Professional Documents
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detroit is...
forward
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executive summary
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civic engagement
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acknowledgements
EACH DAY,
IN GOODS
...in the top 20 largest american cities. ...Home to 714,000 residents who are resilient and already working to change the course of the citys prospects. ...a city of global economic assets, including intermodal border crossings and industrial infrastructure that cannot be replicated anywhere else in the region.
ST. CLAIR COUNTY
UPPER PENINSULA
...known globally for a brand of innovation in making things and growing in reputation for small-scale models of ingenuity. ...home of a civic network of committed, proactive community-based and pHilantHropic organizations. ...a land-rich environment that can accommodate growth and innovation without displacement. ...poised to reposition itself as micHigans leading urban center once again, if there is a coordinated regional urban agenda that enables more mutually beneficial relationships with the region, state, and nation.
NORTHERN MICHIGAN
4.7m
PeoPle live in southeast michigan. aPProximately 700k live in
detroit2
WESTERN MICHIGAN
LIVINGSTON COUNTY
OAkLAND COUNTY
mACOmB COUNTY
MIDMICHIGAN
300k
WASHTENAW COUNTY
WAYNE COUNTY
mONROE COUNTY
$422m 19m
10 foundations have invested nearly $422m in detroit from 2008-summer 20114 an average of 19
million annual visitors and tourists come to downtown detroit each year5
18TH LARGEST
1) detroit regional chamber; 2) us census 2010; 3) southeast michigan council of governments (semcog); 4) dwpltp civic engagement audit; 5) detroit economic growth corporation; 6) us census 2010; 7) us census 1940;
FOREWORD
$1.7B
detroit is...
forward
003
executive summary
030 155
civic engagement
afterword
acknowledgements
eXeCutiVe suMMarY
There were times when I thought I couldnt last for long, but now I think Im able to carry on Its been a long, a long time coming but I know a change is gonna come, oh yes it will
a change is gonna come lyrics by sam cooke, 1963
This document, the Detroit Strategic Framework, articulates a shared vision for Detroits future, and recommends specific actions for reaching that future. The vision resulted from a 24-month-long public process that drew upon interactions among Detroit residents and civic leaders from both the nonprofit and for-profit sectors, who together formed a broad-based group of community experts. From the results of this citywide public engagement effort, in turn, a team of technical experts crafted and refined the vision, rendered specific strategies for reaching it, shared their work publicly at key points, and shaped it in response to changing information and community feedback throughout the process. The work of the Detroit Strategic Framework was guided by a talented Steering Committee of individuals from within Detroit, whose knowledge of civic engagement, nonprofit community work, key areas such as land use and economic development, and the city itself were of deep value. Building a blueprint for a city as complex and rich in promise and challenges as Detroit required the integration of local expertise with leading thinkers and practitioners from around the globe. A list of the Planning and Civic Engagement Teams, along with the committees that guided the work and the Process Leaders who helped create the vision, is provided in the acknowledgements appendix of this document. Every city has its challenges and Detroit most certainly has urgent and long-standing ones. But not every city has the assets of Detroit. As Michigans largest urban center, Detroit is home to the largest concentration of workers, health, education, cultural, and entertainment institutions; the busiest international border crossing in North America for international trade; host to 50 million annual tourists and visitors; a city of beautiful historic neighborhoods and commercial areas, including 245 sites or districts on the National Register of Historic Places and 8 National Historic Landmarks; and the second largest theater district in the country, second only to New York City. These assets make up the citys physical and economic capital. Detroits assets also include the resiliency, creativity, and ingenuity of its people and organizationsthe citys human and social capital. Detroits impressive talent base includes business leaders who forever changed the culture of industrial production and music; pioneers in new forms of transportation, infrastructure, and community food production; civic leaders who have organized and empowered community residents to exercise their voices and actively participate in the fate of their futures; and faith leaders who have held up Detroit communities by tending to their spiritual and human needs.
aspirational where it should be and practical where it must be respectful of the citys history, community efforts, and new ideas Just and equitable in seeking to create benefits for all transparent and inclusive of all voices participating to improve our
community
cHallenges. It is no news that Detroit faces serious challenges, including fiscal constraints, unemployment, housing foreclosures, crime, education issues, service delivery challenges, healthy food access, and environmental pollution. Yet these conditions can sometimes change rapidly from year to year. The planning process was based on a careful examination of the best available information about the citys current conditions and trends. The recommendations and actions proposed in this Strategic Framework are informed by a wide range of reliable source materials that provide a comprehensive snapshot of the citys current conditions, policies, and trends. Eight audits were compiled to help shape the Framework recommendations:
1. Public Land Disposition Policies and Procedures 2. Urban and Regional Economy 3. Urban Agriculture and Food Security 4. Neighborhoods, Community Development, and Housing 5. Landscape, Ecology, and Open Space 6. Land Use and Urban Form 7. Environmental Remediation and Health 8. City Systems, Infrastructure, Transportation, and Sustainability Through the early phases of the Strategic Framework planning initiative, this evidence was shared with the residents and stakeholders of Detroit, and combined with their on-the-ground experience of living with these issues in everyday life. It became clear that if we did nothing, the quality of life and businesses in Detroit would continue to decline. The scope of the planning effort focused on priorities for change and clearly defined goals for improving human health, family and business wealth, safety, and the physical condition of the city. The ultimate objective of the Framework became to uplift the people, businesses, and places of Detroit by improving quality of life and business in the city. A strategic approach to advancing these quality of life and business goals involves a strategic focus on the things we must do to bring about change. This focus has been captured in the 12 Imperatives on the following pages.
The Long-Term Planning initiative was also designed to balance technical expertise with community expertise that draws on personal and organizational experiences and observations. The leaders of the process developed and implemented a careful methodology for gathering, integrating, and synthesizing anecdotal as well as data-driven inputs to inform the Frameworks final recommendations. The Community Experts, along with the Planning Team and Civic Engagement Team, collaborated to diversify engagement opportunities beyond traditional meetings, reaching out to people in many different ways, not only to give them information but also to ask them to share information. From the Detroit Stories oral history film project (detroitstoriesproject.com) and the Detroit 24/7 online game to the dropin HomeBase in Eastern Market, telephone Town Halls, and Roaming Table that made the rounds to Detroiters in their own neighborhoods, the Detroit Works civic engagement activities deepened and broadened the available information for the process, adding to the research and data with valuable first-hand experiences and suggestions rooted in daily realities. Such ideas are not usually captured in planning efforts of this scale and comprehensiveness.
12 ImPERATIVE ACTIONS
1. 2. 3. 4. 5. 6. 7. We must re-energize Detroits economy to increase job opportunities for Detroiters within the city and strengthen the tax base. We must support our current residents and attract new residents. We must use innovative approaches to transform our vacant land in ways that increase the value and productivity and promote long-term sustainability. We must use our open space to improve the health of all Detroits residents. We must promote a range of sustainable residential densities. We must focus on sizing the networks for a smaller population, making them more efficient, more affordable, and better performing. We must realign city systems in ways that promote areas of economic potential, encourage thriving communities, and improve environmental and human health conditions. We must be strategic and coordinated in our use of land. We must promote stewardship for all areas of the city by implementing shortand long-term strategies.
KEY Quality of Life and Business definitions QUALITY OF LIFE ELEMENT QUALITY OF BUSINESS ELEMENT
SAFETY The sense of physical and emotional security, primarily focused on the individual or family, but also extending to surroundings
EDUCATION The opportunity to gain a quality education for all ages, incomes, and abilities
PROSPERITY AND INCOME The opportunity for long-term, fulfilling employment that allows for personal growth, self-sufficiency, and wealth creation
COMMUNITY The inherent sense of belonging with neighbors, sharing common interests and working together to achieve common goals
HOUSING Quality dwelling options that provide shelter and safety for all residents
PUBLIC SERVICES Core services provided by the city government and allied providers, ranging from utilities to maintenance and sanitation
MOBILITY The ability to effectively and efficiently access employment, housing and services
8. 9.
10. We must provide residents with meaningful ways to make change in their communities and the city at large. 11. We must pursue a collaborative regional agenda that recognizes Detroits strengths and our regions shared destiny. 12. We must dedicate ourselves to implementing this framework for our future.
ENVIRONMENT The physical, chemical and biotic factors that affect the surroundings and conditions in which a person, animal or plant lives RECREATION Places to accommodate physical activity and social interaction CULTURE Numerous events and cultural activities that define the social composition of daily life
RETAIL SERVICES AND AMENITIES
i
SERVICES Effective and reliable government services that are necessary to support private investment INFORMATION Access to necessary knowledge and data for aligning businesses with workforce, incentives and public assistance
REGULATIONS Permitting, zoning and other codes that need to be aligned to support job growth
ACCESS Strategic improvements that are necessary to ensure efficient access via highways, rail, ports, and local streets
COST The operating cost environment for businesses compared to regional and peer cities
DETROIT TODAY
10 DETROIT FUTURE CITY | DECEmBER 2012
MAKInG ThE CASE FOR ChAnGE: Why buSInESS AS uSuAl WIll nOT WORK
It is often difficult to enter into a planning process that talks about the future city when community stakeholders believe that their basic needs are not being sufficiently met. Detroiters have long been anxious about the future of the city concerned about the safety of their children and property, their increasing taxes and expectations for quality city services, their access to jobs and the cost of driving to work, the value of their homes, the ability to keep up with a mortgage, and the growing vacancy and abandonment surrounding them. Residents and businesses alike have been concerned about whether utilities would be shut off in the more vacant parts of the city, whether families might be forced to move from their homes (as in the days of urban renewal), or whether some city departments or community facilities would be shut down completely. While there has been much speculation and fear around such unfair, unjust, unacceptable (and unnecessary) actions, one thing has become very clear the way things are and business as usual are no longer acceptable. Detroiters demand and deserve reliable city services, safe streets, healthy environments, access to food, jobs, public transit, and places to play, learn, and engage with one another. Civic leaders in the public, private, nonprofit, grassroots, institutional, and philanthropic sectors understand that the citys economic drivers, cost to provide service, sources of funding, and service delivery mechanisms must be realigned to achieve a better quality of life for residents, businesses, and visitors.
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people do live here, said Wayne ramocan, a participant in the detroit stories project. people talk about the city like people dont actually live herethey just talk about the city as maybe an investment, or its only land here, or, its only blight and vacant houses, but its more to it than that.detroit is not barren.
The challenge is that Detroiters important strides forward have gotten lost in the shuffle because they are often responses to crisis or solely issue- or neighborhoodfocused. Yet the emergent or engaged civic institutions and residents who have taken on the citys toughest challenges at this level of detail have the ability and the vision to do more: They just need the capacity, in the form of information and resources. If these change leaders cannot engage broadly and permanently to speak to the promising reality, real problems, and ambitious vision for Detroit, there will continue to be a flow of solutions that dont fit Detroits real needs and aspirations, or a business as usual and crisis-driven approach to problem solving for the city. Five key trend areas help to drive this point home and make the case for change:
detroits population. Just over 700,000 people live in a city originally designed for 2 million people. Detroits population has been in decline for
decades and this trend is expected to continue. The Southeast Michigan Council of Government (SEMCOG) forecasts for the city predict that the population will fall to from the 2010 Census figure of 717,000 to 610,000 by 2030a long way from the citys peak population of over 1.8 million in the early 1950s, but still keeping Detroit in the top 20 largest cities in the U.S. The composition of the citys population is also undergoing gradual changes. Today, the city has 6% more single-female headed households, 7% fewer children, and a senior population that is expected to grow from 11% to 17% over the next 20 years. Detroit families make on average only $28,000 per year compared to families in the region making $48,000 annually, and one-third of Detroit families make less than that. These factors, together with the demographics of the current population, suggest that the total number of people in the city may not be as important as the diversity of its residents and the robustness of its job base. Detroit can be a vibrant city of 700,000 people or less if deliberate actions are taken to increase family wealth and the earning power of people who are now in poverty, retain young people in the city, attract recent graduates as new workers, welcome foreign-born families, and ensure the citys oldest residents can choose and afford to age in their homes.
detroits land vacancY and land use. the citys 20 square miles of total vacant land is roughly equal to the size of manhattan. This characterization
of Detroit is supported by the housing statistics of rising foreclosure rates, falling home and property values, and an excess of vacant land and homes for which there is not enough demand to fill before property deterioration sets in. Many homeowners in particular have been unable to balance their checkbooks as they see housing and transportation expenses account for over 50% of their monthly income, while the value of their investments continues to decrease. With nearly 150,000 vacant and abandoned parcels scattered throughout the city, every area of the city is vulnerable to some levels of disinvestment. Despite a common perception, the majority of residents in the city live in areas that have only low or moderate levels of vacancy, less than 30%. This is not ideal, especially when more stable neighborhood options exist elsewhere in the region. This still leaves nearly 10,000 residents in areas of the city that are sparsely populated and unlikely to return to their previous traditional residential neighborhood character. Detroit must transform its image of vacancy into an image informed by the new possibilities for 21st century land uses. This means creating new opportunities for vacant land to become assets that contribute tax dollars, produce jobs, or become a public amenity. Nor does it mean that the people who might remain in highervacancy areas should not receive essential city services. It does mean that becoming a more affordable city for families and government means land uses, regulations, and investments must be strategically coordinated to create more efficiency and sustainability now and over the long-term.
safetY, education, HealtH, and prosperitY. everyone in detroit unanimously agrees that the key to detroits recovery and long-term prosperity requires a city to be safe, have better-educated youth and adults, provide healthier living environments, and offer access to jobs that pay at least a living wage. A recent survey of Detroit residents revealed that nearly onethird of the respondents would leave the city within five years, citing safety as the top reason. Two years ago, attempts to take on wholesale reform of the educational systems failed. Almost one-third of Detroit children suffer from asthma, a rate three times the national average. Two-thirds of the total population suffers from obesity. Poverty increased 40% over the last decade, now affecting 36% of households. The communitys common response to these conditions is to request more police on the street, lower student-teacher ratios, faster clean-up of land contamination, and more job training. Many people feel that Detroit does not have the luxury to endure a long-term transformation: They need change to happen now. Effective land use planning can create more densely populated communities that are more affordable to serve and can be safer, with more eyes on the street. Innovative landscape treatments can treat contaminated lands while providing a recreational amenity at the same time. Surplus vacant land can become new opportunities to produce in-town jobs and put young people and those in alternative economies to work. And the network of educational institutions (K-12 and higher education) can create campuses and programming that prepare the next generation for the jobs of the future.
detroits emploYment. There is only 1 job for every 4 Detroit residents. The fall in Detroits population has been accompanied by a loss of jobs both in Detroit and the region in the last decade.. There are approximately 350,000 in Detroit today, with half being produced by private companies, and the remaining found in self-employment, part-time employment, and state or federal government employment.
SEMCOGs baseline forecasts for Detroit over the next 20 years project a meager annual growth of only 0.1%. This is well below the 1.2% annual growth Detroit could capture if it had a strategic plan for attracting sectors that are growing nationally. Nor do the projection take into consideration that both Detroit and Wayne County have outperformed the United States as a whole, and forecasts for sectors already located in the city like manufacturing, health and business services. This goes a long way toward signally that Detroit is no longer a one-company automobile town. Much discussion and debate has focused on the availability of jobs and the readiness of Detroits workforce to take those potential jobs. That discussion should be framed not as an either/or but as a both/and. Too few jobs, high unemployment, poverty rates, the challenges of K-12 educational reform, and reduced workforce development funding all have an impact, not only on household incomes, but on the taxes and fees the city takes in to run and maintain essential services. Addressing this chicken and egg problem requires a strategy that addresses job creation in Detroit and the reform of K-12 and adult education as equally urgent priorities.
detroits citY service deliverY sYstems. the high taxes and costs of city services do not produce enough to improve service delivery or make the city more affordable. Detroit has large, centralized infrastructure systems that were
designed to support a population of at least 2 million, with large areas of heavy, polluting industry. As a result, todays Detroit has systems that are oversized for the current population and no longer aligned with where people or businesses now reside or will likely be in the future. The current systems of water, energy, roads, and telecommunications are not sufficiently oriented to a new economy that focuses on less resource-intensive manufacturing and new service sectors. The systems are also aging. Many have reached the end of their effective design lives, and many more will do so during the next twenty years. Typically, this means that they are less reliable and use more energy and water than necessary to serve people, while contributing to both local and global pollution. Lower demand (fewer users) in fewer areas means low usage levels (sometimes as low as 30-40% of designed capacity), which results in inefficient operations and more system breakdowns. Crucially, it also means significantly reduced revenues from user charges and taxes. In spite of this situation, agencies are required to maintain uniform high service levels across the city and reinvest in maintaining the network as a whole. If we maintain business as usual, the gap will continue to widen between the availability of revenues and the cost to provide service, undermining the ability to maintain and upgrade systems, and having unacceptably negative consequences for the citys people, economy, and environment.
The future Detroit can be envisioned through a series of time horizons, showing how the experiences of current and future residents, businesses, and visitors could change over the next 5, 10, 20 years and beyond. Details and time horizons for this vision shown on pages 30-31.
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BY 2030 THE CITY WILL HAVE TWO OR THREE jOBS FOR EACH PERSON LIVING IN THE CITY
instead of one job for every four detroiters, by 2030 the city will have two or three jobs for each person living in the city. Seven districts of employment
located through all quadrants of the city will provide jobs, business start-ups, and business growth opportunities in modern industry, information technology, creative production, healthcare, education, and local entrepreneurship. City residents, as well as people from the region, will find opportunities to link their specific levels of education with job prospects, as each growth industry will need workers with a wide a range of skills and education to fill jobs. The current and new residents of the city will also have a range of choices for where to live in the city. Detroit has traditionally been dominated by single-family detached housing. However, with the changing demographics of the city, a more diverse range of housing options will be available by 2030 to support different lifestyle needs and choices. Residents will have the ability to choose from among several options for residential living in the city: Traditional neighborhoods with single-family houses, front yards, and garages; Neighborhoods that are more dense with townhouses, mid-rise and high rise apartments, and condominiums that have improved access to public transit; Neighborhoods where housing is integrated into an open-space environment with recreation opportunities and a connection to nature; Neighborhoods that integrate housing with land stewardship and food production; and Neighborhoods that allow for the combination of living and production (Live+Make), whether clean manufacturing, processing, or creative arts.
BY 2030, THE DETROIT mETROPOLITAN REGION HAS AN INTEGRATED REGIONAL PUBLIC TRANSPORTATION SYSTEm
by 2030, the detroit metropolitan region has an integrated regional public transportation system that efficiently serves the regions 21 dispersed, yet
interconnected employment centers. A new regional transportation authority aids the region in creating better transit connections, while public transit within Detroit will create better connections among neighborhoods and Detroits seven new employment districts. A new public transit loop will create a ring through the middle of the city, intersecting each of the key radial boulevards to provide more efficient intermodal connection points and different vehicle modes of rapid transit, from light rail to bus rapid transit, to mini-buses. The boulevards themselves will be the right size to accommodate bicyclists, pedestrians, transit, and motor vehicles within landscaping that helps siphon off stormwater, buffer residents and workers from pollution, and aid in the overall image of a green, sustainable city. This system complements a multimodal freight and commercial system that upholds Detroits role as the nations busiest border crossing. This system will build on Detroits emerging role as a global hub for transportation, distribution, and logistics (TDR) to contribute to a healthy economy and prosperous households.
by 2030, detroit will become a city for all, with an enhanced range of choices for all residents, especially those who have stayed through the hardest times.
By 2030, Detroit is a city of enhanced, varied, and active neighborhoods with strong civic support and a range of approaches to what it means to be home. By 2030, the city has developed a strong, collaborative, community-based approach to the most difficult question it faced in 2010: how best to serve the approximately 10% of Detroiters who then lived in areas of highest vacancy, while also making decisions that would support and grow neighborhoods with more population. Residents who chose to stay in the highest-vacancy areas of the city continue to receive services, while residents who formerly had no choices now have opportunities to move to different neighborhoods if they wish, with new incentives such as home swap programs and progressive efforts that help increase family wealth and access to affordable homes throughout Detroit. Neighborhoods that were once on the verge of such vacancy have been saved through strategic investment, while areas that had relatively stable population in 2010, or that grew since then, continue along a sustainable path. Because the Strategic Framework also provides the flexibility for neighborhoods to vary their approaches due to special assets or community objectives, no neighborhood has been forced into a one-type-fits-all strategy.
in the spirit of innovation that has made the city great, detroit will lead the world in developing landscape as 21st century infrastructure to transform
vacant land areas into community assets that remediate contaminated land, manage stormwater and highway runoff, and create passive recreational amenities to improve human health and elevate adjacent land valuesall without residential displacement, a big change from the urban renewal efforts of the 1960s and 1970s. The iconic boulevards and freeway corridors of the city can be transformed to reinforce a new civic identity through the creation of linear carbon forests that clean air, and stormwater management landscapes that collect, treat and recycle water.
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tHe time is noW. We have known for some time that doing business as usual is no longer an option for Detroit. The financial recession and foreclosure crisis in 2007which undermined the citys progress in diversifying its economy and bringing back residentsdrove home this reality and provided a distinct moment in time for strategic action. It created a heightened sense of urgency and opportunity among Detroiters, and has resulted in this initial work to solidify a public consensus for systematic reform and innovation.
To transform Detroit into a new, healthier, safer, more prosperous, and socially just city requires a new understanding of the city as it is right now, an imperative to share information and decision-making power, and a willingness to abandon fixed ideas and old approaches, in favor of fresh, clear-eyed understanding. The more than 700,000 Detroiters who have stood their ground or chosen to come here are people who do not shy away from a challenge. Thats good, because many more challenges lie ahead. Many of the recommendations of this plan can create successes in the very short term, perhaps as soon as two years from now. Yet the major and most sweeping innovations will take 20 or more years to realize. The ambition and aspiration embodied in this plan will be needed to continually inspire and replenish action, while its pragmatic approach to building on existing progress and conversations is intended to ground it in realistic possibilities for action. To reach the goal of a Detroit Future City will call forth and try every one of the traits that have made Detroit great in the past and helped it survive to the present: ingenuity, innovation, civic commitment, and an unflinching, steel-spined ability to stand tall while facing the worst of the citys daily realities, yet while also embracing its possibilities. Detroit wont be fixed because no city is ever fixed. Cities are living places that require ongoing awareness and firm yet flexible approaches to decision making which acknowledge changing realities and multiple voices, leading to pragmatic and agreed-on solutions. The Planning Elements in the Strategic Framework illustrate specific strategies that can be put in place now to create permanent change and transform Detroit.
by 2030, an enhanced and multi-functional open space system will provide a new and strong identity for the city, picking up where efforts
like the Detroit RiverWalk have set a successful precedent. A network of parks, plazas, wetlands, ponds and lakes, recreation centers, forests and orchards, community gardens, and remediation fields that clean the air and water through blue (water) and green (plants and trees) landscapes will populate the city, all connected by a multi-modal greenway for pedestrians, bicycles, automobiles and transit.
detroit is...
forward
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advocacy groups
businesses
For the Business Sector, the plan provides service predictability and a clear direction for where and what kinds private investment is needed and sought after in the city to growth existing and new businesses and target training for new growth sectors.
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community development
For the Community Development Sector, the plan recognizes the added value of small-scale interventions, and recommends a range of currently accepted as well as innovative strategies to be deployed for different areas of the city.
how it is used
The Detroit Strategic Framework establishes a set of policy directions and actions designed to achieve a more desirable and sustainable Detroit in the near term and for future generations. The Strategic Framework is organized into Five Planning Elements and a civic engagement chapter. These Five Elements include: The Economic Growth Element: The Equitable City The Land Use Element: The Image of the City The City Systems and Environment Element: The Sustainable City The Neighborhoods Element: The City of Distinct and Regionally Competitive Neighborhoods The Land and Buildings Assets Element: A Strategic Approach to Public Land These Elements outline a detailed approach to addressing the realities and imperatives that will enable Detroit to move toward a more prosperous future. The Strategic Framework is also not the Master Plan of Policies, the legally mandated, long-range document of land development policies that support the social, economic, and physical development and conservation of the city, proposed by the Mayor and approved by the city council in 2009. There are specific statutory procedures and formats required for that type of document, and it is typically executed by the municipalitys planning agency. The aim of the Strategic Framework is to recognize and adapt to an unpredictable future. The Strategic Framework is designed for flexibility and choices that will enable different sectors in Detroit to act both collaboratively and independently, and over different periods of time, but in a coordinated way. As a comprehensive and action-oriented blueprint for near- and long-range decision-making, the Strategic Framework Plan is 1) aspirational toward a physical and social vision for the city; and 2) actionable, with strategies for new policies and implementation; and 3) accountable, with assignment of implementation responsibilities.
faith-based community
For the Faith-Based Development Sector, the plan recognizes the added value of neighborhoods and small-scale interventions, and recommends a range of currently accepted as well as innovative strategies to be deployed for different areas of the city. These organizations can also use the plan as a tool to design and facilitate more localized community planning efforts.
institutions
For Institutions, the plan identifies key areas of business sector growth, investment, and human capital development that can inform current and future programming, hiring, contracting and the long-term growth of education, medical and cultural institutions in the city.
philanthropic sector
For the Philanthropic, Intermediary, and Community Banking Sector, the plan outlines the areas where strategic investment and collaboration between public, private and nonprofit sectors can be best leveraged.
