALLISTER PALLISTER NORTH END ((15,00015,000 newnew residentsresidents byby 2015)2015) andand LiveLive Midtown/LiveMidtown/Live DowntownDowntown HENRY NEW BETHUNECENTER FORD rresidentialesidential financialfinancial incentivesincentives programsprograms offeredoffered toto GreaterGreater DowntownDowntown HEALTH LOTHROPOP SYSTEM eemployeesmployees toto movemove Downtown.Downtown. 11

H However,owever, whilewhile settingsetting targetstargets forfor increasedincreased residentialresidential MILWAUKEEAUUKK

BALTIMOREM RE ppopulationopulation inin thethe GreaterGreater DowntownDowntown isis important,important, thethe distributiondistribution 10

ooff tthathat iincreasedncreased populationpopulation mustmust bebe targetedtargeted toto achieveachieve higherhigher AMSTERDAMR PIQUETTE TECHTOWN ddensitiesensities inin specificspecific areasareas andand thusthus addadd a criticalcritical massmass ofof newnew BURROUGHS HARPERRPE rresidentsesidents toto improveimprove streetstreet vitality,vitality, walkabilitywalkability andand subsequentlysubsequently YORK MEDBURY sspurpur anan increaseincrease inin market-ratemarket-rate housinghousing valuesvalues toto sustainsustain futurefuture ANTOINETTE HENDRIEDRI ddevelopment.evelopment. OverOver thethe lastlast tenten years,years, thethe GreaterGreater DowntownDowntown hashas PALMER PALMER

aaddeddded overover 4,0004,000 newnew housinghousing units.units. WhileWhile thisthis numbernumber isis strongstrong FERRY ART CENTER 9 FERRY ffromrom aann eeconomicconomic developmentdevelopment standpoint,standpoint, thethe newnew housinghousing unitsunits KIRBY KIKIRBY CCS KIRBYK WAYNE CULTURAL FREDERICKED K DOUGLASS TARGET DENSITIES hhaveave beenbeen spreadspread outout overover nearlynearly fourfour squaresquare milesmiles andand havehave notnot STATE DISTRICT

UNIVERSITY FARNSWORTHAR O

ssucceededucceeded inin creatingcreating sufficientsufficient densitydensity inin anyany oneone areaarea toto achieveachieve FARNSWORTHWORTH 100++ UPA PUTNAMUTNT A

a ccriticalritical massmass ofof rresidentsesidents inin orderorder toto createcreate contiguouscontiguous areasareas ofof 60 UPA WOODBRIDGE 8 HANCOCKHA OC wwalkability.alkability. HANCOCKAN OCK 40 UPA FOREST FOREST MIDTOWN GARFIELDFIEELD

GGreaterreater DowntownDowntown TTransit-Orientedransit-Oriented DDevelopmentevelopment SStrategytrategy ST. ANTOINE 10 UPA

TThehe ttwowo mmajorajor objectivesobjectives ofof thethe CorridorCorridor TODTOD StrategyStrategy are:are: CCANFIELD DETROIT 7 MEDICAL 1 1.. FFocusocus ddevelopmentevelopment toto createcreate densitydensity inin threethree CoreCore WILLISLLI CENTER 1/8 MILE RADIUS

DDistricts:istricts: CCBD,BD, MMidtownidtown aandnd NNewew CCenter.enter. DevelopDevelop eacheach ALEXANDRINEXANDRINE 1/4 MILE RADIUS

THIRD DEN CCoreore DDistrictistrict sstartingtarting wwithith tthehe DDistrictistrict CCenter,enter, tthenhen buildbuild outout SELDEN SELDEN

PARSONSRS ffromrom tthehe CCenterenter pperer tthehe rrecommendedecommended phasing.phasing. BRAINARD

2 2.. PProviderovide infrastructureinfrastructure toto connectconnect allall otherother districtsdistricts andand DAVENPORTV 6 ELLIOT ELIOT nneighborhoodseighborhoods backback toto thethe DistrictDistrict CenterCenter andand WoodwardWoodward STIMSONIMMSON PETERBORO ERSKINESK

PETERBORO LLightight RRail.ail. UUsese tthesehese iinfrastructurenfrastructure investmentsinvestments toto leverageleverage WATSON WATSONWAT CHARLOTTE LO WILKINS LOWER CHARLOTTECHHAR ffutureuture ddevelopmentevelopment aafterfter tthehe bbuild-outuild-out ofof thethe CoreCore District.District. EDMUND PL MOTOR CITY CASS BRUSH BREWSTER TEMPLE AKA PARKP AVE TEMPLE PARK ALFRED FOURTH 5 ALFRED