WHo tHe frameWorK is for, and WHo sHould maKe it Happen. The
Detroit Strategic Framework is one shared vision designed to guide the decisions of a wide range of implementers, investors, and regulators participating in the revitalization of Detroit. Every sector of Detroit will play an important and critical role in executing the vision, both independently and in collaboration with one another. Each sector can use the plan to guide its own decisions about investments, localize planning, align with public funding programs, conduct or encourage interim and permanent development, inform decisions about buying and selling land and businesses, and create partnerships across sectors.
For the Public Sector, including city, county, state and federal governments, the plan provides policy recommendations designed to help guide public investments and seek the regulatory reforms necessary to execute the plan. The public sector can incorporate the key policy and intervention strategies into the appropriate policy and regulatory frameworks including the Master Plan of Policies, Zoning Ordinance, and City Sustainability Plan. For Residents, the plan communicates a clear direction for the citys improvement and growth, and establishes metrics by which progress can be measured and evaluated. Residents can find strategies for improvements to their communities at the block or neighborhood scales that can be implemented by their neighbors. Grassroots groups can also use the plan as a tool to design and facilitate more localized community planning efforts.
public sector
WHat tHe strategic frameWorK is and isnt. As the Detroit Works process went forward, many people asked, How is this plan different from any other? and How will it improve the quality of life in my community or for my business? The answer is that, while the Strategic Framework addresses issues and presents recommendations in a similar format to other planning documents, it also is not intended to be a conventional Vision Plan. That type of plan is usually highly aspirational and often presents static illustrative projection for what the future of a region, city, or community will look like, with little detail on how to achieve the vision.
Horizons for cHange. Just as the Strategic Framework is intended to offer recommendations and approaches that can adapt to changing realities in Detroit, so also the 10-, 20-, and 50-year Horizons adopted for the Framework are intended not as literal forecasts, but as aspirational possibilities and an aid to imagining the citys changes. These Horizons also offer three useful ways to look at progress and change in Detroit: Stabilization, Improvement, and Sustainability.
residents
The Civic Engagement initiative resulted in five specific recommendations to create civic support for the Strategic Framework, itself, and calls for three central strategies to establish long-term civic capacity for the City of Detroit. The five implementing recommendations related to the Strategic Framework are Establish a Detroit Strategic Framework Consortium, charged with stewarding the implementation and the civic engagement of the Strategic Framework into the future. Enlist additional champions for implementation and policy reform. Enlist additional champions for implementation and policy reform in addition to the Consortium membership. Inform, educate, and equip key stakeholders to continue to take the plan to the city. Strengthen and complement the public sector with a regional agenda that recognizes Detroits strength and the regions shared destiny, and that extends and shares ownership of civic engagement in recognition of Detroits role in the nation and the world. Report back for transparent and ongoing progress.
The Economic Growth Element proposes five strategies to grow Detroits economy in a way that is equitable for all Detroiters, supports Detroits economic sectors, and can attract new residents and businesses: Support the Four Key Economic Growth Pillars that have already demonstrated promising job growth: education and medical employment (Eds and Meds), digital and creative jobs, industrial employment (both traditional and new technologies, large-scale and artisanal, manufacture, and processes), and local entrepreneurship. Use place-based strategies to create core investment and employment corridors, focusing on seven employment districts where job growth is already occurring. Encourage local entrepreneurship and minority-owned business. Improve education and skills development. Transform the citys land into an economic asset.
The Land Use Element offers land use strategies that are situated between the citys existing conditions and a range of preferred futures. The Detroit Strategic Framework organizes a wide variety of potential land use types within three levels of scale and purpose: FRAMEWORK ZONES that guide citywide and investment decisions in terms of the best ways to make positive change in areas with a range of physical and market characteristics. The most influential characteristic is vacancy, because of its drastic effect on physical and market conditions of an area. LAND USE TYPOLOGIES that provide the future vision for land use within the city. They are divided into three primary categories: neighborhood, industrial, and landscape. DEVELOPMENT TYPES that visualize how the physical development of buildings and landscape may occur within a particular land use typology. They are divided into four major categories: residential, commercial, landscape, and industrial. In addition, the Detroit Strategic Framework recommends the following supportive strategies for land use: Create a new and diverse open space system for the city, Redefine corridors and complete streets, and Develop innovative regulatory reform.
This Element describes the imperative of moving toward a more affordable, efficient, and environmentally sustainable city through reforms to how services are delivered throughout the city, and through transformation of the systems and networks that carry the citys water, waste, energy, and transportation. This chapter proposes six strategies: Reform system delivery to adapt to the current population and to better coordinate public and private service provision for more efficient and reliable services that will adapt to future needs. Create innovative landscapes (green and blue infrastructure) that actively clean the air and water to provide better environmental quality and public health for Detroit. Reshape transportation to establish Detroit within a regional, multimodal network that better serves commercial and personal transportation needs, especially in terms of connecting neighborhoods and employment districts, as well as better serving Detroits freight industry. Improve lighting efficiency throughout the city. Enhance communications access in Detroit. Actively manage change, by continuing discussions that have already begun removing regulatory barriers, to interagency cooperation at the city and regional levels, as well as establishing an interagency platform for coordinated decision making about city services.
This Element proposes six specific strategies to create a diverse range of neighborhood styles and choices that will appeal to a wide variety of people, while strengthening all neighborhoods across the city: Address quality-of-life issues that affect all Detroiters with a set of citywide strategies that work in all Detroit neighborhoods. Create dense, walkable, mixed-use neighborhoods in some parts of Detroit. Fuse art and industry in Live+Make neighborhoods in functionally obsolete areas of Detroit. Repurpose vacant land to make Urban Green neighborhoods that take landscape as the predominant transformative element; Renew amenities in traditional, usually historic neighborhoods of single-family housing; Use productive landscape as a basis for a sustainable city by tapping innovative broad-scale alternative uses of green and blue infrastructure and other productive landscapes, while upholding the quality of life for residents already in these areas of increasing vacancy.
To transform the vacant land of Detroit into a potential asset for the citys future, this Element calls for all the different public agencies that hold land to align their missions around a single shared vision that reflects the aspirations for the city as a whole, as expressed in its land use and environmental plans, economic growth strategies, and neighborhood revitalization efforts. Such a transformative strategy must provide an integrated approach to land and buildings across the entire city, whether publicly or privately owned. Specifically, the Land and Buildings Assets Element proposes six strategies: Target vacant public land and buildings in employment districts for growth. Use vacant public land in neighborhoods as a tool for neighborhood stabilization. Transform largely vacant areas through blue and green infrastructure. Link public facility and property decisions to larger strategies. Make landscape interventions central to Detroits revival. Use aggressive regulatory tools to reinforce land development, reuse, and management strategies.
The three engagement strategies for a sustainable civic capacity on behalf of Detroit over the long-term are Extend capacity by building on four key components of long-term civic capacity: city government; philanthropy; Detroit institutions (including the nonprofit and business sectors; and Detroit residents). Develop and share knowledge and information inclusively, continually, with transparency, and demonstrating that the input has value and is being used. Engage people with a mosaic of tactics that have varied and broad appeals and possibilities, and that are woven together to have combined effectiveness.
19
21%
downtown emPloyment as Percentage of citywide emPloyment
15% 3% 2 1
midtown mcnichols
49%
remainder of city
TRANSFORmATIVE IDEAS
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20
A CITY OF EQUITABLE ECONOmIC GROWTH A CITY OF PHYSICALLY AND STRATEGICALLY ALIGNED ECONOmIC ASSETS A LEADER IN URBAN INDUSTRIAL ACTIVITY
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A CITY THAT ENCOURAGES mINORITY BUSINESS ENTERPRISES A CITY OF ImmEDIATE AND LONG-RANGING STRATEGIES FOR RESIDENT PROSPERITY
westfield
livernois corktown
midtown
ford
downtown
mich
igan
southwest
EmPLOYmENT DISTRICTS
primary employment districts digital / creative
ferso
eds & meds and digital / creative industrial / creative global trade / industrial secondary employment districts industrial / creative industrial
for
w. Jef
WE mUST RE-ENERGIzE DETROITS ECONOmY TO INCREASE jOB OPPORTUNITIES FOR DETROITERS WITHIN THE CITY AND STRENGTHEN THE TAx BASE. WE mUST SUPPORT OUR
the dwp framework identifies seven primary employment districts that provide the best opportunity for large-scale job growth. located across the city, these districts represent a diverse cross-section of detroits economy.
8%
low-vacancy
18%
low-vacancy
16%
moderate-vacancy
17%
moderate-vacancy
17%
high-vacancy
11% 2%
industrial land use strength industrial land use change
TRANSFORmATIVE IDEAS
1 2
22
A CITY CONNECTING PEOPLE TO OPPORTUNITY A GREEN CITY WHERE LANDSCAPES CONTRIBUTE TO HEALTH A CITY OF DISTINCT, ATTRACTIVE NEIGHBORHOODS
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WE mUST USE INNOVATIVE APPROACHES TO TRANSFORm OUR VACANT LAND IN WAYS THAT INCREASE
CREATE A NEW AND DIVERSE OPEN SPACE SYSTEm FOR THE CITY
1 2 3 4 Implement blue and green infrastructure. Encourage reuse of vacant land with productive landscapes. Diversify park networks. Encourage partnerships between universities and firms in productive landscapes to conduct research and provide job training opportunities.
mich
FRAmEWORk zONES
greater downtown low-vacancy 1
ferso
high-vacancy industrial land use strength industrial land use change maJor parks cemetery
WE mUST USE OUR OPEN SPACE TO ImPROVE THE HEALTH OF ALL DETROIT RESIDENTS.
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the framework zones map was developed from thorough research and analysis of the citys physical and market conditions. the composite mapping is framed around degrees of existing and anticipated vacancy throughout the city. the detroit works project short-term actions used similar criteria in the development of their citywide mapping.
30%
motorized Public transit routes
10%
non-motorized transit routes
TRANSFORmATIVE IDEAS
1 2
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WE mUST FOCUS ON SIzING THE NETWORkS FOR A SmALLER POPULATION, mAkING THEm mORE EFFICIENT, mORE AFFORDABLE, AND BETTER PERFORmING. WE mUST REALIGN CITY SYSTEmS IN WAYS THAT PROmOTE AREAS OF ECONOmIC POTENTIAL, ENCOURAGE THRIVING COmmUNITIES, AND ImPROVE ENVIRONmENTAL AND HUmAN HEALTH CONDITIONS.
RECONFIGURE TRANSPORTATION
1 Realign city road hierarchy to provide faster connections between employment, district, and neighborhood centers. 2 Enhance transit service and increased ridership by realigning transit system to provide integrated network based on fast connections between regional employment centers, supported by feeder services from residential areas. 3 For higher-vacancy areas, provide smaller-scale, flexible on-demand services. 4 Align pattern of development in centers and neighborhoods to support greater number of walking and cycle trips, including promotion of greenways. 5 Support freight and logistics industries through upgrade of key routes and provision of enhanced connections across the border to Canada. 6 Provide large-scale multimodal freight interchange facilities to support local industry and overall city logistics role.
ford
D E F G
mich
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proJected 2030 population density 02 people per acre 36 710 1114 1518 >19
tier 1 brt routes tier 2 cross town routes employment districts transit nodes
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a simpler and more reliable transit system that creates space for alternative modes of transportation and provides for faster transfer between those modes.
22%
traditional neighborhoods
22%
green neighborhoods
29%
landscaPe
15%
industrial
TRANSFORmATIVE IDEAS
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RESIDENTIAL DENSITIES.
ford
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general industrial light industrial green residential innovation productive innovation ecological large park cemetery green buffers
green mixed-rise traditional medium density traditional low density live+make heavy industrial utilities
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the 50-year land use map reflects the long-term vision for a city of diverse neighborhoods, employment districts and productive landscapes.
29%
landscaPe tyPologies
64%
other land uses
TRANSFORmATIVE IDEAS
1
28
A CITY THAT SHARES A VISION: COORDINATING THE mANAGEmENT OF VACANT LAND A CITY WHERE EVERYTHING IS CONNECTED: VIEWING VACANT AND PROBLEm PROPERTIES WITHIN INTERRELATED SYSTEm A CITY OF STRATEGIC APPROACHES: RECOGNIzING THE UNIQUENESS OF EACH PROPERTYS VALUE AND CHALLENGES
A B
TARGET VACANT LAND AND BUILDINGS IN EmPLOYmENT DISTRICTS FOR ECONOmIC GROWTH
1 2 3 4 Identify strategic targets for acquisition of properties by public entities. Adopt policies for targeted disposition and holding of properties in economic growth areas. Increase the cost of holding vacant property. Adopt program to foster greater use of underused buildings.
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A NEW URBAN LANDSCAPE: USING LAND FOR INFRASTRUCTURE AND INNOVATION A CITY WHERE PUBLIC FACILITY INVESTmENTS COUNT: ALIGNING PUBLIC FACILITIES WITH LAND USE TRANSFORmATION
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dispersed green landscape dispersed blue infrastructure large park golf course cemetery
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F
source: stoss landscape urbanism
1 2 4 miles
USE AGGRESSIVE REGULATORY TOOLS TO REINFORCE LAND DEVELOPmENT, REUSE, AND mANAGEmENT STRATEGIES
1 Increase the cost of holding vacant property. 2 Address problem landlords. 3 Create formal partnership with Wayne County Treasurer for tax foreclosure auctions.
future open space networks in detroit include both larger landscape typologies and landscape development types integrated within neighborhoods. landscape typologies each include a variety of different kinds of landscape development types.
HORIzON 1
STABILIzE
HORIzON 2
ImPROVE
HORIzON 3
SUSTAIN
HORIzON 4
TRANSFORm
Over the next five years, residents and stakeholders of Detroit will believe a new future is possible if they begin to see an elevated level of reliable and quality services to meet their basic needs, as well as stabilization of physical conditions through more efficient operational reforms, strategic investments, and stabilization or modest improvement in the economic conditions in the city. A 21st century city must have 21st century regulations that recognize the changing needs of the citys demographics and their requirements for new forms of land use and the long-term sustainability of those uses. Zoning, land use, and land dispositions policies and regulations must be realigned to accommodate these needs and opportunities. Other signs of stability in Detroit would include Increased efforts to expand existing businesses in the target economic sectors of industry, education, medical, information technology, creative industries, and local entrepreneurial development, especially among minority-owned businesses and independent sole proprietors who could move from the informal economy to create businesses that have the capacity to grow and to hire. Education reform is passed and critical workforce development funding is preserved. The necessary land use regulations are revised that make the vision legal. The rates of blight and home foreclosures are visibly slowed. Essential public facilities have been co-located and programming enhanced to meet the needs of residents in convenient locations. All public land dispositions are aligned and coordinated with the Framework. Pilot projects that are testing new ideas for infrastructure, land maintenance, housing, environmental remediation, urban agriculture, cooperative retailing, and others are underway in neighborhoods throughout the city. Local governance has been stabilized. An implementation organization has been identified and is working to ensure the vision of the Framework is achieved with local, regional, and national partners.
Over the next 10 years, Detroit is beginning to see the results of preparing residents and business (existing and new) for economic growth opportunities and household prosperity by growing, recruiting, educating, and training in traditional and emerging economic sectors. Residents are finding it a more affordable place to live and are beginning to find job opportunities in town. Public land is being positioned for new development of businesses, retail and housing, especially in areas with the potential for employment growth. Growth in local entrepreneurship is measurably increasing, especially among African Americans and young people. Traditional neighborhoods and the more mixed-use urban centers of the city are starting to increase in residential and population density. The demotion program has slowed and is transitioning to reconstruction and rehabilitation. A visible increase in mature landscapes for recreation and infrastructure are emerging throughout the city. Reliable and schedule public transit is in place along the busiest transit routes in the city and region. Infrastructure upgrades to areas of growth are underway.
Within 20 years time, Detroit should see a more stabilized population and an increase in local jobs per resident. As such, the city should be well on its way to implementing innovative, 21st-century systems of infrastructure and transportation, storm water management, power, and waste management to support new growth. The population has stabilized, and net loss in population has slowed. The gap between the number of job per resident in decreasing, with unemployment declining. The first generation of youth coming out of education reform are entering the workforce with jobs in the city. All neighborhoods have become regionally competitive places to live because of housing and transportation affordability. New and convenient public transit options have been expanded to all parts of the city. Strategic upgrades to water, energy, and telecommunications networks are advanced. The city is visibly more green, with air, land, and water quality metrics improving.
Detroit regains its position as one of the most competitive cities in the nation, the top employment center in the region, and a global leader in technology and innovation, creating a healthy and sustainable jobs- to-resident ratio and economic opportunities for a broad range of residents. Traditional and mixed-use neighborhoods of the city, including city center, district centers and live+make areas, have filled their density capacities and opportunities for new residential growth can be expanded into green residential areas. Productive and ecological landscapes are now firmly established as the new form and image of the city.
detroit is...
forward
003
executive summary
030 155
civic engagement
afterword
acknowledgements
TRAnSfoRMATIVE IdEAS
035
043
REALITIES
047
049
TRAnSfoRMATIVE IdEAS
Unlike many of the countrys struggling cities, Detroit is challenged not with the creation of a new set of economic assets but with a geographic and strategic alignment of existing assets. While it is true that the citys original land patterns cannot efficiently serve its current residents, the real challenge is this: Detroit is
ecONOMic GROWth
35
the very problem that has plagued the city: its miles of vacant and underused spaces. Two emerging industries for Detroit are most promising in this context: food production (taking advantage of Detroits resident urban farming movement, the ingenuity of its people, and a growing nationwide interest in locally sourced food); and CDER (construction/demolition/engineering/repurposing, which builds on Detroits industrial skills base and makes a virtue of the very necessity to change the landscape). Both of these emerging industries, coupled with Detroits existing strength in TDL (transportation, distribution, and logistics), will likely provide thousands of new jobs and entrepreneurial opportunities for Detroiters of all backgrounds and skill levels. Every joband every residentis important to Detroits future. For the citys economic alignment to yield its full potential, economic growth in Detroit must be fair and must benefit all of the citys residents. This plan recognizes equitable growth not only because it is the right thing to do, but because it makes good business sense: By increasing Detroiters access to employment and entrepreneurship, the city will grow its base of workers and business owners, while increasing incentives for and investment in further education and training. As Detroit strengthens the key actors and assets within the city, it will also be able to tighten the linkages between the city and regional economies, maintaining its position as a global trade center. The vision of the Strategic Framework is a strong, equitable urban economy that anchors the revitalization of the larger metropolitan economy. The Framework is also designed to be adaptable to the conditions in the regional, national, and international economies. The intent was to provide a framework for action that is flexible and dynamic, yet establishes a strong structure to support both growth and equal opportunities.
districts account for about half of the citys total employment but take up less than 15% of the citys land. Detroits physical transformation is intended to
create additional job opportunities and tap the incredible potential inherent in
TRAnSfoRMATIVE IdEAS
EconoMIc PILLARS
DIGITAL / CREATIVE
LOCAL ENTREPRENEURSHIP
dETRoIT
27 JObS PER 100 RESIDENTS POPULATION: 714,000 SIzE: 139 Sq. MILES JObS: 193,000
37
36
ATLAnTA
73 JObS PER 100 RESIDENTS POPULATION: 420,000 SIzE: 133 Sq. MILES JObS: 307,000
DespiTe six DecaDes oF populaTion loss, DeTroiTs FuTure will be Driven by iTs abiliTy To increase employmenT in The ciTy.
Most discussions about Detroits future to date have focused on land area and population. Yet if we compare Detroit with similar-sized cities, the number of jobs per resident is far more telling than the number of residents itself. Of the four cities closest in size to Detroit, only one has more residents, but all four have many more jobs and a higher ratio of jobs to residents. In fact, this is true for most American cities: only 5 of the top 100 cities have fewer jobs per resident than Detroit. It is true that Detroits dramatic loss of population will call for reconfiguration and repositioning of its infrastructure and land assets to create a new city form of diverse neighborhood types and land uses that are easier to serve, The key to fiscal sustainability and a better quality of life for Detroit is not simply higher population, although population increases would be welcome. increasing the ratio of jobs
PoRTLAnd
55 JObS PER 100 RESIDENTS POPULATION: 584,000 SIzE: 133 Sq. MILES JObS: 321,000
to residents will contribute to the financial stability of the city while creating economic opportunity for the citys residents.
dEnVER
60 JObS PER 100 RESIDENTS POPULATION 600,000 SIzE: 153 Sq. MILES JObS: 360,000
Text Sources: 1) Pastor, Manuel, and Chris benner. been Down So Long: Weak-Market Cities and Regional Equity. In Richard M. McGahey and Jennifer S. Vey, eds., Retooling for Growth. New York: American Assembly and Columbia University, 2008; Katherine S. Newman, James b. Knapp Dean of the Arts and Sciences, Johns Hopkins University, Testimony to the Senate Finance Committee, Hearing on Drivers of Intergenerational Mobility and the Tax Code, July 10, 2012; Robert Weissbourd. Strengthening Communities for Regional Prosperity. The Living Cities Policy Series, 2006; Porter, Michael, Orson W. Watson, and Alvin Kwan. The Changing Models of Inner City Grocery Retailing. Initiative for a Competitive Inner City, 1998.
While the population in the city has declined over the past 60 years the number of jobs located in the city has fallen at a sharper rate. This has left the city with relatively few jobs for the number of people who reside here. Of the top 100 Cities only 5 have fewer jobs per resident. Data Sources: 2010 LEHD On the Map; 2010 SF1 Census; ICIC Analysis
Half of Detroits employment base can be found in these four economic pillars. These sectors present the opportunity to provided equitable employment growth for Detroiters of all skill levels.
PhILAdELPhIA
TRAnSfoRMATIVE IdEAS
35 9 17 dETRoIT, MI
80 3 36 cLEVELAnd, oh
74 62 1 nEwARk, nJ
68 21 48 ST LouIS, Mo
43 4 99 boSTon, MA
42 60 80 chIcAGo, IL
ThE EconoMIc GRowTh ELEMEnT : ThE EquITAbLE cITy 39
INDUSTRIAL, 2006
Data Source: SICE; ICIC analysis
1.
2.
GRA
ND
RIV
ER
TELEGRAPH
GRA
TIO
8 MILE
MARYGROVE COLLEGE
UNIVERSITY OF DETROIT-MERCY
FOCUS: HOPE RUSSELL INDUSTRIAL CENTER HENRY FORD HEALTH SYSTEM TECH TOWN WAYNE STATE UNIVERSITY EASTERN MARKET CLARK TECHNOLOGY PARK
WO ODW ARD
I-94 INDUSTRIAL PARK GM ASSEMbLY PLANT CULTURAL CENTER DETROIT MEDICAL CENTER
DeTroiTs economy Does noT require enTirely new economic asseTs, buT The physical anD sTraTegic alignmenT oF exisTing ones. As in all successful cities, fostering economic strength and stability in Detroit
will require a constant renewal and realignment of key business assets, education and workforce development, innovation potential, and infrastructure.
E. JE
FFER
SON
On the side of land use and physical assets, tools such as zoning, public land disposition, incentives, and specific strategies can be used to promote concentrated employment districts as focal points around which to pool public, private, and philanthropic investment. The implications will be far-reaching and have the potential to improve the cost structure, innovative capacity, and competitive position of the citys businesses in regional, national, and international markets. Important efforts to create districts of economic activity already exist, most notably in the food cluster around Eastern Market and the education and health-related clusters in Midtown. Existing efforts must be supported and expanded to include Detroits most important traditional and emerging economic strengths. Organizational linkages must also be strengthened and sustained among city government and neighborhoods, business support organizations, employers and employees, and businesses and their suppliers. Although too many key companies and organizations today are islands, physically, they have a strong interest in reknitting the physical, social, and cultural fabric that made Detroits economy great.
Across the country, many have come to realize the critical role of manufacturing activity in promoting and sustaining innovation, especially in clusters where product and process are tightly linked, such as high-end apparel and biotech.2 Detroit has a unique combination of educational and medical institutions, information technology companies, low-cost industrial land, and an industrial commons that support manufacturing and industrial activity of all kinds. Detroit also has a skilled workforce, managers with operations experience, and broad design and engineering expertise among its residents. with proactive and coordinated
FORD
DETROIT INTERMODAL FREIGHT TERMINAL
WCCCD AMbASSADOR bRIDGE NEW INTERNATIONAL TRADE CROSSING DETROIT WATER AND SEWAGE TREATMENT FACILITY SPRINGWELLS INDUSTRIAL PARK
MICH
IGAN
FERSO N
Detroit has a wide range of economic assets that should be capitalized on to fuel economic growth. Assets include existing businesses, institutions and transportation infrastructure.
W. JEF
Text Source: 2) Gary P. Pisano and Willy C. Shih, Does America Really Need Manufacturing? Harvard Business Review, March 2012. Image Sources: 1) Marvin Shaouni; 2) Paul Sancya/AP
TRAnSfoRMATIVE IdEAS
40
41
5
recently, the american automotive sector has revitalized, and the role of southeast michigan in global automotive research and development expanded. The automotive renaissance in the region is part of a larger story in which u.s. manufacturing has become more competitive globally. One of the countrys most influential consultancies, boston consulting group (bcg), recently estimated that due to improved competitiveness, the u.s. is likely to add between 2.5 and 5 million jobs in manufacturing and support industries by 2020.3
DeTroiT has a Diverse base oF businesses, organizaTions, anD insTiTuTions ThaT are essenTial To builDing anD mainTaining a compeTiTive eDge For souTheasT michigan in The 21sT cenTury. Beginning more than a decade ago, many public,
private, and philanthropic leaders recognized that economic decline in the city and region was not temporary but reflected a broader crisis in local economic assets and capabilities. These leaders and their organizations invested in the ideas, assets, institutions, and culture to enable growth in innovation-driven clusters like education and technology, while also remaking traditional economic clusters like food to better serve local needs. Huge investments were made in expanding the citys institutions and economy: The College for Creative Studies added major new buildings, an MFA program, and a high school; the Detroit Creative Corridor Center opened; Next Energy was founded; the education and medical institutions in Midtown became national models for maximizing local economic impact; Henry Ford Hospital opened an Innovation Institute to capture and commercialize the innovative capacity of medical practitioners; Wayne State University opened TechTown and announced a $93 million biotech hub; and a local son returned to Detroit with 7,000 workers and triggered a new wave of information technology growth in Downtown. Concurrently, local leaders remade traditional industries, including the Detroit Food Policy Council and Detroit Black Community Food Securitys work in creating a vision for the national movement in food justice and food security issues. Local organizations such as New Economy Initiative and DEGC are working to promote local procurement and entrepreneurship opportunities across the city.
Business ownership shapes the location of opportunity and power in an economy: Business owners strongly influence organizational practices such as hiring, wage setting, and procurement and often serve in positions of civic and social leadership. One reason minority-owned business enterprises (MBEs) are so important to Detroit is that they are more likely to hire minority employees and utilize minority suppliers, thus increasing opportunity for a large number of Detroiters.4 Minorities in Detroit already account for 89% of the citys population; however, the firms they own account for only 15% of private company revenues. AfricanAmerican-owned businesses account for 94% of the citys MBEs, yet few of these companies grow enough to hire even one employee: Only one in thirty AfricanAmerican companies in the city has at least one employee compared to one in three white-owned businesses. These numbers reflect the enormous challenges to the MBE community in Detroit (as well as its potential). In a comparison of 25 U.S. cities, Detroit ranked seventh in African-American self-employment per capita. strengthening business
Although Detroit has an urgent need to support and develop high-quality education and skills to prosper in the 21st century, there is little evidence for the oft-stated claim that Detroit cant fix its economy until it fixes K-12. in fact, improving
education and increasing economic opportunity are complementary strategies: providing economic opportunities for Detroits adults will improve fiscal conditions in the city, support the academic performance of their children, and create the incentives for children and adults alike to invest in education and skills development.
The dramatic downturn in the regional economy has curtailed opportunities for lower-skilled workers across the region. This opportunity gap must be addressed alongside the skills gap. In fact, the lack of job opportunities seems to have profoundly weakened the link between educational attainment and prosperity for Detroiters. Nationwide, high school graduation reduces the chance of living in poverty by 56%, and going on to earn a two-year degree reduces poverty by an additional 51%. Yet in Detroit, the corresponding reductions are much smaller (39% and 33%). Strategies to combat the citys poverty must acknowledge the need for a dual approach. Public, private, and philanthropic priorities should support a concurrent approach to the creation of new job opportunities along with educational improvements.
ownership in the citys largest population group is one of the best ways to grow businesses in the city.
Text Sources: 3) boston Consulting Group, Why Americas Export Surge Is Just beginning, September 12, 2012 and U.S. Manufacturing Nears the Tipping Point: Which Industries, Why, and How Much?, March 22, 2012; 4) based on Fairlie and Robb (2008) Image Sources: 3) PAC Jeff Hall, Wikimedia Commons; 4) www.modeldmedia.com; 5) CNS Photo/ Jim West
3.
4.
5.
61% 39%
61% of employed detroiters
work outside the city
21%
21.5% of Detroiters Do not have
access to a private vehicle2
30% 70%
30% of detroit jobs are held
by detroiters
REALITIES
43
300K
300,000 new jobs
are projecteD for southeast michigan by 20404
POVERTY
Detroit is
projecteD to receive only 2% of these new regional jobs5
there are currently 27 jobs within the city per 100 Detroit resiDents6
Detroiters experience
high poverty rates at every level of eDucation. even 20% of two-year Degree holDers live in poverty7
a high school Diploma are unemployeD or Do not participate in the labor force8
9%
2% OTHER
85%
3%
12% have a bachelors degree. The proportion of Detroits population between the ages of 25 and 64 who do not have a high school degree is 60% higher than the U.S. rate of 13%, while the proportion of population holding a four-year degree is 60% lower than the average for the United States. But education alone is not the only indicator of Detroits workforce challenge: There is a stronger emphasis on education among Detroiters than is often assumed. Of those with a high school degree, 57% have at least some college, comparable to the rest of the United States (68%). Completion rates are lower than the national average, however: Among Detroiters with at least some college, only 42% have completed a two- or four-year degree compared to 64% across the United States.
labor Force parTicipaTion. Among working-age residents in Detroit, labor force participation rates (LFPRs) are low relative to the rest of the region and the United States. In the rest of the region, the participation rate is 79%, nearly identical to the U.S. rate of 78%. If Detroit achieved national participation rates at each education level, about 38,000 additional Detroiters would be in the labor force and the citys overall participation rate would be 75%. The participation rate of Detroiters without a high school degree is low, but this group accounts for only a small portion of the adult population. The greatest opportunity for impact in labor force participation is among those with a high school degree and/or some college (but not a four-year degree), who account for two-thirds of working-age Detroiters. Consequently, if Detroiters without a high school degree participated in the labor force at national rates, the citys overall participation rate would increase from 65% to 68%; if Detroiters with a high school degree and/or some college matched national rates, the citys overall participation rate would increase from 65% to 72%, just below the regional average of 75%. school qualiTy. One oft-cited reason for poor labor force outcomes among Detroiters is the low quality of the citys public schools. Although Detroits school system has some high performers like Cass Technical High School, Renaissance High School, Kettering West Wing, and the Bates Academy, the majority of schools under-perform relative to those in neighboring school districts. The Michigan Department of Educations Top-to-Bottom Ranking of the states schools shows that in terms of statewide percentile ranking, schools in the Detroit Public Schools district averaged in the 12th percentile. Detroit school performance is also weak by the standards of urban school districts across the United States. In the most recent Trial Urban District Assessment of reading, mathematics, science, and writing skills of 4th and 8th graders in 22 cities, Detroit ranked last, but did show improvement over the previous assessment. weaKeneD incenTives anD connecTions. In all groups in all parts of the
country, labor force participation rates are sensitive to the costs and rewards of employment, including wages and commuting times. Detroiters of all education levels have wages that are lower than regional and national averages, with the largest gap for those workers without a high school degree and the smallest for the college-educated. This would help explain why labor force activity is so low among the citys least educated residents. Similarly, the challenges of using public transportation to commute to suburban job centers disproportionately harms less educated, lower-income individuals, who are less likely to own cars.
$12.2B
WHITE
12%
$450M
OTHER
HI
TE
$1.7B
AFRICAN AMERICAN
Detroits potential
15% of Detroits
*The 25 cities used to rank detroit were picked based on variables including population size, minority concentration and geography. The 25 cities are: 1) Detroit, MI; 2) birmingham, AL; 3) baltimore, MD; 4) Memphis, TN; 5) New Orleans, LA; 6) Atlanta, GA; 7) Cleveland, OH; 8) Washington, D.C.; 9) St. Louis, MO; 10) Philadelphia, PA; 11)Charlotte, NC; 12) Chicago, IL; 13) Columbus, OH; 14) Indianapolis, IN; 15) New York, NY; 16) boston, MA; 17) Houston, TX; 18) Miami, FL; 19) Fort Worth, TX; 20) Los Angeles, CA; 21) Austin, TX; 22) San Antonio, TX; 23) San Diego, CA; 24) Phoenix, Az; 25) El Paso, TX Sources: US Census 2010, 2007 Survey of business Owners
Data Sources: 1) US Census 2010 Longitudinal Employer-Household Dynamics; 2) American Community Survey 2010 5-Year; 3) US Census 2010 Longitudinal Employer-Household Dynamics; 4,5) SEMCOG 2012; 6) Initiative for a Competitive Inner City (ICIC) State of Inner City Economies (SICE) database, US Census 2010; 7,8) American Community Survey 2010 5-Year, Integrated Public Use Microdata Series (IPUMS); 9) US Census 2010; 10) US Census 2010 Longitudinal Employer-Household Dynamics; 11) ICIC
6% HIS PAN IC
REALITIES
PERcEnT of dETRoIT woRkERS wITh A hIGh SchooL dEGREE oR LESS by TARGET cLuSTER: 2009
12% 32% 19% 2% 7%
creative
53% 23% 5%
healthcare
55%
49%
58%
57%
50%
2%
eDucation
14%
transportation Distribution logistics
15%
16%
construction, Demolition, engineering, repurposing
16%
17%
15%
business to business
13%
rest of the economy
information technology
metal fabrication
automotive
digital/creative
44
industrial
The target clusters that represent the best opportunities for economic growth in Detroit also represent opportunities to employ individuals with different education and skill levels. The importance of education and skills training cant be understated as businesses hire significantly higher percentages of people with a high school degree than without. Data Source: bLS, Employment Projections Program; ICIC
entrepreneurship
local
other
white
$780,000 average revenue 2.6x of city average
other
$240,000 average revenue 4/5 of city average
Detroiters with less than a high school Degree Detroiters with less than or equal to a high school Degree
Minority groups account for 89% of Detroits population but only 17% of total private firm revenue. Data Source: SbO 2007; ICIC analysis
6.8%
45
Data Source: Interface Studio, Detroit Industrial Land Use Survey otherwise re-developable land in the industrial zones, for example, amounts to only 6.8% of the citys total industrial land supply, with most of this found in residential parcels in Delray and formerly residential sites around the I-94 Industrial Park. With so few opportunities to assemble property directly from public agencies, and limited resources to outright acquire private property, other strategies must be considered to stimulate more productive use of vacant and vastly underutilized, privately held, commercial and industrial sites. The depth and breadth of challenges stemming from the condition, location, and configuration of Detroits job-producing lands will have to be met with a variety of strategies to improve the quality, availability, and productivity of private and public commercial and industrial land.
regional compeTiTion. Between 2002 and 2010, the proportion of Detroit jobs
held by Detroit residents fell from 42% to 30%. Changing skill demands do not seem to be the main culprit: The share of city jobs held by Detroiters declined almost as much for jobs paying less than $1,250 per month as for jobs paying greater than $3,333 per month. What did change during those years was the regions unemployment rate. During the 2000s, the region lost more than 400,000 jobs, 100,000 more than any other U.S. region, suggesting that the regions jobs crisis has severely undercut opportunities for less educated workers. The least educated workers faced competition for jobs from better-educated jobseekers: in the city but also across the region, those without high school degrees participate in the labor force at rates well below the national average. The gap between regional and national labor force participation narrows with increasing education levels until it more or less disappears for the regions residents who hold at least a bachelors degree.
minoriTy business ownership holDs greaT poTenTial. Although it is true that a large number of Detroiters have dropped out of the labor force, it is also true that many Detroiters have responded to the shortage of formal job opportunities by starting businesses, becoming self-employed, or moving into the informal economy. African-Americans in Detroit are 15% more likely than their counterparts nationally to be formally self-employed. Overall, there are about 50,000 people who are formally self-employed or own businesses with employees in Detroit, and perhaps as many as 100,000 more who are engaged in the informal economy, either as their only source of income or in addition to formal and/or selfemployment.5
Minority residents are strongly represented in nonemployer firms, which generally represent formally self-employed persons. These businesses pay taxes and are part of the formal economy but do not have the scale to hire employees. In Detroit, there are about 60 self-employed firms per 1,000 residents: 74% are owned by an African-American, 25% have white ownership, and 1% is owned by a member of another group. African-American-owned self-employed businesses average about $14,000 in sales, compared to $32,000 for white-owned self-employed businesses in Detroit. Among private businesses with employees,15% are owned by AfricanAmericans, 78% have white ownership, and the remaining 7% fall under primarily Asian ownership. White-owned businesses with employees average $2.4 million in revenues, African-American-owned businesses average $1.3 million in revenue, and businesses with other (primarily Asian) ownership average $600,000. When businesses with and without employees are included, the average revenue of all private businesses in Detroit is about $300,000; within this, the average for white-owned businesses is $780,000, for Asian businesses, $240,000, and for African-American-owned businesses about $50,000. The gap between white- and black-owned businesses in Detroit can largely be explained by the set of industries in which Detroits MBEs operate. MBEs across the United States tend to select less capital-intensive industries, and thus face lower overhead but also lower overall growth prospects than white-owned businesses.
The selected industries are often oriented toward local rather than regional, national, or international markets; they also have higher failure rates.6 MBEs often select these industries because of their own work and business experience, but also because of lower levels of personal wealth than their white counterparts. MBEs also are more likely than their white counterparts to experience real and perceived challenges in securing external capital.7 Increasing the number and performance of MBEs must address short-term strategies to increase demand for the goods and services provided by MBEs, and provide assistance with business development and finance options. Longer-term strategies must increase minority participation in high-growth, capital-intensive sectors and address structural barriers to capital access.
inequiTy even wiTh eDucaTion. For all the discussion about the importance of education in addressing the citys poverty, the disconnect between educational attainment and prosperity is profound for many Detroiters. At all education levels, Detroiters suffer much higher poverty rates than peers in the region and country:
31% of Detroiters with a high school degree and no college live in poverty, compared to 13% of identically educated Americans; A Detroiter with a two-year college degree is 50% more likely to live in poverty than the average American with only a high school degree; and A Detroiter with a four-year college degree is more likely to live in poverty than the average American with a two-year degree. In fact, if every working-age Detroiter invested in a two-year degree, the poverty rate in this group would still be almost 21%, higher than overall poverty rates in 70% of U.S. cities.
Text Sources: 5) by definition, the informal economy is very difficult to measure. One study estimates that in Los Angeles County, 9% to 29% of total employment is in the informal economy (Losby, et al., 2002). Using this range, the number of people employed in the informal economy in Detroit would be about 25,000 to 105,000. The estimated range is as wide as 3% to 4% of the U.S. workforce (Nightingale and Wandner, 2011). Lower-income areas tend to have higher levels of informal activity, so Detroit would likely be on the higher end of any estimate. SOURCES: Losby, Jan L., John F. Else, Marcia E. Kingslow, Elaine L. Edgcomb, Erica T. Malm, and Vivian Kao, Informal Economy Literature Review, ISED Consulting and Research and The Aspen Institute, December 2002; Nightingale, Demetria Smith, and Stephen A. Wandner, Informal and Nonstandard Employment in the United States: Implications for Low-Income Working Families, The Urban Institute, brief 20, August 2011. 6,7) Timothy bates, Entrepreneur Human Capital Endowments and Minority business Viability, 1985; Fairlie and Robb, 2008, p 134. Teresa Lynch and Lois Rho, Capital Availability in Inner Cities: What Role for Federal Policy? Presented at the Small business and Entrepreneurship during an Economic Recovery Conference, Washington, D.C., November 9-10, 2011.
47
we must re-energize Detroits economy to increase job opportunities for Detroiters within the city and strengthen the tax base. we must support our current residents and attract new residents.
Detroit has been losing population and employment for decades, and years of fiscal challenges have hollowed out local government capacity. Detroit today provides a challenging business environment marred by high levels of blight, security issues, and significant gaps in local government services. Potential buyers driving to inspect available industrial sites are often deterred by the visible levels of blight before they have even arrived at the property. These factors often frustrate existing business owners and employees, increase costs, and deter investment. Businesses, like residents, desire a secure, attractive environment and a larger, vibrant business community. For Detroit to thrive as a city, the quality of the business environment must be considered as important as the quality of residential life. This will require improvements in the following areas:
neTworKs: Proximity to related businesses, suppliers, and business services are a key ingredient in location decisions and operating success.
inFormaTions: There are many information gaps that need to be filled to align businesses with workforce, incentives, and public services. services: Effective and reliable government services are needed to support existing and new businesses. access: Detroit has a legacy of quality, and diverse infrastructure. Strategic improvements are needed to ensure efficient access via highway, rail, ports, and local streets. regulaTions: Permitting, zoning, and other codes need to be reconfigured to support local job and business growth. saFeTy: Safety and security of people and buildings is often cited as a key concern by business owners.
VAN DYKE
TELEGRAPH
GRA
TIO
ARD ODW WO
8 MILE
GRA
ND
RIV
ER
48
DEqUINDRE/ EASTERN MARKET
E. JE
FFER
SON
49
MIDTOWN
CORKTOWN
FORD
DOWNTOWN
The strategies also emphasize strengthening the citys minority business community through expanded opportunities for business ownership and growth. Finally, the plan attempts to create linkages between education and training and opportunities to utilize newly developed skills and address skills gaps and opportunity gaps together, efficiently and fairly. The success of the plan will rest on the capacity of the strategies to unlock the vast potential of the citys land assets. Through preferential zoning, targeted infrastructure investments, attraction of new capital into the city, and innovative approaches to address under-utilization of land, the strategy aims to increase the value of and investments in the citys highest-potential jobs-producing land. If successful, the citys available land can become its greatest economic asset.
MIC
HIGAN
SOUTHWEST
The DWP Framework identifies seven primary Employment Districts that provide the best opportunity for large-scale job growth. Located across the city, these districts represent a diverse cross-section of Detroits economy.
W. JEF
Transform the citys land into an economic asset. Each strategy is designed to address specific challenges but also to reinforce the other four strategies. These strategies are also designed to be flexible to actual economic conditions and changing needs in the city and region, and thus are not tied to specific horizons or timelines. They are consistent, however, with the Strategic Frameworks vision for stabilization and transformation over a period of 20 to 50 years. Detroits public, private, civic and philanthropic stakeholders should align their investments and programmatic initiatives with the broader Framework and with each others objectives. The core mechanism for this coordination is strengthening seven existing employment districts in the city. Information from land surveys, data on the citys economy, and interviews with key stakeholders formed the basis for mapping these districts. The unique characteristics of each district are identified not only for their economic potential, but for the diverse opportunities each offers to employ people with a broad range of interests and skills. The Framework recommends:
When we lost the jobs and saw the increase in crime, that sense of common purpose/ community was lost.
Create and cultivate a more dense, active vibrant city from which businesses can flourish and grow.
Entrepreneurs Summit
INDUSTRIAL / CREATIVE
Districts characterized by economic opportunities in industrial activity like food processing and automotive manufacturing as well as creative enterprises and local entrepreneurship.
LOCATIONS
Downtown
Midtown McNichols
Formalizing the importance of these districts through land use and zoning changes; and Encouraging public, private, and philanthropic investments in infrastructure and real estate to support these districts.
1
111K
111,000 Detroiters work outsiDe of the city - this is 57% greater than the 70,700 Detroiters who
work within the city
2 b
50
The most recent 30-year regional employment forecast for Detroit, developed by the Southeast Michigan Council of Governments (SEMCOG), shows some employment growth in Detroit between 2010 and 2015, followed by a leveling off after 2015. For the entire 2010-2040 period, SEMCOG projects the entire Southeast Michigan regional economy will add 300,000 net new jobs, of which just over 7,000 will land in the City of Detroit. Although these projections provide an important sightline into the dynamics of the citys and regions economies, and can be used as a baseline for understanding future job growth, they suffer from an unavoidable flaw: They were developed assuming business as usual. The business as usual projections do not account for or anticipate the potential impact of aligning future investments with existing major civic investments in the four pillar economic areas. Coupled with critical changes in the citys productive landscape including the resurgence of the downtown district and the emergence of the city as a hub for digital and creative businessesthese investments indicate that continued, intentional investment in the Four Key Economic Growth Pillars will yield potent benefits.
163K
163,500 people commute into the city - 2.3 times the
number of people commute into the city than live anD work in the city.
These efforts will rely on an alignment among all levels of government (city, state, federal), the private sector, and the philanthropic community. Many in the private sector have voiced support for concentrating economic activity, with the understanding that it will increase the feasibility and efficiency of private-sector attempts to address shortcomings in the existing operating environment. Some private companies already pool resources to fund shared security and emergency services. Concentrating activity would make these investments more efficient and could create conditions for private-public-philanthropic partnerships to address other critical issues like transportation linkages between residents and employment opportunities. To help target resources and develop effective infrastructure, land use, and worker-support policies, each employment district will require a menu of strategies and investments tailored to the opportunities they present.
70%
30% 39%
IMPLEMEnTATIon AcTIonS
1 2 Align cluster strategies with the Detroit Strategic Framework. Establish cluster-based collaboration with labor market intermediaries. 2 3 4 1
IMPLEMEnTATIon AcTIonS
Align public, private, and philanthropic investments in employment districts. Develop detailed action plans for primary employment districts. Encourage industrial business improvement districts (IBIDS). Become a national leader in green industrial districts.
39%
61%
Increasing employment opportunities within the city and decreasing travel times to work will have a positive affect for Detroit residents as many will have greater access to employment.
A strategy that targets the sectors of the economy that are most likely to generate broad-based economic growth will allow the public, private, and philanthropic sectors to align strategies and resources around economic growth pillars that can create jobs, foster economic opportunity and social equity, and best utilize the citys land assets. These opportunities fall into four broad categories: Education and Medical; Industrial; Digital/Creative; and Local Entrepreneurship.
Seven specific employment districts have the greatest potential to unleash largescale job creation in Detroit. These districts will promote a deliberate spatial pattern to business activity, generate multiple benefits to the economy, and help alleviate critical fiscal and social issues in the city. Reinvesting in specific employment districts will create the scale required for efficient investments in infrastructure and services; allow development of effective strategies for building demolition and land assembly; and create dense employment nodes that can facilitate transportation connections between Detroit residents and businesses, an issue that currently plagues the least-advantaged Detroiters but also employers who would benefit from a larger labor pool with more reliable transportation options. This concept will have a secondary (but critical) effect of raising property values in the employment districts, thus reducing the required subsidy for new construction and creating conditions to support private real estate activity.
1 c
EncouRAGE LocAL EnTREPREnEuRShIP And MInoRITy buSInESS PARTIcIPATIon
2 d
7 E
LAnd REGuLATIonS, TRAnSAcTIonS, And EnVIRonMEnTAL AcTIonS
52
The local business clusters are also a good opportunity to diversify the citys base of businesses. Many of the opportunities in the local clusters do not require large amounts of start-up capital, yet offer proximity to a large and broad base of customers. Moreover, some of the infrastructure to support these initiatives has already been built. The Midtown educational and medical institutions are national leaders in identifying opportunities for local suppliers, and DEGC has started a multiyear Local B2B initiative to increase local opportunities in this cluster. Broadening and deepening existing efforts and identifying new opportunities could lead to the creation of thousands of jobs in the city.
This approach attempts to increase the opportunities and means for Detroiters to improve their education and skills levels, then reward these investments with job opportunities, career paths, and higher wages. The approach recognizes that education and skills are the primary determinants of economic quality of life and must be matched with opportunities to utilize these skills and be rewarded.