SPROATSP LEDYARD ST. ANTOINE SPRUCE ADELAIDE BBuildinguilding TThreehree DDistrictistrict CCentersenters SECOND SIBLEY PINE WIWINDERNDE IInn oorderrder toto ccreatereate a ccriticalritical massmass ofof residents,residents, thethe TODTOD SStrategytrategy HENRY HENRY sseekseeks toto ffocusocus rresidentialesidential developmentdevelopment inin threethree corecore districts:districts: CBD,CBD, MONTCALMM MONTCALMONTCA COLUMBIA 4 MMidtownidtown andand NewNew Center.Center. SurroundingSurrounding eacheach ofof thesethese corecore districtsdistricts CLIFFORDCL COLUMBIAO PLUM ENTERTAINMENT ELIZABETHLIZ aarere smallersmaller neighborhoodsneighborhoods andand sub-districts.sub-districts. ForFor example,example, withinwithin thethe MGM ELIZABETH DISTRICT

THIRD ADAMS GRAND CIRCUS DTE PARK CCBD,BD, nneighborhoodseighborhoods andand sub-districtssub-districts includeinclude thethe FinancialFinancial District,District, R MADISON

H 3 CENTRECJOHNJO R BAGLEY BROADWAYBR GGreektown,reektown, MGM/DTE,MGM/DTE, tthehe CCivicivic CCenterenter andand thethe EntertainmentEntertainment FARMER A MULLET B OAO

LD A N ME CORKTOWN D W CBD S CLINTON ING H DDistrict.istrict. DDevelopmentevelopment phasingphasing shouldshould beginbegin atat thethe centercenter ofof thethe threethree GRISWOLD

WASHINGTON BLVD MACOMB STATE CAPITOL ABBOT PARK GREEKTOWN ccoreore disticts.disticts. DDistrictistrict CCentersenters werewere determineddetermined byby a widewide varietyvariety ofof MONROE

HOWARD

FARMER ffactorsactors iincludingncluding existingexisting residentialresidential populationpopulation andand retailretail amenities,amenities, H MONROE M ERE LAFAYETTE N 2 BCBS FIRST FINANCIAL CAMPUSCADILAC SQUARE RANDOLPH FORTRT MARTIUS ACSQ pproximityroximity toto jobjob centers,centers, recentrecent developmentdevelopment momentum,momentum, plannedplanned DISTRICT SQ

WASHINGTON CONGRESSNGG

SECOND LD

aandnd pipelinepipeline futurefuture development,development, proximityproximity toto publicpublic space,space, centralitycentrality CONGRESS BY

LARNED EL

GRISWOLD 1

SHELBY SH wwithinithin thethe district,district, proximityproximity toto WoodwardWoodward andand WoodwardWoodward LightLight Rail,Rail, COBO Right: Map showing target residential HART RENAISSANCE development densities throughout CENTER the Greater Downtown, focusing the PLAZA highest residential densities in three RIVERWALK District Centers: CBD, Midtown, and New Center.

12 Draft for review and comment Draft for review and comment greater downtown tod strategy 13 1 summary 1.0 executive 3 NORTHEND woodward corridor