A critical opportunity lies in developing and popularizing organizational and funding mechanisms for clean and safe programs to dramatically improve the character and security of Detroits industrial and commercial zones and employment centers. Perception is reality, so focusing on the look and feel of key employment areas is essential to their success. Branding and character campaigns can also dramatically improve the allure of certain areas to specific economic clusters, while conceptual site and district planning exercises can help brokers and developers to concretely envision the potential of an area and plan for land assembly as appropriate. In addition, attention to the natural environment will create modern and green employment districts that improve the health of workers and nearby residents.
While everybody is looking at Detroit today and saying, Oh, thank God we are not Detroit, I say many people in America are going to wake up 10 years from now surprised that Detroit is rewriting the new chapter of what an American city looks like.
If this strategy includes reaching into the communities, recruiting the residents who have the skills and training those who dont, then it will contribute.
IMPLEMEnTATIon AcTIonS
1 2 3 4 Promote short-term approaches to increase the number and success of MBEs and DBEs in the City. Support the development of low-cost, shared spaces for clusters with high levels of self employment. Provide young Detroiters with exposure to and experience in Digital / Creative and other new economy clusters. Develop a comprehensive long-term strategy to increase and strengthen the Citys MBEs. 1 2 3 4 5 6
IMPLEMEnTATIon AcTIonS
Hire Detroit: Strengthen local hiring practices. Link workforce investments to transportation. Coordinate workforce development best practices. Revitalize incumbent workforce training. Expand public-private partnerships for workforce development. Commission a study to identify levers to improve graduation rates and poor labor market outcomes of Detroiters. 1 2 3 4 5 6 7 8 Text Sources: 8) Margaret Simms and Marla McDaniel, The black-White Jobless Gap, Philadelphia Inquirer, September 5, 2010.
IMPLEMEnTATIon AcTIonS
Create an industrial side-lot program. Create a priority permitting process for employment districts. Focus on land banking industrial and commercial property. Identify alternative capital sources for real estate development. Articulate a reverse change-of-use policy. Create master-planned industrial hubs. Address underutilization of industrial building space and land. Address weaknesses in the local brokerage sector.
Focus on providing services and products for the needs [of] under resourced families. 1) Agriculture to provide food products. 2) Construction for low-cost efficient home ownership. 3) Deconstruction and reuse of materials from homes.
As many Detroit leaders have recognized, growing the base of the citys entrepreneurs is a great opportunity for employment and wealth creation. Opportunities for the self-employed and small businesses are likely to increase over time: Nationally, employment growth has been fastest in those parts of the economy that serve local markets rather than national and international (traded) markets. These opportunities will grow as consumers turn increasingly to local products and larger national and international companies continue to outsource secondary functions, such as building and facilities maintenance. These are significant but often overlooked opportunities. For example, the Local Business Services cluster (Local B2B) in Detroit employs about 25,000 people (including self-employed) and could employ thousands more if local demand for these services was met by Detroit-based companies. The opportunities that exist in Detroit today can support different forms of enterprise, self-employment, small business ownership, and scaling of existing businesses.
Skills building and education reform are key factors driving economic growth in Detroit. Even more important, they shape opportunity, incomes, and quality of life for Detroiters. Although the Framework does not discuss K-12 reform, the strategies here will complement K-12 improvement in the citys public schools by increasing high school graduation rates and improving the value of two-year degrees held by Detroiters; better linking the needs of employers with workforce training investments, a direction already underway among the citys workforce training providers and community colleges; increasing training opportunities for degreed Detroiters already in the workforce; developing strategies to address challenges faced by African American high school graduates nationally in securing full-time employment opportunities;8 and in general, increasing overall opportunities for Detroiters by better linking residents to Detroit jobs as well as overcoming challenges with physical access to workforce opportunities by better aligning employment and training locations with residential areas in the city.
The condition, location, and configuration of Detroits job-producing land presents many challenges that are critical to address in order to generate economic activity and jobs for all Detroiters. The regulation of land in employment districts can have far-reaching impacts, including blight reduction, improved safety, and ultimately a surge in private investment.
Target industries that will provide jobs and also improve quality of life throughout the city: recycling, deconstruction, retrofitting/rehabbing/ weatherization, senior care & services, urban agriculture, clean/sustainable energy (solar, geothermal, wind)
53
This strategy [continuing to grow and support four key economic growth pillars] builds upon existing industries that current and aspiring Detroiters are familiar with, yet also allows for expansion and innovation.
Provide turn-key start up food production and processing opportunities and housing opportunities that entrepreneurs could lease if successful.
54
fouR kEy EconoMIc GRowTh PILLARS A ThE ImPORTanCE OF ThE FOUR ECOnOmIC PILLaRs
kEy EconoMIc GRowTh cLuSTER LocAL EnTREPREnEuRShIP:
local business to business (b2b)
55
cuRREnT EMPLoyEES
REPRESEnTATIVE JobS
Accounting, landscaping, facilities maintenance, short haul trucking, wholesale activities, recruiting, and delivery Assembly, fabrication, engineering, processing, packaging, trucking, rail operation, construction trades, management
20,000
10%
TARGET InduSTRIAL:
automotive Food and beverage (F&b) metal Fabrication (mF) Transportation, Distribution and repair (TDl) construction, Demolition, engineering and repurposing (cDer)
27,000
14%
To provide a broader picture for Detroits economic growth, the Framework relies on three sets of 20-year scenarios for the citys employment. The first scenario directly borrows SEMCOGs projections for Detroit, resulting in total city job growth of 1.5% over 20 years. The second scenario applies SEMCOGs growth rates for Wayne County to Detroit, resulting in about 4% job growth over the period. The third scenario applies projected U.S. growth rates to the city of Detroit, resulting in almost 20% job growth over 20 years, the equivalent of about 50,000 new jobs in the city. Just as important, in this scenario, job growth in the city keeps pace with that in the region and contributes to a more vibrant regional economy.
dIGITAL / cREATIVE:
Digital industries (Di) creative industries (ci)
12,000
6%
Programming, engineering, industrial design, IT repair, web services, fashion, graphic design, arts
50,000
26%
Teaching, administration, medical services, research, vocational training, dentistry, medical manufacturing
local enTrepreneurship. This broad category includes a range of potential transformative agendas including formalizing the informal sector; improving the economic lives of the self-employed by increasing their net wages and/or helping them to transition from self-employed to small business owner; and aiding in business creation and expansion for Detroits entrepreneurs and wouldbe entrepreneurs. One of the largest opportunities for entrepreneurs is in Local Business Services, i.e., Local B2B, a broad category that captures the opportunity for small- and mid-sized local businesses to provide goods and services to other, usually larger businesses. Local B2B firms perform professional and support services like accounting, printing, and employee recruiting; local logistical services like short-haul trucking and courier services; and facilities management functions including security, janitorial, and landscaping services. Local B2B companies can be successful at many scales, including sole proprietorships and very small companies. There is a tremendous opportunity in this cluster todayDetroit currently has a Local B2B gap of about 10,000 jobs that could be supported by existing activity and the cluster is expected to grow all across the United States in the next decade. eDucaTion anD meDical, also known as Eds and Meds or the anchor institutions, includes hospitals, health clinics, and health-related manufacturing like medical devices, as well as universities, community colleges, and some research organizations. Together, these organizations employ 50,000 people in Detroit, with concentrations of activity in the Midtown area and in the northwest around McNichols Road. In the city of Detroit, hospitals make up approximately 60% of the employment in Eds and Meds. Henry Ford Hospital is the largest with more than 10,000 employees. Detroits colleges, universities, and professional schools employ over 8,000 while educating 65,000 people per year. In addition, many of Michigans major universities now have Detroit offices or programs. Health-related organizations like home health care services and outpatient clinics also create large numbers of jobs.
inDusTrial includes those clusters in which processing, assembly, manufacturing, repair, or distribution of physical goods is a central activity. A core set of industrial clusters is thought to drive to Detroits current and future economy: automotive; construction/demolition/engineering/repurposing (CDER); food; metals and machinery; and transportation, distribution, and logistics (TDL). The physical transformation of the city will spur significant job and business growth in the CDER cluster and create additional opportunity in the food cluster as more land becomes available for productive use. Together, companies in these clusters employ 27,000 people in industrial activity in the city and thousands more in non-industrial positions. Many jobs in the industrial clusters do not require high levels of formal education but do pay above-average wages. There are three primary industrial areasDequindre/ Eastern Market, Mt. Elliott, and Southwestand multiple secondary industrial areas. DigiTal/creaTive includes companies in Information Technology (IT) but more
broadly, companies that use web-based technologies and platforms to deliver service. The Digital clusters are centered around a few large downtown companies that specialize in IT outsourcing for large corporate clients (GalaxE, Strategic Staffing Solutions, VisionIT) but also Quicken, a mortgage lending company that revolutionized the use of on-line platforms in consumer lending; and Crain Communications, which makes broad use of digital media. The downtown New Economy cluster is part of a larger regional cluster that includes the IT divisions of global companies like General Motors and General Electric. Although still small relative to its potential, Detroit has one of the fastest-growing IT clusters in the country and is a key reason why the Detroit metro area led the United States in tech-related job growth in 2010. Detroits creative cluster, which specializes in areas like design, advertising, and talent management, can be found in every part of the city but is most highly concentrated along the so-called Creative Corridor and in Northwest around McNichols Road.
oThER:
retail government real estate Finance
86,000
44%
Retail management and sales, stocking, headquarters activity, public service, nonprofit management
Table Sources: quarterly Workforce Indicators Census, ICIC Analysis *Percentages exclude Public Administration
14%
Detroit southeast michigan
regional employment
17%
Detroit
A.1
A.2
ORION ASSEMbLY
7%
17%
17%
The city and regional economies are loosely organized into clusters with strong, but not always coordinated, local and regional intermediaries in the education, medical, creative, digital and food clusters; as well as some coordination of the traditional industrial clusters. This diverse set of organizations should create new strategies, or update existing ones, to reflect the priorities and actions in the Detroit Strategic Framework, which will the space for cooperation within and across clusters on common issues like workforce training, transportation, and security. Cluster organization and strategy development are perhaps the key mechanism for identifying areas of cooperation and investment that mutually benefit the city and regional economies and create strong and durable linkages between city and regional stakeholders. Given the current citywide shortage of available, turnkey, low-cost space, each cluster strategy should include a real estate component that identifies real estate options, including shared-space options, for cluster companies and the selfemployed. In addition, each cluster strategy should identify a portfolio of capital options for funding necessary real estate investments and business development and growth. In short, cluster leaders should look to cooperate with traditional and non-traditional capital sources to align resources with growth clusters and activities. Finally, each cluster strategy should outline a comprehensive approach for inclusion that ensures low-income and minority populations participate in and benefit from cluster growth.
WARREN TRUCK
The profound changes in city and regional labor markets have been accompanied by a change in the workforce infrastructure and the role of various intermediaries. One of the key changes is the growing importance of temp agencies in identifying and placing potential workers. Temp agencies role in placing workers in manufacturing and technology-related firms has expanded greatly in Detroit and nationally. Today, employers utilize temp agencies to screen for new hires that produce value in a short window of time. As such, cluster leaders should coordinate and create linkages between labor market intermediaries and the private sector in order to develop a Detroit labor pool that can produce short- and long-term value for companies. Detroit residents placement into jobs will be enhanced through tighter linkages between temp agencies and traditional training intermediaries, and between the large suburban temp agencies looking for workers and the city residents looking for jobs.
DEARbORN TRUCK MICHIGAN ASSEMbLY WOODHAVEN STAMPING AUTO ALLIANCE INTERNATIONAL 3.5 7 14 MILES
IMPLEMEnTATIon AcTIonS
1 2 Align cluster strategies with the Detroit Strategic Framework. Establish cluster-based collaboration with labor market intermediaries
michigan
population
9,883,640
Detroit
population
Detroit
713,777
population
713,777
Data Sources: Census 2010 SF1 File; National Institute of Health, Research Portfolio Online Reporting Tools; ICIC Analysis Due to the strength of institutions in Detroit, the city receives a large proportion of the states NIH Grants. This puts Detroit at the center of medical research for the Region with the city receiving 90 percent of grants by NIH in the metro area.
Detroit has been and continues to be the center of the industrial network in Southeast Michigan. The geographic location of the city at the center of the region and a larger international trade hub is a strategic asset that can be leveraged to revitalize Detroits economy and increase opportunities for the citys residents.
bUSINESS STRENGTH DETROIT ECONOMIC ANCHORS 2010 ESTIMATED NUMbER OF bUSINESSES 2010 ESTIMATED EMPLOYMENT* ESTIMATED ADDITIONAL EMPLOYMENT CAPACITY AT EXISTING FIRMS, 1990-2010 3,000
LAND OPPORTUNITY JOb OPPORTUNITY VACANT UNDER(ACRES) UTILIzED (ACRES) POTENTIAL AVAILAbLE JObS JOb CAPACITY AT VACANT SITES >1 ACRE
SOUTHWEST
Detroit Water and Sewerage, Ford Pack Plant, Detroit Intermodal Freight Terminal, Ambassador Bridge and Customs Complex Marathon Refinery GM Detroit Hamtramck Assembly Plant, I-94 Industrial Park, Detroit Chassis, Chrysler Axle, Chrysler Tool & Die, Cassens Transport Eastern Market, Russell Industrial Complex, Detroit Resource Recovery Facility, Pepsi Bottling, Wolverine Packing Post Office, DHL, Michigan Avenue retail, Ponyride, UPS, proximity to Downtown and Southwest Detroit
850
7,500
405
588
Stock clerks and order fillers, truck drivers, first line supervisors and managers, carpenters, civil engineers Assemblers and fabricators, machinists, truck drivers accountants, civil engineers Packing and filling machine operators, assemblers and fabricators, advertising sales agents, lawyers Laborers and freight, stock, and material movers, stock clerks and order fillers, truck drivers, editors, advertising sales agents Computer programmers, computer support specialists, advertising sales agents, editors, lobby attendants and ticket takers, ushers Specialists, postsecondary teachers, registered nurses, physicians, surgeons, computer support specialists, secretaries, janitors and cleaners Specialists, postsecondary teachers, registered nurses, physicians, surgeons, computer support specialists, secretaries, janitors and cleaners Machinists, assemblers and fabricators, inspectors, testers, sorters, samplers, weighers, truck drivers, carpenters, first line supervisors and managers
4,500
MT. ELLIOTT
58
INDUSTRIAL
1,700
10,000
4,000
423
181
3,900
59
E. MARKET
650
4,000
4,000
307
42
4,600
750
2,500
200
124
1,600**
DIGITAL / CREATIVE
DOWNTOWN
Quicken Loans/Bedrock, Renaissance Center, Comerica Park, Ford Field, MGM Grand, Cobo Hall, Riverfront, Municipal Center, Compuware, Blue Cross Blue Shield, GM Headquarters, DTE Energy, Greektown, Olympia Entertainment Wayne State University, Tech Town, Henry Ford Health System, Detroit Medical Center, College for Creative Studies
7,150
40,000
11,500
N/A
N/A
N/A
seconDary employmenT DisTricTs. Not all existing economic activity occurs within the core employment districts. Other locations in Detroit provide valuable jobs, just not at the same density or scale as the core districts. These secondary districts represent many of Detroits remaining industrial areas and are characterized by established industrial businesses but also higher vacancy rates. Due to the presence of larger tracts of vacant land, a few of these districts present some significant opportunities for redevelopment. However, due to location, infrastructure, and the level of investment needed to bring these sites to market, they have remained vacant. While valuable to the citys economy, the secondary districts lack a distinct niche or marketing identity that could help to spur additional private investment, andin a world of limited resources should generally not absorb public or philanthropic dollars for new infrastructure or programmatic investments. The strategy for these districts should include maintenance of existing infrastructure, retention of existing businesses, and flexibility to allow public and philanthropic dollars to follow the lead in the event of large-scale private-sector investment. TransiTioning inDusTrial DisTricTs. Some industrial land is no longer
suitable for modern industrial use due to a combination of different factors including a high concentration of vacant land and buildings, buildable sites that are too small to attract investment, and poor truck or rail access. In a handful of cases, what was formerly industrial is now institutional or commercial, all but eliminating the likelihood of new industrial development. Like many cities, Detroit needs to change land use policy to enable a full transition of these unmarketable industrial areas to alternative uses as identified in the Land Use and Land and Building Assets Element chapters of this Strategic Framework.
3,400
29,500
16,000
N/A
N/A
N/A
MIDTOWN
McNICHOLS
Sinai Grace Hospital, WCCCD, Marygrove College, University of Detroit-Mercy, Livernois Avenue
1,900
5,500
2,500
N/A
N/A
N/A
IMPLEMEnTATIon AcTIonS
Align public, private, and philanthropic investments in employment districts. Develop detailed action plans for primary employment districts. Encourage industrial business improvement districts (IBIDS). Become a national leader in green industrial districts.
1,850
11,500
7,500
683
372
8,200
PREcEdEnTS
1 Los Angeles Downtown Industrial District (LADID): Los Angeles, CA
SECONDARY
INDUSTRIAL
PILoT PRoJEcTS
1 2 Action Plans for Primary Employment Districts Industrial Buffers
Table Sources: 2010 NETS; SEMCOG; qWI; Interface Studio Industrial Land Use Survey; ICIC Analysis *2010 employment numbers include self-employment **Corktown statistic is only for the redevelopment of industrial vacant land Survey data on vacancies and under-utilized sites are not available
CORKTOWN
InDUsTRIaL
SouThwEST
61
INDUSTRIAL ANCHOR / ASSET INFRASTRUCTURAL ANCHOR / ASSET POTENTIAL bUSINESS INVESTMENT OPPORTUNITIES
U.S. CUSTOMS COMPLEX
NETWORK INFRASTRUCTURE AND OPPORTUNITIES PROPOSED TRANSIT ROUTES FREEWAY CARbON FOREST GREEN INDUSTRIAL bUFFERS
DisTricT vision. Southwest Detroit has unparalleled access to infrastructure and represents a signature opportunity for Detroit. Through investments to the areas Port, rail yards, international crossings, and main streets, Southwest will be positioned to become the countrys largest, non-coastal transportation, logistics, and distribution (TDL) hub and an integral node for national and international trade. Expansion of TDL operations will transform blighted land into jobs-producing assets that provide economic opportunity for Detroiters of all backgrounds and skill levels. To protect both industrial activity and the nearby communities, industrial land uses will be consolidated south of I-75 and around the proposed Detroit International Freight Terminal (DIFT). Landscape buffers will be created to reduce noise, visibility, and pollution impacts on nearby communities. A proposed ring-road that connects employment districts across the city as well as the Coleman A. Young Airport will help to fuel additional demand for TDL activities in Southwest from local businesses. DisTricT DeTails. Southwest Detroit is a compact industrial corridor radiating from the Corktown neighborhood
along the Detroit River on the south and along the rail corridor leading to the proposed Detroit Intermodal Freight Terminal (DIFT) on the north. Nearby residential and commercial districts are located in Mexicantown, Hubbard Farms, Springwells, and Delray neighborhoods, along with major civic assets such as Historic Fort Wayne (now closed, but open to visitors), and Riverside Park. Southwests unique concentration of industrial assets includes the newly expanded and consolidated DIFT and three international border crossings at the combined Ambassador Bridge / new Customs complex; the Michigan Central Railway Tunnel (slated for replacement); and the proposed New International Trade Crossing (NITC). These crossings supplement the major infrastructure assets: the Rouge and Detroit River Marine Terminals; access to I-75 and I-94, proposed rail track upgrades to West Detroit Junction; the reconstruction of southwest Fort Street and its River Rouge Bridge; and numerous freight rail hubs and drayage trucking links to the DIFT Southwest. Southwest is thus the ideal location for a range of industrial activity, including the regions only oil refinery (being upgraded to include heavy crude capability), a DWSD Wastewater Treatment Plant, the Detroit Produce Terminal, and two industrial parks: Springwells and the Clark Technology Park. The proposed infrastructure investments are essential for Southwest to reach its potential for economic growth, but only if accompanied by complementary efforts to strategically assemble land that supports global trade and logistics activities. Although there are opportunities for redevelopment in the Springwells and Clark Technology Parks, the most promising assembly areas lie just west of the NITC project area in Delray, the area adjacent to the DIFT expansion, and the land around the Port of Detroit. The TDL, automotive, and CDER clusters currently dominate the district with a mix of large operations and smallto mid-sized firms. Southwest is the second-largest industrial corridor in the city by employment, with more than 7,500 employees, and companies currently operating are able to add 3,000 more jobs.
DeaRbORN PORT OF DETROIT FORD ROUGE COMPLEX DETROIT PRODUCE TERMINAL PROPOSED INTERNATIONAL TRADE CROSSING
AMbASSADOR bRIDGE
ER
PO PRO
SE
IE DT
W
T FOR
ST
DE
R1
ROU
CONTAINER PORT
TR OIT
TE
buSInESS oPPoRTunITy
ECONOMIC ANCHORS
Dont pigeonhole other areas people live in SW Detroit; it is a desirable place still for people to moveTheres a place for both [industry and neighborhood amenities].
RIV
MARATHON REFINERY
Job oPPoRTunITy
EMPLOYMENT CAPACITY IN EXISTING FIRMS CAPACITY FOR NEW EMPLOYMENT THROUGH REDEVELOPMENT OF VACANT SITES > 1 ACRE 3,000 additional jobs
4,500 additional jobs Stock clerks and order fillers, truck drivers, first line supervisors and managers, carpenters, civil engineers, accountants
TYPES OF JObS Data Sources: International Trade Administration Image Source: 6) Little House on the Urban Prairie blog
6.
InDUsTRIaL
MT. ELLIoTT
7.
63
CHRYSLER ASSEMbLY
ECONOMIC ASSETS AND OPPORTUNITIES CORE EMPLOYMENT DISTRICT INDUSTRIAL ANCHOR / ASSET INFRASTRUCTURAL ANCHOR / ASSET
7 MILE HAYES
POTENTIAL bUSINESS INVESTMENT OPPORTUNITIES NETWORK INFRASTRUCTURE AND OPPORTUNITIES PROPOSED TRANSIT ROUTES FREEWAY CARbON FOREST GREEN INDUSTRIAL bUFFERS
DRI VE
IER
DA
PRO
PR
OPO
VI
SON
POS
R SED
GRA
ING
ED T
ROA
TIO
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MT. ELLIOTT
OUT
ER
CHRYSLER AXLE
hiGhlaND PaRK haMtRaMcK
buSInESS oPPoRTunITy
I am trying to work where I live and volunteer where I live: Van Dyke and Mt. Elliott, E. Seven Mile. Id love to see both chain and local shops of all kinds on [these] corridors. Coffee shops, boutiques, restaurants with patios, pop-ups, retail, etc.
DisTricT DeTails. The Mt. Elliott employment district runs from the center of Detroit north to the city limits at
Eight Mile. It lies in the heart of the regions automotive manufacturing corridor that runs through the city and into the suburbs by way of the Chrysler Warren Truck Plant and the GM Powertrain and Tech Centers. Mt. Elliot is Detroits manufacturing heartland and its potential is bolstered by its proximity to major infrastructure assets such as Coleman A. Young Airport, freight rail and rail yards, and direct access to I-94. The area is slated for further infrastructure investment in the form of rail improvements, bridge construction, and the widening of I-94 through the area to four lanes. The automotive, metals, and TDL clusters dominate this districts economy, with large stakeholders such as the GM Detroit Hamtramck Assembly Plant, Detroit Chassis, and Chrysler Tool and Die interacting closely with metal manufacturers, fabricators, and shippers. Mt. Elliott is the single largest industrial corridor in the city by employment and the third largest industrial or non-industrial employment district in Detroitwith an estimated 10,000 employees within its boundaries as of 2010. Companies currently operating in the district are able to add 4,000 jobs.
GM ASSEMbLY PLANT
WA
RRE
Job oPPoRTunITy
EMPLOYMENT CAPACITY IN EXISTING FIRMS CAPACITY FOR NEW EMPLOYMENT THROUGH REDEVELOPMENT OF VACANT SITES >1 ACRE 4,000 additional jobs
TYPES OF JObS
VAN DYKE
1 RO T
UTE
T DW ARD
$1.5b
64 dETRoIT fuTuRE cITy | dEcEMbER 2012
hiGhlaND PaRK haMtRaMcK
detroit has one of the largest and highest-quality water systems in the world to support
1 2 4 MILES
dEquIndRE/EASTERn MARkET
dEquIndRE / EASTERn MARkET EMPLoyMEnT dISTRIcT
ECONOMIC ASSETS AND OPPORTUNITIES CORE EMPLOYMENT DISTRICT INDUSTRIAL ANCHOR / ASSET
DisTricT vision. Building on local assets, Dequindre/Eastern Market is envisioned as the center for food in
Detroit and the region, with uses that support retail, wholesaling, packaging, and food/beverage processing. Investment will leverage this activity and grow additional food-related businesses. This district exhibits a visible connection to the land, with urban farms and the popular indoor/outdoor market that gives the district its name, where as many as 40,000 Detroiters come from across the city each week for locally grown produce and locally made food. Productive landscapes proposed to the east of the district provide the opportunity to create a fullyear growing cycle, which would ensure Detroiters have better access to fresh food and feed the processing and packaging activities that provide the greatest number of jobs in the food cluster. Eastern Market is an intense mixed-use district. Investments should seek to not only grow food cluster activities but also reinforce local retail and creative production. Above I-94, investments should continue to strengthen the auto cluster. Unlike other districts, Dequindre/Eastern Market will become a combination of Live+Make activities, light, and general industrial typologies. New businesses focused on food and beverage processing and the expansion of existing facilities should be a priority in this district. These activities should be linked to the expansion of local food production, as proposed in the Productive Landscapes typology in the Detroit Strategic Frameworks Land Use Element. For the auto cluster north of I-94, the successful redevelopment of the American Axle site is key to the districts success. At nearly 170 acres, this sprawling complex actually includes a large area of vacant acreage that American Axle was banking for future development. The site could be redeveloped into a modern, multi-tenant industrial park.
CHI
CAG
RM LAI
OUN
GM ASSEMbLY PLANT
INFRASTRUCTURAL ANCHOR / ASSET POTENTIAL bUSINESS INVESTMENT OPPORTUNITIES NETWORK INFRASTRUCTURE AND OPPORTUNITIES
ED T IER 1 RO GRA UTE TIO T
MT . EL LIO TT
WA
N RRE
POS
PRO
GRA
ND
buSInESS oPPoRTunITy
ECONOMIC ANCHORS
Eastern Market is a great example of a fresh & thriving market place, and more areas like it need to spring up throughout the city.
LAF AYE TTE
WAR
REN
VER
NO
RH
. WY
Job oPPoRTunITy
EMPLOYMENT CAPACITY IN EXISTING FIRMS CAPACITY FOR NEW EMPLOYMENT THROUGH REDEVELOPMENT OF VACANT SITES > 1 ACRE 4,000 additional jobs
DisTricT DeTails. The diverse corridor extending from Eastern Market on the south up through the freight rail node of Milwaukee Junction to the massive former American Axle site comprises the Dequindre-Eastern Market Employment Center. The district has good access to major highways (I-75, I-94) and perhaps most crucially, proximity to the innovation corridor in Midtown Detroit. On its south end, the corridor also abuts the Dequindre Cut Greenway, soon to be extended through Eastern Market to the north, which serves as an important and highly visible neighborhood and recreational amenity in Detroit. Phase II of this rails to trails conversion will lie cheekby-jowl with active industrial uses, setting an important precedent for the mingling of clean, low-impact modern industrial uses with recreational and residential priorities in Detroit.
This unique, mixed-sector corridor is currently dominated by several clusters, most notably food. The southern part of the district is anchored by the multitude of wholesalers, suppliers, and processors based in the Eastern Market, as well as a handful of large food-related plants, including Pepsi Bottling and Wolverine Packing. Near the intersection of I-75 and I-94 lies the Detroit branch of the Federal Reserve Bank of Chicago as well as a large collection of city industrial functions, including a DPS maintenance facility, the Detroit Resource Recovery Facility, a Detroit Transportation Department yard, DTEs Trombley Service Center, and the Detroit Household Hazardous collection center. Metals cluster activity is interspersed throughout this area and extending north to the former American Axle site. The districts Russell Industrial Center has become a hub for design, arts, and artisanal craft activities and entrepreneurs. With the closing of American Axle, employment in Dequindre-Eastern Market fell dramatically. As of 2010, there were about 6,000 jobs in the district and firm utilization rates were about 50%, largely because of the dramatic downsizing at American Axle.
TYPES OF JObS
Packing and filling machine operators, assemblers and fabricators, advertising sales agents, lawyers
Data Sources: ICIC, et al., Designing an Inner City Food Cluster Strategy, Submission to EDA, October 13, 2011 Image Source: 8) Marvin Shaouni
8.
65
RAN Db LVD .
OD WO WA
RD
corktown is home to
jobs in a mix of logistics, creative enterprises and retail has been earmarked for redevelopment efforts, including
66
coRkTown
67
ECONOMIC ASSETS AND OPPORTUNITIES CORE EMPLOYMENT DISTRICT INDUSTRIAL ANCHOR / ASSET INFRASTRUCTURAL ANCHOR / ASSET POTENTIAL bUSINESS INVESTMENT OPPORTUNITIES NEIGHbORHOOD INVESTMENT & STAbILIzATION
MATRIX THEATRE
UM bU LL
O ATI
NT ME EST INV
AY LAF
ETT
NETWORK INFRASTRUCTURE AND OPPORTUNITIES PROPOSED TRANSIT ROUTES FREEWAY CARbON FOREST
buSInESS oPPoRTunITy
&
D IN OO ORH
TM
ENT
VES
NEIG
HB
AMbASSADOR bRIDGE U.S. TE CUSTOMS COMPLEX OU 1R IER T ST SED RT PO FO N PRO SO FER JEF
Data Sources: 2.5K stat from 2010 NETS; SEMCOG; qWI.; http://www.mlive.com/news/detroit/index.ssf/2011/08/old_tiger_stadium_ conservancy.html Image Source: 9) Marvin Shaouni
L STABI IZATI
ECONOMIC ANCHORS
By creating concentrations of new industry and business entrepreneurship in community, we can make it easier to meet the needs of businesses and developers, employees. It possible present opportunities to use our vacant buildings in more productive ways.
Job oPPoRTunITy
EMPLOYMENT CAPACITY IN EXISTING FIRMS CAPACITY FOR NEW EMPLOYMENT THROUGH REDEVELOPMENT OF VACANT SITES > 1 ACRE 200 additional jobs
DisTricT DeTails. A National Register Historic District, Corktown is Detroits oldest neighborhood. Established
by Irish immigrants in the wake of the Potato Famine of the 1840s, this once-industrial area is now home to key local and regional assets and popular eateries and shops, including Slows Barbecue, Honey Bee Market, and Mudgies Deli. Green spaces include Murphy Playlot and Roosevelt Park. Additionally, the Welcome Center and Mercado act as vital economic anchors in the neighborhood. Corktown is convenient for freight and people alike, providing access to the Detroit riverfront, the International Ambassador Bridge, the International Michigan Central Railway Tunnel, and all major highways. MDOT has made streetscape improvements to make Corktowns retail district inviting for pedestrians and bicyclists. Corktown is home to about 2,500 private-sector jobs, as well as thousands of public sector jobs, including postal and public works employment, Wayne County Community College (WCCC) faculty and staff jobs, and hundreds of local logistics jobs through major employer Penske Logistics and others. A 30,000-square-foot creative business incubator, Pony Ride, currently provides almost 20 creative firms with shared space at reasonable rents.
MI CH IGA NC EN LR EP LA CE NT ME TR AL
RA IL T NE UN
1,600 additional jobs Laborers and freight, stock and material movers, stock clerks and order fillers, truck drivers, editors, advertising sales agents
TYPES OF JObS
detroit is ranked
among the
1 2 4 MILES
downTown
10.
69
EASTERN MARKET
UT E
R1
TIE
SED
GR
AT
IOT
RO
MLK
JR
D . bLV
PRO
PO
FILMORE THEATER
PRO POS
FOX THEATRE
375
GRA
INFRASTRUCTURAL ANCHOR / ASSET NETWORK INFRASTRUCTURE AND OPPORTUNITIES PROPOSED TRANSIT ROUTES FREEWAY CARbON FOREST DETROIT PEOPLE MOVER
UT
MGM GRAND
DTE ENERGY
PRO
PO
bUSINESS OPPORTUNITY
ECONOMIC ANCHORS
RIVERWALK
DisTricT DeTails. Downtown Detroit is a major employment center that enjoys a number of key regional and
Refer to adjacent map 7,159 40,000 national assets, including the regions highest concentration of entertainment venue: Three professional sports stadiums, three full-service casinos, and the Detroit riverfront. As a National Register Historic District since 1978, the district includes over 50 Nationally Registered Historic Places, such as the Fox Theatre and Detroit Opera House. Downtown Detroit is the largest employment hub in the city of Detroit and among the largest in the region, with about 40,000 employees. Existing companies could add 11,500 jobs, suggesting that current companies have space to grow. The digital and creative clusters are well-represented in this district, as are regional and global headquarters of large companies such General Motors, Blue Cross Blue Shield, Compuware, Quicken Loans, and DTE. The headquarters activity is attracted to the availability of affordable and abundant Class-A office space. The high density of office jobs and close proximity to local retail amenities have created the conditions for intercompany cooperation and the branding of the area. Examples of collaborative efforts include the WEBward Initiative led by Quicken Loans and the Outsource to Detroit campaign by GalaxE Solutions.
P PRO
ED OS
FO
DETR
OIT R
IVER
Young people are recognizing movement to the city and excited about coming downtown.
JOb OPPORTUNITY
EMPLOYMENT CAPACITY IN EXISTING FIRMS CAPACITY FOR NEW EMPLOYMENT THROUGH REDEVELOPMENT OF VACANT SITES > 1 ACRE TYPES OF JObS 11,500 additional jobs
Data Sources: ICIC SICE Database; Detroit Economic Growth Corporation Image Source: 10) Marvin Shaouni
the henry ford health system has invested $1 billion to create a 300acre, mixed-use campus source detroit has
transferred about $16.5m in spending
70
MIdTown
71
NEW CENTER
GRA
ND
bLV
D.
ECONOMIC ASSETS AND OPPORTUNITIES CORE EMPLOYMENT DISTRICT ARTS AND ENTERTAINMENT ASSETS MEDICAL ANCHOR / ASSET
COLLEGE FOR CREATIVE STUDIES CULTURAL CENTER
O
ORHO HB IG NE
D O
TECH TOWN
WA
N RRE
EDUCATIONAL ANCHORS NEIGHbORHOOD STAbILIzATION AND INVESTMENT NETWORK INFRASTRUCTURE AND OPPORTUNITIES
DisTricT vision. With an unprecedented level of public/private cooperation that builds on the local skills, resources, and knowledge base of the districts major institutions, Midtown serves as a national model for anchorbased revitalization in distressed urban areas. With the advent of the Henry Ford Innovation Institute and myriad collaborative ventures across the College of Creative Studies, Wayne State, and the medical institutions, Midtown has the potential to be a national model for innovation-based economic growth. The staging of tech-based growth companies and the creation of flex space to absorb second-generation growth from TechTown and the hospitals and universities will promote knowledge spillovers and fuel multiple scales of entrepreneurial activityfurther leveraged by the proposed light rail system on Woodward Avenue and the Woodward Corridor Initiative, a collaborative effort between Midtown Inc. and Living Cities Integration Initiative to attract local residents and businesses.
Despite the positive momentum and national attention, barriers to this vision remain. Midtown is a very large district and, although many assets are in place, there is no real or symbolic center of activity. Places like TechTown need a recognizable, physical district to help attract and retain knowledge workers. There is also too little low-cost flex space for creative firms. Targeted redevelopment activity is needed to support the small, creative and IT firms as well as B2B operations that support and serve the large local institutions like Wayne State University and Henry Ford Medical Center.
B IGH NE
VA HOSPITAL
N N IO AT IZA
ATIO
GRA
ND
S OD HO BOR GH NEI
ED
TIE
ILIZ TAB
PRO
POS
buSInESS oPPoRTunITy
ECONOMIC ANCHORS
. . .there [has been] a culture shift in the university to recognize that Wayne [State University] and Detroit are linked.
375
R1 ROU TE RIV ER
ORCHESTRA HALL
MASONIC TEMPLE
DisTricT DeTails. Midtown is comprised of the traditional Midtown, North End, and New Center neighborhoods. This district is home to a number of key regional assets, including four of the regions most celebrated hospitals that collectively represent 23,000 jobs; an agglomeration of post-secondary institutions; renowned Cass Tech High School; the Charles H. Wright Museum of African American History; the Detroit Public Library; community groups such as the Detroit Parent Network and Black Family Development; and three up-and-coming incubators that leverage Midtowns position as Detroits core innovation corridor. The district also includes over 70 sites on the National Register of Historic Places, including the Detroit Institute of Arts (DIA), the Whitney Restaurant, and the worlds largest Masonic temple, the Detroit Masonic Temple.
The education and medical clusters are the economic anchors in this district, while creative sector activity from organizations like Detroit Creative Corridor, TechTown, Museum of Contemporary Art Detroit (MOCAD), Detroit Symphony Orchestra (DSO), and Mosaic Youth Theater are some of the most tangible representations of the broad set of skills in the city and region. Collaborative efforts include the $93M Bio-Tech Hub led by Wayne State University with participation from the Detroit Medical Center (DMC) and Henry Ford Health System (HFHS); and Live Midtowna wildly successful $1.2M incentive program that pays employees of a group of Midtown institutions to purchase, rent, or improve residential property in Midtown. As the second largest employment hub in the city of Detroit, Midtown Detroit is also the fastest-growing nonindustrial employment district. Existing companies could add 16,000 jobs, suggesting that they have space to grow. Larger anchors are helping to give the area a facelift with DMC and HFHS planning to spend over $1B in facility upgrades over the next few years. These anchors are also leveraging their balance sheets to build out facilities for suppliers and other complementary companies. One anchor institution recently agreed to build a $25M medical warehouse to house supplies it uses regularly and plans to procure additional acreage in Midtown, where one-third of the available land is currently owned by the City.
Job oPPoRTunITy
EMPLOYMENT CAPACITY IN EXISTING FIRMS CAPACITY FOR NEW EMPLOYMENT THROUGH REDEVELOPMENT OF VACANT SITES > 1 ACRE 16,000 additional jobs
PRO
MLK
POS
N/A Janitors and cleaners, secretaries, registered nurses, computer support specialists
TYPES OF JObS
D OO R RH
IL AB S ST
mcnichols is home to
sector
McnIchoLS
73
EVERGREEN CEMETERY
OUTER DR.
DisTricT vision. The vision for McNichols is to connect its education and medical institutions, as well as creative
enterprises, into a revitalized McNichols Road corridor that will serve as home to a mix of new small businesses, retail, and supporting services. While redevelopment and expansion opportunities are predominantly located within existing campuses, McNichols Road will serve as an attractive front door, improved to provide a unifying character and brand focused on Eds/Meds, creative businesses, and retail. Targeted investments will strengthen existing retail along Livernois Avenue and new programs will support housing and neighborhood stabilization around the district. The major employment opportunities, quality of the surrounding housing, and location near the city border position McNichols as an ideal district to attract new businesses or residents that may otherwise choose the suburbs. McNichols could also become the citys second key district for growth of creative firms. Active partnership among the districts primary employers is necessary to enact this vision. Although large land holdings by Jesuit and other publicly minded organizations foster a well-kept, pastoral feeling in the district, McNichols is currently comprised of islands of major institutions that feel disjointed from one another, which inhibits efforts to capitalize on this concentration of employment, pool money for improvements, or market the district and its services. The key to success for this district rests in the ability to tackle the nuts and bolts of revitalizing a commercial corridor to attract businesses, manage parking, and improve the physical character of McNichols Road (including improved lighting, sidewalks, landscaping, signage, and public art). The major institutions will need to develop a comprehensive strategy beyond the boundaries of any one campus to create a much-needed center of gravity, which will benefit them all by providing attractive options for faculty, staff, and students to live and play. Marygrove College and University of Detroit Mercy are positioned to lead this district forward, as Wayne State University is a leader in the revitalization of Midtown.
SHERWOOD FOREST
7 MILE
NEIGHBORHOOD STA
NEIGHBORH
D OO
STABILIZATIO
N
WCCCD
IG H NE
B ORHOOD
STABILIZATION
IZATION BIL
FENKELL
GRA
SCHOOLCRAFT
TIE
R1
ND
ROU TE RIV ER
T DEX
Data Sources: 2010 NETS; SEMCOG; qWI for the 5,500. Image Sources: 12) Dwight burdette, Wikimedia Commons; 13) HAA
NEIGHBORHOOD STA
MARYGROVE COLLEGE
buSInESS oPPoRTunITy
ECONOMIC ANCHORS NUMbER OF bUSINESSES CURRENT EMPLOYEES Refer to adjacent map 1,900 5,500
DisTricT DeTails. The McNichols employment district extends from Greenfield road to Woodward, (east and
west), and from Puritan to 8 Mile, (north and south). Local assets include two turn-of-the-century post-secondary institutions that were historically the schools of choice for much of Detroits homegrown talent; a 36-hole private golf course, designed by Scottish golf-pro Donald Ross with a clubhouse designed by famed architect Albert Kahn; a 18-hole public golf course; the Michigan State Fairgrounds, a sprawling 160-acre site that is home to the oldest state fair in the United States. The district also boasts the most expansive concentration of high-quality housing stock in the city and a rich network of faith-based organizations who work with community groups to address neighborhood challenges and opportunities. The Eds and Meds clusters contribute just under 65% of the economic activity as measured by employment. Sinai Grace, a Detroit Medical Center affiliate, recently began a $77M renovation project. Additional large-scale activity can be seen in the Districts unveiling of the 36-acre Gateway Marketplace retail development. Local retail and personal services range from local restaurant gems like La Dolce Vita, home to Ronald Regans former personal Chef Matteo, to the Swanson Funeral Home, which has handled the going-home arrangements for everyone from Detroit Mayor Coleman Young to Rosa Parks. Local groups like University Commons are drafting strategic initiatives and building internal capacity to leverage dollars for economic development through programs like Re$tore Detroit.
Job oPPoRTunITy
EMPLOYMENT CAPACITY IN EXISTING FIRMS CAPACITY FOR NEW EMPLOYMENT THROUGH REDEVELOPMENT OF VACANT SITES > 1 ACRE 2,500 additional employees
ER
N/A
TYPES OF JObS
Janitors and cleaners, security guards, secretaries, registered nurses, editors, post-secondary teachers, physicians and surgeons
12.
13.
WYOMING
OOD STABILIZATION RH
OUTER DR.
NEIGHBO
NE
LIVERNOIS
VAN DYKE
TELEGRAPH
8 MILE
GRA
ND
RIV
ER
GRA
TIO
ARD ODW WO
SIzE (acres)
FFER SON
74
E. JE
75
WESTFIELD
LIVERNOIS
buSInESS oPPoRTunITy
NUMbER OF bUSINESSES
FORD
1,850 11,500
CURRENT EMPLOYEES
Job oPPoRTunITy
MICH IGAN
EMPLOYMENT CAPACITY IN EXISTING FIRMS CAPACITY FOR NEW EMPLOYMENT THROUGH REDEVELOPMENT OF VACANT SITES > 1 ACRE TYPES OF JObS
8,200 additional jobs Machinists, assemblers and fabricators, inspectors, testers, sorters, samplers, weighters, truck drivers
DeTails. These secondary employment centers are scattered across Detroit, primarily following highways and rail corridors. Four of these centersI-96, Westfield, Lyndon, and Livernoisare located in northwest Detroit, while the remaining twoUpper and Lower Conner Creekextend to the north and south of the Coleman A. Young Airport, respectively, on the citys east side. Home to 1,850 businesses and a combined industrial employment of more than 11,500, these districts comprise a significant proportion of Detroits overall industrial activity.
At the root of an expansive and vibrant industrial corridor that extends west out of Detroit into neighboring Livonia and beyond, the four northwestern Secondary Employment Centers all lie within a short distance of I-96 and active freight rails. They contain a mix of cluster activities, from TDL usesincluding an active intermodal yard that is currently being consolidated into the DIFT expansion in Southwest Detroitto metal fabrication and CDER. These corridors historically contained many larger, rail-adjacent industrial properties which have become fragmented in the intervening years due to continuous subdivision. Many of the remaining properties are currently underutilized and these employment centers suffer from a lack of critical mass of industrial diversity or anchor activity. However, three of Detroits largest multi-tenant industrial buildings are located here. In contrast, Upper and Lower Conner Creek are driven primarily by auto cluster anchors, including the large Chrysler Jefferson North Assembly Plant in the south, and Chryslers Conner Avenue Assembly Plant in Upper Conner Creek near Eight Mile. These infrastructural and anchor assets underpin the redevelopment and intensification potential of these secondary employment districts.
In addition to Detroits primary Employment Districts there are six secondary Employment Areas. These areas are home to a wide range of employment opportunities and currently contain 1,850 businesses and 11,500 jobs.
INDUSTRIAL I-96
Near Detroits western city limits, this area is anchored by the CP Oak Yard, soon to be consolidated into the DIFT to the south, the Gateway Industrial Center on I-96, Sherwood Food Distributors, and a number of TDL, metal fabrication, and engineering companies. The most significant redevelopment opportunity here lies to the south of the CP Oak Yard and I-96 on the large site of the former Farmer Jack Distribution Center.
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INDUSTRIAL/CREATIVE WESTFIELD
South of the freeway and east of the I-96 Employment Area, Westfield is centered along a north-south freight rail corridor anchored by PVS Nolwood Chemicals, the Westfield Industrial Centers, the Joy Road Distribution Center, and a number of other construction, chemicals, metal fabrication, and TDL companies. There is a great deal of space available in the Westfield Industrial Centers themselves, as well as redevelopment opportunities to the north around the former Chrysler office complex at Plymouth and Freeland Streets.
LIVERNOIS
Centered along a freight rail spur south of I-96 and north of I-94, the Livernois Employment Area is anchored by three large industrial users: the DTE Warren Service Center, a Coca-Cola bottling Plant, and the giant ThyssenKrupp Steel Distribution Center that receives and processes rolled and billet steel from the Port of Detroit bound for regional Auto cluster firms. There are large and significant redevelopment and land assembly opportunities in the areas adjacent to ThyssenKrupp between Warren Ave and I-94.
LYNDON
The Lyndon corridor is a unique and vibrant collection of smaller industrial companies from many different clusters that occupy the garages and shops of Lyndon Avenue from Livernois, west to Schaefer Highway. The few larger anchor businesses in the area include DDOTs Coolidge Terminal, DTE MichCon Gas Co.s Coolidge Station, and a Comcast Yard. However, there are dozens of smaller workshops and fabricators in every cluster from TDL to Food Processing, Construction, Metal Fabrication, business to business, to Chemicals and Automotive. A smattering of smaller redevelopment opportunities exist here that would strengthen the corridor. The eastern portion of the corridor is anchored by Focus:Hope, a multifaceted career training community advocate and industrial innovation center.
PREcEdEnT
I can easily remember the busy restaurants and shops along Grand Riverupdated versions of those places are really important to creative and entrepreneurial work need to be located all over the city, but especially in the targeted areas.
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InDUsTRIaL BUFFERs
Industrial Buffers are forested areas that repurpose vacant land around industry to clean air, reduce sound, block light/glare, and provide a visual barrier for adjacent residential neighborhoods. Buffers also limit land use conflicts and create a more attractive, healthy business environment.
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Employment districts provide targets for private, public, and philanthropic investments, including local and national philanthropy, and city, state, and federal government investments. By concentrating investments and economic activity, Detroit can create the economic density associated with more successful cities, and provide a framework for the effective and efficient allocation of public and philanthropic investments. For example, road funds can be strategically deployed to support employment districts; investments in and operation of public transportation can prioritize employment districts; and workforce and training facilities can be concentrated in neighborhoods and employment districts. One-stop centers in each of the primary employment districts could offer practical services to working parents, such as high-quality daycare and help with applying for the Earned Income Tax Credit and other support for lower-income working parents. Funding for similar centers across the country has come from some combination of employment consortia and public and philanthropic funds.9 Policy makers should focus on investing in infrastructure that guides public, private, and philanthropic investments to employment districts, tracks cumulative investments, and identifies and addresses any operational issues that arise. These district boundaries need to be formally adopted by relevant organizations and staffed with the appropriate internal capacity. The coordination of city and state investments is paramount. A formal mechanism for this coordination should be considered.