1.0 understanding the NEW HENRY CENTER FORD HOSPITAL ppotentialotential forfor walkability,walkability, TOD-friendlyTOD-friendly landland ownership,ownership, favorablefavorable 1a DDevelopmentevelopment ZonesZones zzoningoning andand existingexisting fabricfabric suitablesuitable forfor higherhigher densitydensity mixed-usemixed-use WEST GRAND 1 ddevelopment.evelopment. TheThe threethree DistrictDistrict CentersCenters areare locatedlocated asas follows:follows: inin thethe CCoreore DistrictDistrict CCBD,BD, oonn WoodwardWoodward fromfrom CampusCampus MartiusMartius toto GrandGrand CircusCircus Park;Park; inin PPrioritizedrioritized MMidtown,idtown, onon CanfieldCanfield betweenbetween JohnJohn R andand Cass;Cass; inin NewNew Center,Center, onon TECHTOWN DDistrictistrict CCenterenter PIQUETTE ddevelopmentevelopment WWestest GGrandrand BBoulevardoulevard betweenbetween WoodwardWoodward andand HenryHenry FordFord Hospital.Hospital. 2 EAST iincentivesncentives JJobob CenterCenter T Thehe TTODOD SStrategytrategy sseekseeks ttoo ttargetarget ddevelopmentevelopment aandnd createcreate aandnd gapgap ddensityensity firstfirst aatt tthesehese tthreehree DDistrictistrict CCenters.enters. DDensityensity inin thisthis casecase ffinancinginancing PPhasedhased DevelopmentDevelopment mmeanseans bothboth increasedincreased residentialresidential densitydensity andand increasedincreased densitydensity ofof rretailetail amenities.amenities. TheThe residentialresidential densitydensity targettarget forfor thethe DistrictDistrict CenterCenter 1 PPhasinghasing PriorityPriority FERRY iiss ddevelopmentevelopment atat 100100 unitsunits perper acreacre oror greater.greater. TheThe retailretail amenityamenity WAYNE STATE ART CENTER NNeighborhood/sub-districteighborhood/sub-district ddensityensity targettarget isis 8 retailretail establishmentsestablishments perper acre.acre. ThisThis wouldwould achieveachieve UNIVERSITY a rretailetail densitydensity comparablecomparable toto competitivecompetitive suburbansuburban downtownsdowntowns suchsuch

aass RRoyaloyal OakOak andand Birmingham.Birmingham. WARREN CConnectionsonnections

1a PPriorityriority WWalkingalking StreetsStreets BBuildinguilding ooutut ffromrom tthehe DDistrictistrict CCenter,enter, cconnectingonnecting nneighborhoodseighborhoods AAfterfter tthehe DDistrictistrict CCenterenter iiss eestablished,stablished, phasingphasing forfor futurefuture IInterdistrictnterdistrict ConnectorsConnectors ddevelopmentevelopment shouldshould buildbuild outout fromfrom thethe DistrictDistrict CenterCenter inin orderorder toto MIDTOWN 1 ccreatereate ccontiguousontiguous areasareas ofof densitydensity andand walkabilitywalkability withinwithin thethe district.district. CANFIELD LLightight RailRail StationStation DETROIT AAreasreas adjacentadjacent toto thethe DistrictDistrict CenterCenter andand allall developmentdevelopment alongalong 2 MEDICAL LLightight RailRail RouteRoute WWoodwardoodward LightLight RailRail shouldshould strivestrive toto achieveachieve a minimumminimum densitydensity ofof CENTER 1a 6600 unitsunits perper acreacre withinwithin anan eightheighth ofof a milemile andand a minimumminimum ofof 4040 unitsunits pperer acreacre withinwithin a quarterquarter milemile ofof WoodwardWoodward andand thethe DistrictDistrict Center.Center. 3 MACK B Becauseecause thethe corecore districtdistrict andand DistrictDistrict CenterCenter representrepresent thethe MLK ddevelopmentevelopment focusfocus ofof thethe TODTOD Strategy,Strategy, aallll adjacentadjacent neighborhoodsneighborhoods

M-10 SECOND AVE. SECOND aandnd sub-districtssub-districts mustmust bebe connectedconnected backback toto thethe DistrictDistrict CenterCenter inin a (M-1) WOODWARD BRUSH PARK VIRGINIA NEW CENTER NORTH END I-75 COMMONS wwalkablealkable environmentenvironment oror byby WoodwardWoodward LightLight Rail.Rail. ThisThis willwill requirerequire PARK LOWER CASS WILKINS TEMPLE mmultimodalultimodal infrastructureinfrastructure andand streetscapestreetscape improvementsimprovements alongalong majormajor GRAND cconnectiveonnective streets.streets. TheseThese connectionsconnections mustmust accommodateaccommodate allall modesmodes TECHTOWN I-94

CASS AVE. BRUSH STREET BRUSH ooff ttransitransit iincludingncluding bikes,bikes, carscars andand buses,buses, butbut dodo itit inin suchsuch a wayway asas toto SECOND AVE.