An important step is to develop detailed action plans and a prioritized list of actions and investments for specific land assembly opportunities, infrastructure investments, public realm improvements, and facilities to provide assistance with pre- and postemployment support for workers to address issues like transportation and childcare. Drawing on the data collected for the development of the Strategic Framework, as well as the work of entities working on the ground in these districts, the planning must rely on an active dialogue with existing businesses and adjacent communities to set priorities for actions and investments that will grow the base of economic activity in each district as well as opportunities for Detroit workers. The plans must strive to brand core employment districts with a clear identity that can be reinforced and marketed to prospective employers. For areas lacking a clear identity or requiring a change in direction to best leverage assets and business climate, the plans must detail necessary steps to reposition such districts.
Cities across the country utilize Business Improvement Districts (BIDS) to supplement city services and ensure an attractive and safe business environment through a nominal yearly tax. Detroits industrial districts would greatly benefit from a similar approach. Led by local business representatives, an IBID would focus its activities on the needs of each specific district. Likely IBID activities would include improving safety, reducing blight, maintenance, coordinated marketing initiatives and offering shared services unique to local businesses, such as job training. An IBID would help to build business leadership across the city, and create a more secure environment in which to invest. BID legislation is in place; however, the process of organizing local businesses to create a BID is often a difficult challenge to overcome. A pilot IBID is needed to help demonstrate the benefits of this approach to businesses across the city. The pilot IBID should target an employment district with strong existing leadership willing to work with the public sector to enable the organization and establish its mission and activities.
A series of landscape initiatives can improve and integrate employment districts into the fabric of the city, boosting economic growth and improving neighborhoods. Currently, industrial areas and major transportation infrastructure (interstates and rail corridors) directly abut residential neighborhoods in many areas of the city. As a result, pollution, noise, and light/glare from industry and infrastructure threaten resident health and comfort. In particular, emissions from these land uses degrade air quality and contribute to a number of health problems for nearby residents, including cardiovascular, respiratory, and other diseases. Industrial buffers, carbon forests, and setback requirements are proposed solutions aimed at reducing the impact of these uses on residential neighborhoods by cleaning air, reducing sound, blocking light/glare and providing a visual barrier. Specific strategies for these approaches are discussed in the City Systems, Land Use, and Land and Building Assets Elements of this Strategy.
Text Sources: 9) Karin Martinson and Pamela Holcomb, Innovative Employment Approaches and Programs for LowIncome Families, The Urban Institute, Center on Labor, Human Services, and Population: February 2007. Image Sources: 14) Eric Richardson; 15) HAA; 16) bing Maps
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EncouRAGE LocAL EnTREPREnEuRShIP And MInoRITy buSInESS ownERShIP c EXPanDIng OPPORTUnITIEs TO CREaTE nEw BUsInEssEs
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Successfully promoting minority business enterprises (MBEs) requires short- and long-term strategies. Short-term strategies should promote growth in sectors of the economy that serve local markets, have low capital requirements, or are known to have a strong MBE presence. These characteristics are prevalent in the citys Local B2B cluster, which should be an early target for MBE growth. In addition to increasing opportunities for MBEs, business and economic development organizations should create a specific toolbox to help MBEs to address financing and business development challenges. Over the longer term, strategies must attempt to address the larger social and economic factors that curtail MBE creation and growth, including lower average personal wealth, less experience with family businesses, lower average education levels, and challenges with access to capital.
Detroit should develop new models of shared space for entrepreneurs and small businesses in clusters with high levels of entrepreneurship and for which there are currently few models that include local business services and construction. Like some of the shared and incubator models that exist, these spaces would provide small businesses and entrepreneurs with low-cost office space with shared services and access to relevant expertise, including cost estimation, contract negotiation, accounts receivable, and business development planning. Unlike most shared and incubator spaces, however, this concept would also provide areas for businesses to store equipment, tools, products, and so forth.
STRATEGIES
1 2 3 4 Promote short-term approaches to increase the number and success of MBEs and DBEs in the City. Support the development of low-cost, shared spaces for clusters with high levels of self employment. Provide young Detroiters with exposure to and experience in Digital / Creative and other new economy clusters. Develop a comprehensive long-term strategy to increase and strengthen the Citys MBEs.
PREcEdEnT
1 Minority Business Enterprise-Focused Funding
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Business ownership tends to follow generational patterns: People with relatives who were entrepreneurs are more likely to own businesses and often have more tools to grow those businesses. Moreover, those who start businesses tend to concentrate in areas of the economy with which they are most familiar. In some cases, this can make it difficult for MBEs to break into some of the highest-growth, most profitable segments of the economy. To strengthen the number and performance of MBEs in the city, children and young adults without these advantages will need to be given a similar set of experiences and skills. A consortium of business leaders in digital and other sectors, Detroit schools, and the citys leading business incubators should work together to expose young Detroiters to employment and entrepreneurship in the citys high-growth Digital/Creative clusters. The traditional clusters, like automotive and food, are also important not only for job growth in the city and region but for innovation to address national challenges. For example, Southeast Michigan was a global center for automotive research and development even before the regions automakers recently agreed to double average vehicle fuel economy by 2025. Students in Detroits high schools should be contributing to these goals and preparing for careers in the leading innovative segments of the economy. The public schools already offer specializations in most of the citys major economic clusters, and some of the programs work with businesses in the city and region. By more closely linking cluster development with the innovation pipeline and education reform, Detroit can create a national model while preparing its students to succeed in the new economy.
To help interested Detroiters transition from informal to formal activity will likely require a menu of strategies. Some Detroiters have been excluded from formal sector activity by strict licensing requirements for a range of occupations, an issue that has received attention at the state level. Michigan Department of Licensing and Regulatory Affairs recently proposed dropping licensing requirements associated with 18 occupations, although few seem to be in the occupations that have been identified by national groups as limiting options for lower-income workers.10 However, a bill to loosen requirements for barbers was recently introduced in the Michigan House.11 Detroit stakeholders could be important voices in policy discussions around occupational access for lower-income and populations. In addition to licensing, strategies to graduate informal workers into the formal sector and help the self-employed scale their businesses must address capital challenges and regulatory burdens. Increasing the availability of capital, especially micro-loans that small businesses often require, can create incentives for informal businesses to transition for formal activity and can provide the self-employed with needed capital to scale their activities.12 Similarly, changes in the regulatory environment that reduce costs of registering or maintaining businesses can also foster formalization of activity. Finally, additional strategies must be employed to help those with criminal records, poor credit history, or other factors that create real or perceived barriers to licenses, capital, and other factors that contribute to entrepreneurial success.13 Text Sources: 10) Turner, Mike, State Office of Regulatory Reinvention report: Deregulate 18 occupations, kill 9 boards, Detroit Free Press, April 16, 2012. Michigan Office of Regulatory Reinvention, Recommendations of the Office of Regulatory Reinvention Regarding Occupational Licensing, February 17, 2012; Carpenter, Dick M., II, Lisa Knepper, Angela C. Erickson and John K. Ross, License to Work: A National Study of burdens from Occupational Licensing, Institute for Justice, May 2012. 11)2012 House bill 5517: Repeal barber licensure mandate on http://www. michiganvotes.org/; 12) Klapper, Leora, Raphael Amit, Mauro F. Guilln, and Juan Manuel quesada, Entrepreneurship and Firm Formation Across Countries, The World bank, Development Research Group, Finance and Private Sector Team, Policy Research Working Paper 4313, August 2007; 13) Losby, Jan L., Marcia E. Kingslow, and John F. Else, The Informal Economy: Experiences of African Americans, ISED Solutions, September, 2003. Image Sources: 17) Flickr.com - Girl.in.the.D; 18) bob's Classic KicksFacebook; 19) Norah's Vintage LoftFacebook; 20) www.grnnamdi.com; 21) Definitive Style Exclusives (DSE); 22) Jim Griffioen, www.sweet-juniper.com; 23) www.modeldmedia.com; 24) Spiral CollectiveFacebook; 25) http:// detroitfunk.com; 26) Diseos Ornamental Iron; 27) Future Net Group; 28) http://hothiphopdetroit. com; 29) www.theimgexperience.com; 30) www.realtimesmedia.com; 31) Velocity Cow; 32) Alter Ego Management
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OAKLAND STAMPING
We should have Detroit designated a regional center for the purposes of investor visas and encourage entrepreneurs from all over the world to come to Detroit to start businesses.
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Detroit must develop strategies to increase the participation of minority populations in all modes of entrepreneurship, including self-employment, business ownership, and communal models such as cooperatives. Getting there will require a comprehensive strategy that addresses the particular opportunities and challenges facing MBE growth in the city of Detroitsuch as the citys high rate of minority self-employment and its very low rate of graduation from self-employment to hiring employees. Where possible, a comprehensive strategy will need to address common challenges that face MBE development and growth as described above in Strategy C.1. Such a strategy should include a cluster-by-cluster assessment of opportunities and roadblocks to more and stronger MBEs in the city; assessment of the variety of models that promote local and minority ownership of economic assets; and an assessment of the capital needs and challenges facing the citys MBEs. Some of the countrys leading experts on MBEs are in Detroits universities; their expertise should be tapped.
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SPIRAL COLLECTIVE
Help create a plan for building new viable self-sustaining communities of the future with an emphasis on changing the culture of our youth... by promoting the development of a community workforce that will help improve the quality of life for city residents within their neighborhood and communities. The goal is to build healthy, strong, vibrant, self-sustaining neighborhoods and communities in Detroit.
The strategies for building skills aim at increasing skills and opportunities for Detroiters by improving access to training institutions, aligning training with cluster strategies, increasing the number of local opportunities, and addressing current roadblocks to training and employment, especially transportation.
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Most of the innovative entrepreneurship programs I am aware of are already here in Detroit (even national / international ones).
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Connect . . . transit lines with a much-expanded international airport hub. Build a big enough hub for Detroit and it will inevitably regain its massive export capacity. Watch the jobs pour in...
Shared prosperity will depend on the ability of Detroit residents to secure employment at the major institutions and corporations in the city, which will largely depend on a continued shift towards demand-driven models of workforce training. These must be accompanied by clear mechanisms for recruitment and hiring of Detroit residents, and even roundtable discussions with local employers regarding perceptions and misperceptions of Detroit workers and benefits of local hiring. The Midtown education and medical institutions are already at the national forefront of hire local efforts. Best practices include the following: targeting specific positions with the greatest potential for local resident recruitment and documenting education, training, and experience requirements; developing screening and referral partnerships in the community and setting targets for local applicants to be interviewed and hired; creating strategies to retain and retrain incumbent workers through flexible scheduling and on-line training modules; and formulating incentives for managers to hire locally. These efforts should be scaled first within Midtown to organizations not currently involved, and then expanded citywide.
Transportation accessibility remains a key issue for Detroiters looking for employment. Many of the citys households do not have access to private vehicles and public transportation options do not usually succeed in reliably linking Detroiters to employment centers. Over the longer term, these issues can be addressed through the development of employment districts and the alignment of new public transportation investments around them. In the shorter term, innovative public-private models must be explored. All workforce investments, especially for unemployed or lower-skilled workers, should be linked to a transportation solution. Innovative models to better link workers and jobs have been successful in other cities. For example, the Lake Cook Shuttle Bug Program in Chicago is a publicprivate partnership that serves 1,300 riders per day by shuttling them from commuter rail stations to employers.14 The program, which is currently funded by private employers and the metropolitan transportation authorities, began with vans that brought employees directly from public transportation stops to work sites then expanded to buses as demand grew; this scalability makes it a good model for Detroit. Developing public-private partnerships to better link workers to employers in Detroit will be made more feasible by the strengthening of employment districts that better concentrate jobs in the city.
Workforce conditions and challenges in Detroit and the surrounding region are unique among American cities: The scale of job loss over the last decade is unparalleled, job sprawl is more pronounced than in any other region, and the returns on education appear to be low, especially for male Detroiters. The civic and philanthropic communities recognize that these unique conditions require innovation and experimentation. There is also recognition that sharing information and experiences is critical, yet stories exist about the replication of unsuccessful models. Stakeholders in workforce development need to double down on efforts to coordinate investments, share findings from innovation, and replicate successful models. Development and dissemination of a shared fact sheet on the Detroit workforce, hiring trends, and successful models can be used to track progress and develop the pipeline of talent to meet employer needs.
IMPLEMEnTATIon AcTIonS
1 2 3 4 5 6 Hire Detroit: Strengthen local hiring practices. Link workforce investments to transportation. Coordinate workforce development best practices. Revitalize incumbent workforce training. Expand public-private partnerships for workforce development. Commission a study to improve graduation rates and poor labor market outcomes of Detroiters.
PREcEdEnT
1 Focus: HOPE: Detroit, MI
Text Sources: 14) barbara Ladner, blending Public/Private Funding Sources for Employment Transportation. Accessed at http://joblinksencore.ctaa.org/presentations/panel_3. June 2008.
I believe that you can make a greater impact with job training and educating people of all walks of life.
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The greatest opportunity for changing the quality of life for Detroiters is to improve employment options, increase wages, and reduce commuting time for those who already hold jobs. Over 60% of Detroiters who hold jobs commute to the suburbs; of these, 40% make less than $1,250 per month or less than $15,000 per year. In other words, 25% of Detroits working population faces long commutes for low wages. The majority of this group of Detroiters has at least a high school degree, and a significant segment has at least some college. By virtue of their employment status, many of these Detroiters already possess the so-called soft skills needed to find and secure employment. For these workers, training to advance in their current jobs or secure better-paid employment is critical. Unfortunately, federal funds for incumbent workforce training have evaporated. Philanthropic funding can be aligned with cluster-based growth strategies to better leverage the existing pool of Detroit labor and talent. These funds are the key to the forgotten middle in Detroits workforce.
Innovative partnerships have the potential to address challenging workforce issues. For example, the public-private partnership Michigan Shifting Code was launched in January 2012 by the Michigan Economic Development Corporation in order to address critical labor shortages in the areas of computer programming and information technology (IT)-related occupations. Designed as demand-driven training modules, each Shifting Code program responds to specific market needs by relying heavily on local IT employers in partnership with local community colleges. Public-philanthropic partnerships have also shown promise. The statewide Earn and Learn program works to place the chronically unemployed, including the formerly incarcerated, into long-term employment. The local partner, Southwest Solutions, aims to help over 1,000 metropolitan residents by the end of 2013. The citys strong set of faith-based organizations (FBOs), which already contribute to community and economic development, can also be important partners in workforce development programs, especially for harder-to-serve populations such as the formerly incarcerated.
The strong correlation between educational attainment and future employment prospects highlights the need to better understand how to increase high school graduation rates, improve the quality of GED preparation, and address poor labor market outcomes for those with two-year degrees. Studies of GED recipients in recent years demonstrate that while they fare better in terms of college acceptance than those who drop out of high school, only 31 percent of them enroll, mostly in two-year colleges, and 77% percent of them last no longer than one semester. GED recipients who do not enroll in college tend to earn salaries on par with high school dropouts of similar ability.15 The study should also examine trends in high school graduation rates and in particular, the recent dramatic decrease in high school graduation rates of young black men in Detroit. Finally, the study should examine the relatively poor economic outcomes of Detroiters with two-year college degrees who, as a group, suffer from 16 percent unemployment and poverty rates of more than 20 percent, both well above the national average for Associates degree holders.
PREcEdEnT
If you mention training on a lot of campuses theres a negative sentiment. But if you mention education theres a positive response. Are you training people to function in the work pool, or are you training people to be thinkers?
FOCUs: hOPE
Focus: HOPE operates two flagship programs: the Machinist Training Institute and the Information Technologies Center, which have jointly trained and certified thousands of machine and CNC operators, and IT professionals in specific areas like network administration and small office operations. Text Source: 15) Margaret becker Patterson, Wei Song, and Jizhi zhang. GED candidates and their postsecondary educational outcomes: A pilot study. Research Studies 2009-5, GED Testing Service, Washington, DC, December 2009. James J. Heckman, John Eric Humphries, Nicholas S. Mader, The GED, NbER Working Paper No. 16064, June 2010 33. Image Source: 33) Focus: HOPE
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The vast majority of industrial vacancies are very small (under 1 acre) parcels, for which there are few industrial development opportunities in Detroit today. The goal of this program would be to dramatically reduce the number of these parcels. Modeled on the residential side lot approach, this program would transfer property rights of small (under 1 acre) industrial lots to an adjacent owner with the proviso that the lots be combined into one larger parcel.
In cities and states across the country, priority permitting has been used to facilitate investments that will have significant economic development or community impacts. Detroit should adopt expedited permitting in employment districts. This approach would create incentives to shift investment and development patterns towards the employment districts and, by reducing construction time and risk, would increase overall investment in the districts and the city. Models for priority and expedited permitting, including pre-permitting, have been successfully utilized in Chicago, Washington, D.C., and at the state level in Florida, Massachusetts, New York, and Rhode Island.
The vast majority of vacant industrial sites are less than one acre in size and have few prospects for redevelopment. Similar to the residential side-lot program this program would transfer these small sites to the adjacent business.
To help industrial development, there should be pre assembled sites for development and obsolete/ blighted structures torn down.
Detroit must take the lead among cities in Americas manufacturing heartland that have established a land banking process dedicated to the acquisition, assembly, and disposition of property for industrial and commercial development. The Detroit Land Bank Authority has substantial statutory powers to flexibly acquire and convey property. To date, land bank activities have focused on the challenges associated with vacant and tax delinquent residential property. An arm of the Detroit Land Bank Authority focused on industrial-commercial land would build upon these activities and serve to address the challenges associated with redevelopment within designated employment districts. Such a program, designed with DEGC, would allow the City of Detroit to proactively assemble and transfer properties to attract businesses and create long-term economic growth.
For Profit Real Estate Developer and broker Working Session, 1/27/2012
Detroit is a good place to own a business because of the opportunity, openness, and the spirit of the people. You cant do elsewhere what you can do in Detroit.
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The challenge of underutilized land requires a long-term initiative designed to boost employment at existing firms. This example demonstrates a common condition: underutilized facilities that used to employ many more Detroiters. 37.
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IMPLEMEnTATIon AcTIonS
1 2 Create an industrial side lot program. Create a priority permitting process for employment districts. Focus on land banking industrial and commercial property. Identify alternative capital sources for real estate development. Articulate a reverse change-of-use policy. Create master-planned industrial hubs. Address underutilization of industrial building space and land. Address weaknesses in the local brokerage sector.
Detroit is in desperate need of capital and subsidies for commercial and industrial building construction that New Markets Tax Credits (NMTC) provide. Nationally, 21 NMTC allocatees include Michigan in their service area but only one, Invest Detroit, is headquartered in the state of Michigan. An annual report and convening of NMTC allocatees would promote Detroit to non-Michigan organizations. In addition, the potential for philanthropic programrelated investments (PRIs) in a Detroit-centric real estate investment trust (REIT) and solicitation of non-Michigan REITs should be explored.
In many U.S. cities, a steady erosion of valuable industrial land has been underway through piecemeal conversion of formerly industrial parcels to commercial or residential uses. Detroit, however, is in the unique position of being able to rezone land for jobs producing uses in and around the citys most valuable jobs-producing areas. A clearly articulated reverse change-of-use mechanism should be established to effectively return vacant, abandoned or foreclosed residential or commercial properties adjacent to key employment centers to productive use. As a minimum threshold of properties is reached, such a mechanism could be utilized by the city or land bank to extend adjacent productive land use and zoning designations to the target properties. Long term, the future land use map proposed in the Land Use element chapter identifies and recommends converting formerly commercial and residential lands to industrial zoning in areas that have the greatest potential to create new job and business growth.
The most innovative trend in industrial development in recent years has been the emergence of holistic, master-planned industrial hubs such as Supplier Parks, Inland Port developments, Distribution Parks, Workforce Development Hubs, and Eco-Industrial Centers. Such developments often concentrate synergistic industrial activities in close proximity, providing many benefits to tenant companies and clients (including large manufacturers), including closer supply-chain integration, shared services, and more effective innovation and product development. As such, these developments offer major competitive advantages over traditional, dispersed, industrial development models. The feasibility of specific applications within the City of Detroit should be explored in detail.
Many industrial buildings and sites are simply underutilized, with too few workers given the building and parcel size and location. These are generally the result of long-term employment loss that leaves companies with only a fraction of the companys peak-level workforce. Companies suffer because of the high space and utility costs they must absorb; growth in the city is stifled because these large sites are not available for more productive use. This program would evaluate potential strategies to create a market for subletting unused space to smaller companies and entrepreneurs and in extreme cases, to right size companies by moving them to smaller sites in the city.
As in many cities with dramatic employment loss, Detroit suffers gaps in local business services. In residential real estate, few brokers focus on Detroit, but several strong existing organizations with deep knowledge of the city could be tapped to expand into residential services. In commercial/industrial real estate, an entire regional infrastructure exists but there is too little incentive to show Detroit properties given the glut of space in the region. The Framework recommends working with key downtown organizations to develop programs to strengthen and coordinate information about residential real estate options and the development of an incentive pool to encourage commercial/ industrial brokers to show Detroit properties.
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PREcEdEnTS
1 2 43E Expedited Permitting: Massachusetts Cleveland Industrial-Commercial Land Bank: Cleveland, OH Volkswagen Chattanooga Supplier Park: Chattanooga, TN
EMPLoyMEnT dEnSITy
HISTORIC EMPLOYMENT DENSITY CURRENT EMPLOYMENT DENSITY
PILoT PRoJEcTS
1 2 Priority Permitting in Employment Districts Industrial Side Lot Program
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tRansfORmatIVe Ideas
Land is detroits greatest LiabiLity and its greatest asset. The preoccupation with what to do with all that land has driven the discussion about land use and led to oversimplified strategies. In fact, Detroits population density is still similar to that of cities like Portland, Atlanta, and Denver. to be sure, a traditional build it and they will come approach is not going to work for detroit.
Detroits image and identity have evolved through three major eras, each tied to a particular aspect of the citys economy. First, the early period of riverfront trade and commerce set the tone for downtowns majestic Beaux Arts buildings and formal street pattern. Then as the city grew during the Auto Age, an extensive industrial ring grew up around the city core. New modes of industrial production decentralized the city still more, with a combination of rail and highways serving the sprawling outer reaches of Detroit. During the third phase of Detroits identity, large neighborhoods of single-family detached homes spread out across the city. Once a sign of the American Dream, these neighborhoods were never as efficient to serve as more mixed-use, compact neighborhoods would have been. Both the neighborhoods, and the over-scaled systems that serve them, fell on hard times as the city lost population and revenue. This plan outlines a fourth idea for the city: A stronger, greener, and more socially and economically vital Detroit, where neighborhoods feature a wide variety of residential styles from apartments to houses, and where residents are connected to jobs and services by many transportation options (and especially a regional network of transit) in a canvas of green that features stately boulevards, open green
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space, urban woodlands, ponds and streams, and new uses of natural landscape to clean the air, restore ecological habitats, and produce locally sourced food. Such a Future Detroit will not have a single hub and spoke pattern with one downtown, but many centers and neighborhoods that each have a distinctive identity and a character all their own. One of the newest and most ambitious aspects of this change will be the network of productive and working landscapes that actively maintain a higher quality of public health for Detroit, while offering beauty and a wholly new way to experience an urban environment. detroit actually has the
opportunity to lead the region in creating a new urban form, becoming a model for other north american cities. Here, in the midst of tremendous challenge, is the opportunity to transform the citys form and function in new and exciting ways.
Some initial efforts can start immediately, through small- or large-scale demonstration projects. A sustained and sustainable transformation of Detroit calls for even more: connected land use and design strategies that stimulate economic growth, align city systems, provide open space, and strengthen neighborhoods, supported by an entirely new framework for decision making and regulation that can respond rapidly to business opportunities, urgent public health needs, and the imperative of job growth and residents quality of life. The Strategic Frameworks new physical vision for the city taps the potential of Detroits land-rich environment, supports existing areas of growth and stability, and sets forth specific recommendations for serving current residents where they live and work right now.
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the strategic Frameworks employment-district strategy addresses the key economic issue in detroit: not the size of the city's physical footprint, but the scale of the city relative to current levels of economic activity and job and business growth. By promoting focused growth in seven districts, the city can
create employment levels typically associated with more prosperous cities, while creating viable strategies for addressing the physical deterioration, limited services, and aging infrastructure across the city. Each district will have a unique scale and character suited to its function and existing or potential assets, development pattern, and building styles. For example, the McNichols corridor will leverage its institutional assets, including the University of Detroit-Mercy, Marygrove College, Sinai-Grace Hospital, and Wayne County Community College, to expand Eds and Meds employment opportunities, attract employees to live in the area, and improve a diverse range of neighborhoods abutting the corridor from the historic University District to the creation of new multi-family apartment buildings directly fronting McNichols and Palmer Park.