FERRY pprivilegerivilege thethe pedestrianpedestrian environment.environment. EveryEvery decisiondecision mademade regardingregarding WSU ART CENTER

ddevelopmentevelopment andand infrastructureinfrastructure improvementsimprovements shouldshould bebe evaluatedevaluated WARREN WARREN

FOREST 3 ENTERTAINMENT iinn termsterms ooff wwhetherhether itit eenhancesnhances oror detractsdetracts fromfrom thethe walkabilitywalkability ofof MIDTOWN WOODBRIDGE STREET R JOHN DISTRICT CANFIELD tthehe ddistrict.istrict. WWalkabilityalkability isis thethe keykey toto buildingbuilding healthyhealthy districtsdistricts andand ALEXANDRINE MGM/DTE ADAMS GRAND RIVER 2 nneighborhoods.eighborhoods. MICHIGAN MACK

MLK DEQUINDRE CUT - PHASE TWO PHASE - CUT DEQUINDRE

N Neighborhoodseighborhoods andand sub-districtssub-districts shouldshould functionfunction asas STREET BRUSH BRUSH WILKINS TEMPLE PARK iindependentndependent geographicalgeographical areasareas withinwithin a largerlarger interconnectedinterconnected districtdistrict 1 I-75 CBD

aandnd thusthus developdevelop sufficientsufficient neighborhoodneighborhood retailretail andand serviceservice amenitiesamenities GRATIOT MONROE MICHIGAN GRAND CIRCUS FINANCIAL aandnd publicpublic spacespace toto sustainsustain andand growgrow theirtheir existingexisting residentialresidential andand PARK GREEKTOWN/ DISTRICT 1a CORKTOWN PARADISE LAFAYETTE BCBS VALLEY PARK eemployeemployee populations.populations. WhileWhile developmentdevelopment resourcesresources shouldshould firstfirst bebe CAPITOL PARK WOODWARD DEQUINDRE CUT - PHASE ONE pprioritizedrioritized forfor growinggrowing thethe DistrictDistrict Centers,Centers, neighborhoodneighborhood andand sub-sub- FORT WEST RIVERFRONT JEFFERSON

EAST RIVERFRONT ddistrictistrict sstakeholderstakeholders shouldshould focusfocus theirtheir resourcesresources onon developmentdevelopment thatthat RIVERWALK - PHASE TWO DETROIT RIVER RIVERWALK - PHASE ONE JEFFERSON iimprovesmproves connectivityconnectivity backback toto thethe DistrictDistrict CenterCenter andand WoodwardWoodward LightLight CIVIC CENTER/ Right: Map depicting phasing of RIVERFRONT RRail.ail. three core districts in order to create contiguous areas of density. All neighborhoods and sub-districts are connected back to Woodward Light 14 Draft for review and comment Rail and the three Core Districts. Draft for review and comment greater downtown tod strategy 15 $24.0M

$22.0M

$20.0M

$18.0M Required Gap Subsidy

$16.0M New$23.0M Center summary

1.0 executive $14.0M $22.3M woodward corridor 1.0 understanding the $19.9M $91.1M $12.0M Midtown PPhasinghasing Total Gap DDevelopmentevelopment resourcesresources mustmust bebe prioritizedprioritized andand focusedfocused toto createcreate Four Key Principles $10.0M Subsidy ccontiguousontiguous areasareas ofof densitydensity thatthat reinforcereinforce thethe walkabilitywalkability ofof thethe district.district. 1. Create density Required TThehe TTODOD SStrategytrategy mmakesakes tthehe ccriticalritical aassumptionssumption thatthat ifif developmentdevelopment 2. Finish what you start $8.0M pproceedsroceeds asas perper thethe recommendedrecommended phasingphasing ofof thethe TODTOD StrategyStrategy andand 3. Develop contiguous blocks to improve walkability $15.6M for TOD iiss ssuccessfuluccessful inin creatingcreating increasedincreased density,density, neighborhoodneighborhood vibrancyvibrancy 4. Keep the larger district vision in $6.0M aandnd improvedimproved walkabilitywalkability thatthat market-ratemarket-rate realreal estateestate valuesvalues willwill mind with each new development Strategy iincrease,ncrease, thusthus decreasingdecreasing thethe overalloverall developmentdevelopment fundingfunding gapgap overover Build-Out $4.0M ttimeime aandnd subsequentlysubsequently thethe amountamount ofof subsidysubsidy necessarynecessary toto undertakeundertake CBD ddevelopment.evelopment. $2.0M 2012 2013 2014 2015 2016$8.2M 2017 2018 2019 2020 2021 FFundingunding CCorridororridor DDevelopmentevelopment aandnd IInitialnitial FFinancinginancing ““Gap”Gap” IInn oorderrder toto mmeeteet tthehe ppopulationopulation targettarget goalsgoals ofof thethe TODTOD StrategyStrategy ((i.e.i.e. 225,0005,000 newnew GreaterGreater DowntownDowntown residentsresidents inin 1010 years),years), annualannual rresidentialesidential build-outbuild-out targetstargets forfor eacheach districtdistrict werewere multipliedmultiplied timestimes tthehe ccurrenturrent mmarketarket ggapap byby districtdistrict inin orderorder toto estimateestimate annualannual gapgap ssubsidy.ubsidy. InIn yearyear oneone ofof thethe strategy,strategy, 330000 newnew CBDCBD residentialresidential unitsunits atat a ggapap ofof $$25/SF25/SF pproducesroduces a necessarynecessary $9.0$9.0 millionmillion gapgap subsidy.subsidy. InIn 1300 MMidtown,idtown, 200200 unitsunits atat anan averageaverage gapgap ofof $40/SF$40/SF requiredrequired subsidysubsidy ofof $2.1M $$8.08.0 million.million. InIn NewNew Center,Center, 150150 unitsunits atat anan averageaverage gapgap ofof $40/SF$40/SF rrequiredequired subsidysubsidy ofof $6.0$6.0 million.million. TotalTotal subsidysubsidy forfor yearyear oneone build-outbuild-out 1200 ooff 665050 newnew unitsunits requiresrequires $23.0$23.0 millionmillion inin gapgap subsidy.subsidy. W Withith iimplementationmplementation ofof thethe TODTOD SStrategy,trategy, mmarketarket rratesates 1100 sshouldhould steadilysteadily improveimprove overover thethe nextnext tenten years,years, particularlyparticularly afterafter

iimplementationmplementation ofof thethe rail,rail, decreasingdecreasing thethe subsidysubsidy gapgap toto thethe pointpoint 1000 wwherehere developmentdevelopment cancan sustainsustain itselfitself withoutwithout gapgap financingfinancing (top(top Target Unit Build-out per District ggraphraph p.17).p.17). AtAt tthishis ppoint,oint, oneone wouldwould expectexpect thethe marketmarket toto accelerateaccelerate 900 ddevelopmentevelopment forfor additionaladditional yearlyyearly build-out,build-out, thusthus increasingincreasing ddevelopmentevelopment targetstargets (bottom(bottom graphgraph p.17).p.17). I Iff tthehe TTODOD SStrategytrategy iiss ssuccessful,uccessful, iitt iiss aanticipatednticipated tthathat ooverver 800 tthehe nnextext ssixix ttoo eeightight yyears,ears, ttotalotal ssubsidyubsidy necessarynecessary toto meetmeet residentialresidential 8,250 Greater ppopulationopulation andand unitunit build-outbuild-out targetstargets willwill exceedexceed $90$90 million.million. GapGap 700 ffinancinginancing sourcessources toto meetmeet thesethese build-outbuild-out targetstargets shouldshould bebe identifiedidentified Downtown new nnowow toto ensureensure thatthat financingfinancing isis availableavailable asas newnew projectsprojects comecome online.online. 600 housing units TThehe eestimatesstimates inin thisthis reportreport shouldshould bebe usedused toto approachapproach local,local, statestate Auburn (58) total in ten aandnd national-levelsnational-levels ofof governmentgovernment forfor developmentdevelopment taxtax credits,credits, grantsgrants Sugar Hill (44) 500 Midtown Mixed Use (11) oorr aappropriationsppropriations asas wellwell asas privateprivate andand philanthropicphilanthropic fundingfunding entitiesentities Forest Arms (74) years ttoo aassistssist wwithith ggapap financing.financing. AdequateAdequate financingfinancing forfor public-privatepublic-private Palmer Apartments (60) New Center 400 CBD mmixed-incomeixed-income developmentdevelopment willwill bebe criticalcritical toto thethe implementationimplementation ofof thethe 2,050 Units 3,800 Units TTODOD SStrategy.trategy. Broderick (127) Top: Graph depicting rough estimate of David Whitney (108) annual gap subsidy to complete TOD 300 Capitol Park (250) Strategy Bottom: Graph depicting residential Midtown housing targets for each district 2,400 Units throughout the ten year build-out of the 200 TOD Strategy 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

16 Draft for review and comment Draft for review100 and comment greater downtown tod strategy 17