A new network of transportation corridors will connect employment centers to neighborhood districts, allow for new bicycle routes and bus rapid transit corridors, reinforce economic and neighborhood centers, and provide a range of infrastructural services in sustainable natural landscapes that filter stormwater (blue infrastructure) and clean the air of transportation and industrial emissions (green infrastructure). existing proposals for enhanced transportation systems
in Detroit can be modified to create a transformed network that connects people to jobs and services within the city and to employment centers beyond the city limits. The transformed network needs to respond to today's metropolitan
region while actively contributing to the planned growth of employment districts and localized needs within the city. The key principle behind the transformation is the creation of a clear hierarchy of corridors, ranging from high-capacity and highspeed arterials and highways to intermediate thoroughfares, and lower-capacity neighborhood strips with frequent stopping services. Transportation networks will be conceived in concert with planning for retail amenities and services at the regional and residential scale, with neighborhood-level transportation routes designed as "complete streets" that allow bicycling, walking, and a broader range of approaches to getting places. Efficient movement of goods and waste in and through Detroit is key to the economic and environmental health of the city. For freight as well as personal transit, the interchanges between hierarchy tiers or different modes of transportation are as important as the routes that run between them. The type of interchange required will have an important impact on the land use in that area. A transit interchange will offer a range of higher-density land uses that can offer services to those passing through. A freight interchange may require large amounts of space and therefore should be considered for areas expected to stabilize at lower residential densities or even change land use altogether.
Density directly impacts the financial condition of the city. Areas of the city with high land vacancy only generate a fraction of the tax revenue that higher density areas produce. The problem is compounded when city systems, originally sized for a higher density, must be maintained and renewed for a population that is significantly smaller. Source: HAA
1
Based on a household income of $30,000, and a housing value of $50,000. The resident income tax rate is 2.5%, and the current millage rate for the City of Detroit is 65.14 per 1,000.
tRansfORmatIVe Ideas
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97
Unlike other cities pressed to find space for transformative landscapes, Detroit has an abundance of available land resources that can be leveraged to create a new green and sustainable city unlike any other in the world. Landscape has enormous
potential to structure or foster social and cultural relationships through adapted and productive ecologies that will give rise to a new urban form.
Landscapes are inevitable: If you do nothing else, landscape will re-establish itself even in the most built-up areas. Relative to other forms of infrastructural or urban development, then, landscape strategies are very affordable. Landscapes also adapt well to different conditions, so they can require different types and lower intensities of maintenance to sustain them. Landscapes are productive and multi-functional. They clean air and water and soil; they make urban environments healthier; and they generate food, jobs, energy, commerce, and habitat. In this way, they cultivate new kinds of urban landscapes and experiences. They are also effective grounds for research and experimentation. New ideas can be safely and effectively tested in landscape settings for later application across the city and in other cities like Detroit. Landscapes are the original green land use: they can reduce the resources necessary to sustain the city. Landscapes enrich communities by improving the health of the environment and of the people in it, and also create a lush, rich image and identity for the cityone which competing cities would love to have. Because they work most effectively across large scales, with the ability to connect and coordinate seemingly unrelated entities, landscapes also have the potential to reconnect Detroit with its regional context. Landscapes of this type are already in place in Detroit, including the William G. Milliken State Park and Harbor, Detroit RiverWalk, and Belle Isle.
Detroit has room to offer many neighborhood types and lifestyle choices for residents who want to stay in the city, while welcoming new residents looking to make detroit their home. To achieve this, a series of traditional and
innovative neighborhood typologies have been established to directly engage existing challenges within the city, and to leverage the strengths and assets of existing neighborhoods and places with unique characteristics. Guiding the development of these neighborhoods are a series of development targets and performance measures to define neighborhood goals and measure their success in meeting those goalswhich are in turn tied to the goal of a high quality of life for all residents. While Detroit's traditional neighborhoods offer a compelling starting point for this transformation, many other areassome of which are not necessarily recognized as viable neighborhoods todayoffer a significant long-term opportunity for Detroit to be a leader in establishing a new urban form. For Detroit, this new urban form includes areas in which vacant and underutilized land and defunct industrial building stock provide the material for innovative residential environments. Green residential and green mixed-rise neighborhoods transform existing land vacancy into integrated landscapes, providing recreational, ecological, and productive functions. Mixed-use neighborhoods for living and making not only transform parts of Detroit's unutilized industrial and residential areas, they also capitalize on Detroit's production philosophy, where ideas are developed, and become real.
The four transformative ideas provide the basis for the future land use vision.
1950
5.7
5.7 was the average occupied housing units per acre in 19502
21
61%
61% population loss between 1950 - 2010 in detroit &
avg
2010
3 was the average occupied housing units per acre in 20104 UnderUtiLiZation oF Land. The breathtaking growth that defined Detroit's emergence into the American industrial age is now a distant memory. In the last 10 years the total number of vacant housing units has doubled while the population has declined by 25 percent. Today, approximately 20 square miles of Detroit's occupiable land area are vacant. Within this context, the City of Detroit finds itself insolvent and struggling to provide the core services Detroiters need. With projected population decline in the city extending to 2040, and low workforce participation, the reutilization of Detroit's land must also navigate within an anemic market and environmental challenges while fulfilling currently unmet demands of Detroit's residents and employees. CHaLLenging MarKet. While the consideration of Detroit's market challenges is
often framed within the context of declining population, the resulting disinvestment has left 36 percent of the city's commercial parcels and 80,000 homes vacant. Within Detroit's struggling market, such vacancy quickly becomes abandonment, blight, and a public safety risk. These realities represent real, physical hurdles to Detroits redevelopment, and demonstrate a diminished quality of life. For those who remain in the city, the ability to obtain amenities and services remains strained, particularly for Detroiters without a private vehicle. The result is unmet demand, loss of revenue, and inequity. Detroit has far to go if it is to recapture its competitive edge in the region and the state of Michigan. Ultimately, $1.5 billion in annual Detroit retail spending is lost to surrounding cities, including $200 million alone in unmet retail food demand that dramatically undermines Detroiters access to fresh, healthy food. Although there is demand for apartments and multi-family homes in Detroit, most of the citys housing choices are large, single-family homes that cannot compete with similar home choices in the suburbs. Further contributing to market struggle and health concerns are the 72 superfund sites located in Detroit where the unmanaged industrial legacy of the city has created a range of areas with measurable hazardous waste that must be cleaned up before the land can be reused.
RealItIes
98
Not everyone in Detroit bears the burden equally. Past decisions, policies, and practices placed disproportionate environmental and health burdens on poorer neighborhoods. A new approach to land use must now correct these inequities.
80k
22%
22% of detroit's
industrial zoned land is vacant7
36%
36% of detroit's
commercial parcels are vacant9
oVersCaLed, non-sUstainabLe inFrastrUCtUres. Current infrastructural systems (including open spaces and recreational facilities, school, etc.) were built to accommodate populations more than twice the size of current-day Detroit. These systems are too big and maintenance-intensiveand they consequently cost too much to sustain. Built at a time when sustainable practices were not prevalent, they also can harm the environment, as in the case of CSOs. need For More oPen sPaCe and reCreationaL resoUrCes. For all the discussion about vacancy and surplus land, Detroit still falls well below the national average for park space acreage per resident. The still-new 31-acre William G. Milliken State Park and Harbor, as well as historic Belle Isle and Campus Martius, offer a glimpse into what is possible for Detroits transformation into a greener city of beautiful vistas, playing fields, urban woodlands, bicycle paths and walking trails, as well as lakes and ponds, streams, playgrounds, and pocket parks.
Today, however, Detroit lags behind national standards and comparable cities in park availability. Parks and recreation centers are also poorly distributed across the city, relative to population densities: Areas of high-vacancy often have an abundance of open space that is being underused, while more populated areas lack enough parks to serve their residents. Care for parks and playgrounds is also an issue: Most current open spaces designed for traditional, high levels of maintenance, which is not affordable for limited park budgets.
583ksq ft
the amount of money spent on
groceries outside the city could support approximately 583,000 square feet of additional grocery retail space in detroit10
6.7
acres
65%
65% of total citywide
housing supply is single family detached12
66%
66% of total housing demand in detroit's
greater downtown is for multi-family13
detroit falls below the national recreation and park association recommendation of 10 acres of park space per 1,000 residents11
UnHeaLtHy enVironMent For residents. Combined Sewer Overflows (CSO) and Sanitary Sewer Overflows (SSO) pollute rivers several dozen times per year on average, far in excess of state and national clean water standards. Heavy rainfalls also cause flooding, which shuts down roads, interrupts transportation and business, and threatens human health and safety. Air quality and soil quality are
1,2) US Census 1950; 3,4) US Census 2010; 5) US Environmental Protection Agency; 6) US Census 2010; 7) Interface Studio; 8) Detroit Planning & Development Department (P&DD), HAA; 9) wayne State University Department of Urban Studies & Planning, Pⅅ 10) Social Compact 2010; 11) Trust for Public land; 12) American Community Survey 2010 5-Year; 13) Zimmerman & Volk
typically low due to a legacy of past industrial uses, current pollution releases, and lead contamination.
We must use our open space to improve the health of all Detroit residents.
The future land uses, integrated with coordinated investment strategies, will demonstrate opportunities to fulfill needs for employment districts, neighborhoods, city systems, and open space. Among other objectives, they achieve sustainable densities and forms, effectively connecting to city transit corridors, integrating open spaces and services within neighborhoods, and using green and blue infrastructure to improve system performance and cost. Each approach defines an urban form to more efficiently use Detroit's land-rich environment to improve quality of life and business in the city. In some cases, these approaches leverage existing forms of development, but in others they deploy more innovative urban forms that create new models for land and facilities reuse by transforming existing buildings and land area into productive contributors to a sustainable Detroit.
We must use innovative approaches to transform our vacant land in ways that increase its value and productivity and promote long-term sustainability.
ImPeRatIVes
The Detroit Strategic Framework provides specific land use typologies to properly guide investment and land use decisions for achieving a sustainable, equitable, and healthy city. The Strategic Frameworks identification and development of innovative land use forms and patterns was shaped by the quality-of-life and quality-of-business elements identified during the public process to engage with residents, employers, and other civic leaders. These elements not only guide the land use recommendations of the Strategic Framework, but also form the basis for long-term measurement of how well these proposed land uses are meeting the needs of residents, employees, and the city at large.
DEVEloPmENT TYPES
SINGlE FAmIlY
UrBAN FArm
rESIDENTIAl rETAIl
mIxED USE
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lANDSCAPE TYPoloGY
The appropriate land use strategies to fulfill this objective are situated between the city's existing conditions and a range of preferred futures. The Detroit Strategic Framework organizes a wide variety of potential land use types within three levels of scale and purpose:
FraMeworK Zones are meant to guide citywide and investment decisions in terms of the best ways to make positive change in areas with differing characteristics. These zones seek to categorize the citys residential, commercial, and industrial land based on similar physical and market characteristics. The most influential characteristic is vacancy, because of its drastic effect on physical and market conditions of an area. Land Use tyPoLogies provide the future vision for land use within the city. They are divided into three primary categories: neighborhood, industrial, and landscape. Land use typologies are used within the framework zones to provide the next-highest-level tool for decision making. They also provide the basis for the
deVeLoPMent tyPes are the physical development of buildings and landscape that may occur within a particular land use typology. They are divided into four major categories: residential, commercial, landscape, and industrial. For example, a development type may be a single family home, a retail strip, a stormwater retention pond, or a warehouse. Development type suitability and use criteria are determined by the land use typology.
The focus of the land use strategies is to recognize these three levels of consideration as a fundamental set of reference points for investment and future directions. In addition, the Detroit Strategic Framework recommends the following supportive strategies for land use: Create a new and diverse open space system for the city. Redefine corridors and complete streets. Develop innovative regulatory reform.
buIldInG the ImaGe Of the CItY: fRamewORk zOnes, tYPOlOGIes, deVelOPment tYPes
EmPloYmENT DISTrICTS
lANDSCAPE NETwork
NEIGHBorHooDS
Detroits successful transformation will rely on its ability to retain current residents, businesses, and institutions while attracting new ones. Because Detroit did not arrive at its current condition overnight, its turnaround will require considerable time, and a willingness to adapt and try new solutions. Putting the proper tools and resources in place today can ensure more coordinated, flexible, and effective actions in the future.
citys future land use map and zoning districts. Instead of standard zoning practices that classify each property within the city, land use typologies seek to generate complete neighborhoods by prescribing densities and allowable development types for larger areas. To illustrate, each neighborhood typology aims for specific ratios and types of residential, commercial, and landscape uses that will allow residents and employees to live, work, and play within every unique neighborhood.
1 a
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2 b
4 C
IntROduCe new fORms Of deVelOPment
CReate a new and dIVeRse OPen sPaCe sYstem fOR the CItY
The public, private, and philanthropic sectors need a tool to assess the citys land use conditions and develop strategic approaches to investments that will improve quality of life across all parts of the city. Based on comprehensive research and analysis of the physical and market conditions of the city, the Framework Zones map will help assesses the condition of Detroits districts and neighborhoods in terms of degrees of vacancy, from low to moderate to high. From this fact-based mapping, decision makers from city leaders to neighborhood organizations have the ability to take a more strategic approach to the opportunities and challenges facing neighborhoods, and to place those challenges in the context of the city at large. The discussion of vacancies in this broad, citywide context does not attribute strength or weakness to neighborhoods only on the basis of vacancy: Every neighborhood within the city is at risk, and every effort needs to be made to stabilize and transform the existing conditions to improve quality of life in all parts of the city.
the detroit strategic Framework introduces a new set of land use typologies that combine to represent the future land use vision for the city, from traditional forms that now characterize detroit to entirely new departures.
These are organized in three major categories: Neighborhoods, Industry, and Landscape. Each typology is scaled to the district or neighborhood level, and includes a range of strategic interventions and development types to support the larger vision for Detroits new form. In addition to more conventional land use typologies, such as Traditional Residential Neighborhoods or General Industrial Districts, the Detroit Strategic Framework introduces new typologies that repurpose vacant land or obsolete industrial areas for innovative or productive uses, such as Innovation Ecological landscapes and Live+Make districts.
areas of high, moderate, and low-vacancy all hold the potential to be assets in the reinvention of the city. As part of the land use
vision, the Detroit Strategic Framework posits two key points regarding development: First, not all development can occur in all places; and second, new forms of development can affirm the citys assets and address existing physical conditions. New residential and commercial development must reinforce areas of strength and increase densities there. At the same time, areas with significant population loss and high degrees of vacancy can be the sites of new, innovative, and productive development types that improve quality of life for city residents.
Landscape, open space, and environmental systems are envisioned as a new, healthy, green, and productive structure for the city of detroit.
Large-scale ecological and productive landscapes will take the place of vacant lots, and begin their work cleansing the water, the air, and the soil, all the while putting people to work. They also become a center for improving public health, sustaining Detroits rich mix of cultures, and strengthening social connections in neighborhoods and across the city.
Similar to its residential land, Detroits commercial and transportation corridors have seen massive disinvestment over the last 50 years. The citys reduced population has left its roadways oversized for the population they serve. The space left behind holds the potential for rethinking the citys corridors. In fact, we cannot afford to continue to think of transportation and other city systems as monofunctionalDetroit has the opportunity and the imperative to combine many services and functions in repurposed corridors that can accommodate different types of transit, bicycling, and walking. Doing so will create a network of complete streets that offer an efficient set of transportation options and also address the need for green space and high-quality street design. Excess space within the right-of-way can accommodate blue infrastructure such as swales to collect stormwater run-off. Within areas of low-vacancy, land can be assembled in nodes to create walkable retail districts or new residential development that reinforces adjacent neighborhoods.
ImPlementatIOn aCtIOns
1 Establish framework zones and future land use maps as the basis for public, private, and philanthropic investment. Base land use decisions on the fundamental physical and market conditions of the city: low-vacancy, moderate-vacancy, highvacancy and Greater Downtown areas. Update framework zones map on a 5-year basis to reflect changes to physical and market conditions. 1 2
ImPlementatIOn aCtIOns
Establish land use typologies as the vision for the future city. Reorganize land use around neighborhoods, industry, and landscape. 2 3 1
ImPlementatIOn aCtIOns
Align framework zones and future land use typologies to determine appropriate locations and types of development across the city. Introduce new and innovative landscapebased development types. Introduce form-based development criteria. 1 2 3 4
ImPlementatIOn aCtIOns
Implement blue and green infrastructure. Encourage reuse of vacant land with productive landscapes. Diversify park network. Encourage partnerships between universities and firms in productive landscapes to conduct research and provide job training opportunities. 3 1 2
ImPlementatIOn aCtIOns
Develop tiered transit network that ties into regional system. Incorporate multi-modal transit design into all street improvements. Focus commercial development in walkable nodes or auto-oriented strips based on physical/market conditions and future land use vision. Implement green infrastructure along highway corridors. Implement blue infrastructure along arterial and other roads. 1 2 3
ImPlementatIOn aCtIOns
Phase land use vision over 3 horizons (stabilize/improve, sustain, transform). Revise/amend City Master Plan of Policies and Zoning Ordinance. Update public, private, and philanthropic policy guiding documents.
4 5
The overlay of Framework Zones, land use typologies, and development types provide the basis for a revised regulatory framework that the City of Detroit should formally adopt. The Citys anticipated adoption and codification of the Detroit Strategic Framework will also call for multiple layers of policy guidance documents within City departments and other public agencies, so that they can align implementation with the citywide vision for Detroits new image. The Detroit Strategic Framework also offers an important opportunity to provide a fully coordinated basis for regional and state decision making about land use and public investment, recognizing the importance of the city within a larger regional, state and national context.
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VAN DYkE
TElEGrAPH
8 mIlE
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ND
rIV
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TIo
ArD oDw wo
maP tItle
lEGEND lEGEND
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lEGEND lEGEND lEGEND
E. JE FFEr
maP tItle
lEGEND
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lEGEND
lEGEND
CReate a CItYwIde fRamewORk fOR GROwth and InVestment a LAND USE FRAmEWORK ZONES
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Caption here. Caption here. Caption here. Caption here. Caption here. Caption here. Caption here. Caption here. Caption here. Caption here. Caption here. Caption here. Caption here. Caption here. Caption here. Public, private nonprofit, and philanthropic decision makers urgently need a thorough understanding of existing and anticipated land use conditions throughout Detroit to guide strategic investment for long-term strength and viability. The fundamental tool for this is the Framework Zones map, developed through comprehensive research and mapping of both the physical and market conditions of the citys residential, industrial, and commercial land. On the basis of existing and anticipated degrees of vacancy, the Framework Zones map aids developing the most appropriate range of strategies to inform land use decision making and investment, as well as city-wide decision making for city system infrastructure, public land, and facilities. The boundaries of the Framework Zones were determined not only by vacancy conditions, but also by neighborhood identity and physical separation created by major pieces of infrastructure or variations in land use. The goal was to analyze districts and neighborhoods in their entirety, not on the basis of parcel-level or block-level conditions. Previous mappings of the city including the Citys Detroit Works Project Short Term Actions map and Community Development Advocates of Detroits (CDAD) Strategic Framework mapaggregated data to the block level. While block level analysis is critical to neighborhood-based planning, it is less effective in determining direction for citywide decision making, particular where conditions may vary significantly from block to block as is common in the city today. The Framework Zones map should be understood to work in concert with these and future finer-grain maps: the Framework Zones providing the basis for citywide decision making; the finer grain mapping the basis for individual neighborhood planning efforts. The Framework Zones define four main composite characteristics across the city, and where those characteristics may be found. This composite is defined typically by degrees of overall land and structural vacancy. These include Low-Vacancy, Moderate-Vacancy, High-Vacancy, and Greater Downtown. Greater Downtown stands out distinctly because while it does have considerable land vacancy, its market characteristics remain the strongest in the city, and may incorporate different long-term goals and opportunities. Areas with the highest degree of vacancy represent areas in which the existing residential fabric has been significantly eroded and land is often lying fallow and unused. Transformational approaches to areas with the highest degree of vacant land represent opportunities to dramatically improve the quality of life for those who currently live there, while ensuring future land use is more productive, ecologically beneficial, and manageable from the standpoint of city systems. In the middle of the Framework Zones spectrum are the moderate-vacancy areas. These areas represent both the largest overall land area and largest population of the framework zones. They also represent degrees of vacancy and market condition that range considerably across their geographies, posing challenges to stabilization and long-term land use transformation. In many ways, these are the areas that tell the most compelling stories of the citys growth, losses, and resilience: It is in these areas where the most innovative land use strategies can stabilize residential neighborhoods and define new types of neighborhoods to seamlessly integrate landscape and neighborhood. The areas of lowest vacancy are neighborhoods that have historically been stable in terms of population and housing values, making them more competitive with their regional counterparts. Similar to the areas of moderate-vacancy, these neighborhoods continue to house a large percentage the citys population. With the deployment of near-term strategies that help to stabilize the housing market, forestall the rate of foreclosures and maintain improvement levels of neighborhood appearance and public safety, these neighborhoods can offer some of the best traditional urban housing options in the region. The range of conditions found throughout Detroit provides the opportunity for creative reinvention of this land while simultaneously aligning scarce resources to have the greatest effect. Each Framework Zone should be seen in terms of its opportunity, with the differences lying only in the range of strategies available to achieve transformation.
ForD
fRAMEWORk ZONEs
mICH IGAN
HIGH-VACANCY INDUSTrIAl lAND USE STrENGTH INDUSTrIAl lAND USE CHANGE mAJor PArkS CEmETErY
The Framework Zones map was developed from thorough research and analysis of the citys physical and market conditions. The composite mapping is framed around degrees of existing and anticipated vacancy throughout the city. The Detroit works Project Short Term Actions used similar criteria in the development of their city-wide mapping.
ANAlYSES THAT INFlUENCED THE FrAmEwork For DECISIoN-mAkING rESIDENTIAl PHYSICAl CoNDITIoN ANAlYSIS
Evaluation of prevailing physical conditions and household occupancy trends in residential areas across the city, identifying areas sharing common characteristics to inform decision making and strategy. Percent change in households 2000-2010; vacant land; vacant housing; housing condition
w. JEF
DESCrIPTIoN
INDICATorS
ImPlementatIOn aCtIOns
1 2 Establish framework zones and future land use maps as the basis for public, private, and philanthropic investment. Base land use decisions on the fundamental physical and market conditions of the city: low-vacancy, moderate-vacancy, high-vacancy, and Greater Downtown areas. Update framework zones map on a 5 year basis to reflect changes to physical and market conditions.
SoUrCES
Detroit Planning and Development Department; The Reinvestment Fund; Hamilton Anderson Associates
loCATIoNS
GReateR dOwntOwn
GrEATEr DowNTowN
lOw-VaCanCY
low-VACANCY 1 low-VACANCY 2
mOdeRate-VaCanCY
moDErATE-VACANCY 1 moDErATE-VACANCY 2
1 2 4 mIlES
hIGh-VaCanCY
HIGH-VACANCY
1 2
4 mIlES
ExAmPlE ArEA
PoPUlATIoN: 254,260
7%
PoPUlATIoN: 318,140
22% 26%
PoPUlATIoN: 88,255
56%
PoPUlATIoN: N/A
44%
PoPUlATIoN: N/A
47%
15% Po
33% oF CITY
30% 39%
17% oF CITY
21%
14%
21%
16%
HoUSING VACANCY
lAND ArEA
HoUSING VACANCY
lAND ArEA
HoUSING VACANCY
lAND ArEA
HoUSING VACANCY
lAND ArEA
Low-VaCanCy 1 neighborhoods have very low land and building vacancy. They also have the strongest residential markets relative to the rest of the city. Despite falling market values, they have maintained steady demand, accounting for their low-vacancy rates. Relative to the rest of the city they have had lower rates of home foreclosure. They include many of the citys historic districts. Low-VaCanCy 2 neighborhoods have low land
and building vacancy and by all appearances retain their identity as intact traditional residential neighborhoods. However, the residential markets in these areas have shown elevated rates of home vacancy as well as high rates of home foreclosure. Falling home values and weakening demand have made them vulnerable to future depopulation and increased vacancy.
Moderate-VaCanCy 1 neighborhoods have moderate land and building vacancy. The traditional residential fabric in these neighborhoods is punctuated by interspersed vacant land and buildings. Market conditions in most instances are weak, showing vulnerability with low demand and high foreclosure rates. Many Moderate-Vacancy 1 areas, due to their proximity to Low-Vacancy neighborhoods, show greater potential for stabilization than Moderate-Vacancy 2 areas. Moderate-VaCanCy 2 neighborhoods show
an extreme variation of vacancy conditions from moderate to high. As a result, many ModerateVacancy 2 areas are on the verge of losing their largely residential character. These areas have weak residential markets with very low demand and high foreclosure rates. They tend to be located adjacent to areas of High-Vacancy.
*Note: Vacant land was coded in the Industrial land survey as 1) vacant site; abandoned or 2) vacant site; empty
1.
2.
3.
4.
NEIGHBorHooD CENTEr
110
DISTrICT CENTEr
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lIVE+mAkE
suPPORt a netwORk Of new and eXIstInG neIGhbORhOOd tYPes b LAND USE TYPOLOGIES
111 the land use element : the ImaGe Of the CItY
Land use typologies comprise the building blocks for the future land use map. They provide the vision and strategic direction for specific districts and neighborhoods throughout the city, while simultaneously addressing the existing and anticipated land use conditions presented within the Framework Zones. The three major categories of land use typologiesNeighborhoods, Industrial, and Landscape work together within the Framework Zones to guide strategic decision making that contributes to a more sustainable city and improves quality of life for residents. 5. 6. 7. 8.
indUstriaL tyPoLogies. The proposed industrial typologies recognize that Detroit's economic and productive uses vary significantly in terms of their scale, intensity, and impacts. The amount of vacant land around many industrial areas also provides unique design opportunities that are integrated into the typologies.
Modern industrial activity is essential to Detroit's economic growth but it needs to be carefully planned to maximize the use of existing land and infrastructure while creating an attractive and healthy environment for both businesses and adjacent neighborhoods. This includes an opportunity to establish a new era for making things in the city, with cleaner, more sustainable measures that support research, cultivation, assembly, and artisanal uses. Detroits market for industrial land and real estate is unique in several ways when compared to the markets for other typologies. Users often choose their space and location based on purely pragmatic criteria such as access to transportation infrastructure and workforce, number of loading docks, ceiling clearances, and floor loads. These recognized real estate standards for modern industry need to be accommodated in the design of Detroit's industrial typologies to ensure they are regionally competitive. Proposed industrial activity is categorized into five distinct typologies that outline standards for density and use. A critical consideration for the design of the industrial typologies is the proposed interface between industrial activity and other, nearby non-industrial uses. The Live+Make typology, for instance, is intended to encourage a wide range of uses from small-scale manufacturing to housing and can therefore be designed in the context of existing economic districts and neighborhoods. On the other hand, the Heavy Industrial typology recognizes that some industrial uses require a significant distance and buffering from other uses. The result is a range of typologies that enable the opportunity to either integrate small-scale industrial activity into communities, or buffer higher-impact uses in a way that supports economic activity.
GENErAl INDUSTrIAl
lIGHT INDUSTrIAl
Given the prevalence of high-vacancy neighborhoods and industrial areas with abandoned warehouses, it would seem that the Green Residential and the Live+Make typologies would be . . . particularly beneficial.
neigHborHood tyPoLogies. Detroits neighborhoods must be regionally competitive to retain current residents, attract new residents, and provide the quality of life everyone deserves. Such neighborhoods should not only fulfill multiple resident lifestyle needs, they must also contribute to a neighborhood model that establishes sustainable densities for the city at large. The neighborhood typologies range from recognizable, traditional forms to non-traditional and innovative prototypes that offer opportunities for new mixed-use communities and the integration of residential structures with transformative landscapes. In some instances, such neighborhood development will leverage existing assets to stimulate greater market demand that could support higher density housing types. LandsCaPe tyPoLogies. Not all areas of the city that were historically traditional residential neighborhoods can remain as such. In areas with high levels of vacancy, eroding physical condition, diminished quality of life, and virtually nonexistent market demand, new investment in residential uses cannot be recommended. No resident should be forced to move, however. The Detroit Strategic Framework recommends a range of approaches to serving residents in these areas, while preparing for the transformation of these areas as residential population declines. New and productive land uses in these areas can provide needed jobs to Detroit residents, and allow land that no longer serves a productive purpose to return to a maintained version of its natural state.
These areas can be re-imagined as landscapes for economic growth, infrastructure, and ecology. In each, landscapes provide a unique opportunity to address existing challenges of environmental justice and environmental decline. New landscapes can provide needed jobs to Detroit residents, perform infrastructural functions like capturing stormwater and cleaning air, provide habitat to local wildlife and migrating birds, and decrease maintenance costs. Landscape typologies also include large parks like Belle Isle and Palmer Park, which provide important recreational opportunities and ecological functions for the city and region.
INNoVATIoN EColoGICAl
lArGE PArkS
Image Sources: 1) HAA; 2) HAA; 3,4) marvin Shaouni; 5) HAA; 6) Parkerdr, wikimedia Commons; 7) marvin Shaouni: 8,9) HAA; 10) Connie Johnson; 11) Interface Studio; 12) marvin Shaouni; 13) Suzanne Temple, blogspot.com;14) mike russell
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NEIGHBorHooD CENTEr GrEEN mIxED-rISE TrADITIoNAl mEDIUm TrADITIoNAl low lIVE+mAkE HEAVY INDUSTrIAl UTIlITIES
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The 50-year land use map is built from the land use typologies. There are three major categories of land use typologies: Neighborhoods, Industrial, and landscape. within each of these major categories there is a range of potential typologies, each providing the vision for returning vacant land to productive uses.
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It seems neighborhood centers would most provide whats missing. Theyd bring in needed services and foster community, which is vital to connection, safety, life, and excitement . . . I appreciate adding the green aspects to each for true sustainability, especially buffering the industrial areas.
InnOVatIOn PROduCtIVe
InnOVatIOn eCOlOGICal
laRGe PaRk
The employment districts are needed as soon as possible. The connected transit network is a major concern for all Detroit residents. Innovative landscapes is what is needed in bringing services up to a better degree of living.
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green residentiaL areas illustrate one of the more profound ways in which
Detroit may become a leader in sustainable land use, responding to neighborhood disinvestment and population loss by creating a new urban identity integrated with landscape. The Green Residential typology proposes transformed, landscapebased neighborhoods that transform Detroits vacant and underutilized land into a canvas of green, supporting single- and multi-family residential along with community-maintained recreational spaces, productive landscapes, and blue/green infrastructure.
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distriCt Centers are active, medium-to-high density, mixed-use areas that provide an even split of residential and employment uses. They are typically anchored by a major commercial or institutional employer such as a university or medical center. Residential areas incorporate a mix of housing types from multifamily to townhouse to detached single-family. Multiple medium-density residential neighborhoods typically surround a District Center. District and neighborhood center retail types cater to resident and employee populations. Major civic cultural institutions and public spaces provide regional and neighborhood destinations.
City Center is a dynamic mixed-use environment that functions as the city and
regions core for commercial and service employment. The typology supports dense multi-family apartment and loft residential to maintain a 24/7 mixed-use environment. A mix of retail types caters to its diverse employee, resident, and visitor populations. Major civic public spaces provide regional destinations for events and recreation.
LiVe+MaKe presents another opportunity for Detroit to become a change leader in innovative urban design. Repurposed historic industrial structures and land that fosters a blend of smaller scale, low-impact production activity is combined with a diversity of other land uses. This typology provides a framework for true live-work in Detroit by allowing artisanal and small manufacturing, fabrication, assembly, and workshop uses compatible with housing and retail. The scale of industrial use is relatively fine grained, with a range of overall forms, including occupying multistory, former industrial structures as well the development of new building types. Any adaptive reuse or new construction should be encouraged to have space set aside for productive activities.
"We need to grow more of our own food, clean our air and water through strategic use of plants, produce energy from renewable sources."
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ImPlementatIOn aCtIOns
1 2
Establish land use typologies as the vision for the future city. Reorganize land use around neighborhoods, industry, and landscape.
Large ParKs are traditional large open spaces across the city that provide
recreational opportunities and environmental benefits locally and regionally. This typology includes parks, cemeteries, golf courses, and any other traditional landscapes 4 acres or greater in size. These public spaces are typically managed by the Detroit Recreation Department, but other organizations may contribute to programming and maintenance.
innoVation eCoLogiCaL areas are landscapes of innovation, where ecological development types predominate. Here forests, meadows, and other landscapes develop gradually over time and cost very little (or nothing!) to construct and maintain. Flowering meadows gradually give way to forests, and the changing landscape supports a variety of plant and animal life, including birds like pheasants. These landscapes can develop on their own, or can be guided to different types of desirable landscapes, which may be especially suitable for a particular species, or more appropriate for stormwater management, or a quick-growing forest that shades out tall grasses and prevents them from growing, improving visibility and eliminating need for mowing. A portion of these areas is devoted to blue infrastructures to manage stormwater, and working+productive landscape development types are also found here as a tertiary use, occupying no more than 10% of the land area not allocated to blue infrastructure.
LigHt indUstriaL areas incorporate modern, light industrial uses that provide attractive environments for jobs and are compatible with nearby neighborhoods. They accommodate light industrial business and technology parks, food processing and wholesaling, advanced manufacturing, and research and development facilities on high-value urban land in an attractive, low-impact environment. Design guidelines, performance standards, and a percentage of by-right office uses would provide for an environment competitive with suburban business and technology parks, with the added advantage of proximity to educational and health assets located in the city. Low-impact light industrial users fabricators, wholesalers, and small distributorswould be typical of the market for this typology, which features higher building coverages, urban street patterns, and small or subdivided lots.
generaL indUstriaL areas incorporate the bulk of Detroits non-infrastructural industrial lands. They provide job centers to accommodate a wide range of production and distribution activities, buffered from other uses with blue/green infrastructure. The impact of the activities located here is lower than those found in heavy industrial areas, and many general industrial zones already abut residential neighborhoods. Higher building coverages, large lots, and building footprints and truck circulation areas are found in this zone, which comprises the most appropriate territory for retention and growth of modern industrial facilities. Urban design standards should be employed to achieve the quality business environment required to make these sites more competitive and marketable. Manufacturing, processing, wholesale, and distribution uses with moderate noise, vibration, odor, and traffic impacts would be typical in this zone.
HeaVy indUstriaL districts accommodate high-impact industrial activity isolated from other residential and commercial uses. Low building coverage often lacking enclosed activityaccommodates industrial activity like storage tanks, pipelines, and material yards in this zone. Heavy industrial zones are more permissive of high impacts such as noise, vibration, odor, traffic, and activity in order to provide for functional and secure space in the city required by petrochemical tank farms, refineries, gasification plants, asphalt, and concrete plants. Additional areas for community-serving heavy industrial activities including scrap yards, salvage yards, recycling, waste transfer and heavy equipment maintenance or repairmay be designated within existing industrial districts via a community planning process where necessary.
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7%
commercial
8%
parks
10%
institutional
4%
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22%
traditional neighborhoods
22%
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29%
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15%
industrial
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TrADITIoNAl mEDIUm DENSITY TrADITIoNAl low DENSITY lIVE+mAkE HEAVY INDUSTrIAl UTIlITIES
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The 50-year land use map reflects the long-term vision for a city of diverse neighborhoods, employment districts, and productive landscapes.
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INDUSTrIAl BUFFEr
While the Framework Zones map provides a framework for decision making based on the physical and market conditions of the city, and the land use typologies provide the vision for how land and neighborhoods should evolve to improve quality of life, development types provide the range of possible developments within the city. These development types work within the framework zones and the land use typologies to help guide investment and development to the most appropriate areas of the city. There are four major categories of development types: Residential, Commercial/ Retail, Industrial, and Landscape. Within each of these major categories is a wide range of possible development types. Each land use typology is made up of a combination of possible development types. For instance, within High-Vacancy areas, there are only a limited number of allowable land use typologies. These typologies consist of a wide array of primarily landscape-based development types. However given the physical and market conditions described in High-Vacancy areas and the land use vision described in the range of High-Vacancy typologies, future residential or commercial uses would be excluded from future development. The matrix on the following pages reflects the reality that although not all forms of investment can occur in all parts of the city, all parts of the city will need some form of investment to achieve its land use potential. Development types provide the range of development allowed within a given land use typology. The land use typologies provide the vision for how land is to be redeveloped. The framework zones situate the land use typologies to steer development to the most appropriate parts of the city. This nesting becomes the basis of recommended future zoning ordinance revisions.
management and quality amenities for residents. Carbon forest and industrial buffer development types can help cleanse the air around major areas of pollution. Research plots, urban farms, aquaculture, and energy field development types can help return vacant land to productive uses and provide needed jobs for Detroit residents. Event landscapes and artscapes can help establish Detroit as an international destination for arts and culture around its creative use of land. Detroits future lies in the opportunity these new and innovative uses provide to transform the citys vacant land for productive and creative purposes.
SmAll rETENTIoN
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ImPlementatIOn aCtIOns
1 2 3 Align framework zones and future land use typologies to determine appropriate locations and types of development across the city. Introduce new and innovative landscape-based development types. Introduce form-based development criteria.
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INNoVATIoN EColoGICAl
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CANADA
CReate a new and dIVeRse OPen sPaCe sYstem fOR the CItY d CONNECTING AND ADDING TO EXISTING OPEN SPACE
ComBINED SEwAGE ArEA SEPArATE SEwAGE ArEA STorm SEwEr ArEA mAIN PIPES
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PArk DETroIT
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need For new Kinds oF LandsCaPes. The city and its residents have needs
that must be met for healthy neighborhoods, convenient access to recreation opportunities, and affordable and reliable city services. Traditional open spaces, infrastructure services, and remediation techniques are too expensive to maintain. Given all this, there is a need to find unconventional strategies: to reduce burdens on existing infrastructure networks so they cost less to operate and maintain; to provide new, hybridized types of recreation areas that cost less to maintain; and
Detroit's largest open spaces are currently large parks, which link to a regional park network.
DwSD operates a regional stormwater/sewage system that covers a 946 sq mile area.
Some uses are illegal. Other uses, like events, require multiple, costly permissions and licenses to sponsor. Organizations have limited funding and budgets. Projects are often undertaken independently; there is no unified vision (inefficient use of limited resources). Uncertainties due to soil contamination, regulatory questions, and other factors impede projects. A unified vision for a diverse range of open spaces coupled with regulatory changes can transform Detroit into a 21st century sustainable city.
to put vacant land to productive use, and to improve the health of the city, its residents, and its ecosystem. Landscapes and landscape strategies can tackle many of these challenges, and address resident concerns. New open space networks capture and clean stormwater, improve air quality, provide diverse recreation opportunities, provide habitat for local wildlife and migrating birds, clean contaminated soil and improve environmental conditions, and structure sustainable urban design and give new identity to Detroit.
mN
CANADA
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We need to transform the city of Detroit into a cleaner, healthier, safer environment.
There is no one idea for repurposing the open space in the city. Urban farming, successional landscapes, productive water/rainscapes, buffer zones between neighborhoodsall of them offer promise.
Detroit sits at the intersection of the Atlantic and mississippi flyways, key migration paths for birds that stretch across North America.
michigan, including Detroit, sits within the Great lakes watershed. The ecological issues facing the Great lakes Basin include: land runoff, coastal development & loss of habitat, invasive species, toxic chemicals, climate change, fishing pressure, and water withdrawals.
Many of these ideas arent new; innovative solutions are already underway in Detroit, but face challenges:
Landscape changes alone will not completely address the health challenges. We need to look at policies as well as additional innovative opportunities (i.e., using schools as recreational opportunities).
Use vacant land for managing water that comes through rainfall (stormwater management) in a systematic and planned manner. The City could identify all those lowlying vacant parcels in the city and integrate that information into a comprehensive stormwater management plan.
Support urban agriculture (small-scale, organic, community/ locally driven) through city policies and zoning.
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to productive use. Productive is used in a very broad sense: These landscapes provide a wide range of benefits:
Meadows and forests that provide habitat and other environmental benefits
Landscapes that generate new knowledge, grow energy and food, and create new urban experiences
temporary landscapes that clean soil and enable new forms of social life and creative displays
Future open space networks in Detroit include both larger landscape typologies and landscape development types integrated within neighborhoods. Landscape typologies each include a variety of different kinds of landscape development types.
support city infrastructure systems, including stormwater/wastewater, energy, roads/ transportation, and waste. Carbon forests along freeways clean air; stormwater boulevards along the citys historic axial roads clean water; industrial buffers mitigate the environmental and public health effects of industry.
Playground Neighborhood park Sports field Regional park Cemetery (Existing) Plaza Recreation center Trails / greenway Urban garden Farmers market
Nature park Industrial nature park Rapid reforestation Successional road Roads to rivers
Large lake Smaller retention pond Infiltration park Swales and infiltration medians Roadside pond (along wide roads) Green industry buffer Carbon forest
Research landscape Urban farm Aquaculture and hydroponics Algae-culture Energy field or forest Homestead Campground
LandsCaPes For neigHborHoods. Small-scale playlots, urban gardens, remediation meadows, and blue infrastructure repurpose vacant lots in neighborhoods. These landscapes provide recreation opportunities, grow fresh fruits and vegetables, clean soil and capture stormwater, increase property values, and improve a sense of community. LandsCaPes as reCreationaL and eCoLogiCaL networKs. Anchored by regional
PIlOt PROJeCt
PIlOt PROJeCt
parks and linked by greenways, this network builds off existing, traditional parks, sports fields, and recreation centers, and adds new kinds of parks that cost less to operate and maintain. Additional recreation opportunities like hiking, mountain biking, and bird watching are found with blue and green corridors and larger ecological areas.
eCOlOGICal landsCaPe
tRansItIOnal landsCaPe
ProdUCtiVe LandsCaPes as Urban CataLyst. All of these landscapes put vacant land
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a new systeM oF diVerse Kinds oF oPen sPaCe. A new system of innovative landscapes creates a new
the land use element : the ImaGe Of the CItY
framework for civic life, reshapes perceptions of Detroit, and creates a new green (and blue) city identity. These landscapes include traditional landscapes like parks of many sizes, but importantly expand the range of landscape typologies to include blue + green corridors, large-scale blue infrastructure, and larger areas for innovation, such as the following: Innovative productive includes urban farms greenhouses, managed forests, and aquaculture facilities; research plots; deconstruction sites; and other active uses. Innovative ecological includes meadows, forests, marshes, and other landscapes. Complementing these larger uses, smaller-scale landscape development types include urban gardens, neighborhood parks, remediation plots, event-scapes, urban meadows, and smaller blue infrastructures.
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A whole series of parks and cultural facilities in the Ruhr Region, Germany, including Landschaftspark, are conversions of very large industrial sites to new usesregional scale planning relevant in terms of its contemporary thinking on ecology and re-use.
INDUSTrIAl BUFFEr DISPErSED GrEEN lANDSCAPE DISPErSED BlUE INFrASTrUCTUrE lArGE PArkS
PReCedents
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Emscher Parks, Ruhr Region, Germany Nature Park Sdgelnde, Berlin, Germany Emerald Necklace, Boston Sweetwater Farms, Milwaukee, WI Salamonie Reservoir, Monument City, IN Point Fraser Wetland, Perth, Australia
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PIlOt PROJeCts
Future open space networks in Detroit include both larger landscape typologies and landscape development types integrated within neighborhoods. landscape typologies each include a variety of different kinds of landscape development types. 1 2 Urban Agriculture (Medium Scale) Innovative Forest Creation
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EmERALD NECKLACE
Olmstead designed network of parks in Boston combines recreational parks, infrastructures (flood control, light rail), and parkways that restructured the city. Also serves ecological/habitat purposes. Image Source: Emerald Necklace Conservancy
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In Monument City, IN, the Army Corps of Engineers currently uses the reservoir for flood control and stormwater runoff collection. Camping, boating, fishing, swimming, hiking, and picnicking occur throughout the park. Image Source: www.in.gov/dnr/public/mayjuno
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The Sweetwater urban farm in Milwaukee, WI reuses a former industrial building for fish and vegetable production. The farm uses a threetiered, bio-intensive, simulated wetland. In the recirculating systems, the fish waste acts as natural fertilizer for plant growth, and the plants act as a water filter. Image Source: www.offermation.com
7%
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other land uses
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There are many elements to the citys current park and recreation system, and over time as populations have shifted they have become misaligned with current trends. Compounding that due to budget constraints, many parks are currently only being maintained on a limited basis, with no garbage pickup or grass cutting.
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The future open space network for Detroit will consist of a series of interlinked elements. These will not only include traditional parks but a series of newly repurposed parks, blue and green infrastructure, and large scale landscape typologies.
CArBoN ForEST
HIGHwAY
CArBoN ForEST
500'
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AUTo-orIENTED SETBACk
TrADITIoNAl
a new networK oF MULti-Use, MULtiModaL Corridors connects employment centers to neighborhood districts, allows for new bicycle routes and bus rapid transit corridors, reinforces economic and neighborhood centers, and provides a range of infrastructural services through sustainable blue and green infrastructures. This network radically reconsiders the idea that all boulevards have retail and commercial space all along them, as this is neither economically sustainable nor necessary. Newly revamped corridors are multi-use and multimodal; they improve efficiency, quality, and character; and they respond sensitively to their newly revamped surrounding contexts.
BIkE PATH, BlUE / GrEEN INFrASTrUCTUrE, HoV / BUS, or PArkING PEDESTrIAN TrAFFIC or BlUE / GrEEN INFrASTrUCTUrE DEDICATED BUS TrANSIT AUTo (Two lANES)
HigHways are the primary regional, state, and national circulation routes for personal vehicles and freight transportation. Due to the speeds, congestion, and pollution generated on the citys freeways, strategies, such as carbon forest planting, will need to be deployed to mitigate negative environmental impacts on neighborhoods. arteriaLs include the citys radial boulevards and provide the spine for a larger regional rapid transit system. Many of these roads are currently oversized relative to the amount of traffic they carry. The oversized nature of the arterial roads and adjacent underutilized/vacant commercial land provides the opportunity for both blue infrastructure inside and outside of the public right-of-way, as well as integration of multiple modes of transit to support complete streets. These have also been the sites for continual commercial use. Other land uses, including residential development, should now be developed along these roads. Given the transit-oriented development opportunities around a regional rapid transit system, key nodes are identified for economic development opportunities. Major tHoroUgHFares include the Mile roads, Warren, and Vernor, among others. These roads provide opportunity for major crosstown transit connections, as well as future commercial or residential development adjacent to low-vacancy neighborhoods or blue infrastructure in higher-vacancy areas. LoCaL roads typically serve residential areas and feed the citys thoroughfares and arterials. In areas of high-vacancy, local roads provide the opportunity for rubbelzation to assist with stormwater run-off or decommissioning in areas that have been completely depopulated and do not feed thoroughfares from populated areas.
To function as a corridor, each road type must serve some combination of three productive uses: transportation network, adjacent development (not only commercial, but also residential and other types of use), and capacity for blue or green infrastructure inside or outside the right-of-way.
PEDESTrIAN TrAFFIC
BlUE+GrEEN: SwAlE
ImPlementatIOn aCtIOns
1 2 3 4 Develop tiered transit network that ties into regional system. Incorporate multi-modal transit design into all street improvements. Focus commercial development in walkable nodes or auto-oriented strips based on physical/market conditions and future land use vision. Introduce blue and green infrastructure as integral to corridor development.
eaRlY aCtIOns
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M-1 Rail Streetcar Project Regional Transit Authority Contiguous Greenway System Neighborhood Pop-up Retail DWSD Blue Infrastructure Projects
AUTo-orIENTED SETBACk
TrADITIoNAl
PIlOt PROJeCts
rESIDENTIAl oPTIoNAl BlUE / GrEEN INFrASTrUCTUrE: CArBoN ForEST PEDESTrIAN TrAFFIC or BlUE / GrEEN INFrASTrUCTUrE BIkE PATH, BlUE / GrEEN INFrASTrUCTUrE, HoV / BUS, or PArkING BIkE PATH, BlUE / GrEEN INFrASTrUCTUrE, HoV / BUS, or PArkING UPGrADE / mAINTAIN, rENEw / mAINTAIN, rEDUCE/mAINTAIN, or rEPUrPoSE, rEPlACE or DECommISSIoN UPGrADE / mAINTAIN, rENEw / mAINTAIN, rEDUCE/mAINTAIN, or rEPUrPoSE, rEPlACE or DECommISSIoN oPTIoNAl BlUE / GrEEN INFrASTrUCTUrE PEDESTrIAN TrAFFIC BlUE / GrEEN: SwAlE AUTo (Two lANES) rESIDENTIAl
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Cross sections of the four major road types show potential configurations for transit, non-motorized and blue/green infrastructure in support of creating complete streets.
eaRlY aCtIOn
Tier 1 BrT routes comprise a network of either dedicated center or side running, high speed connections to regional employment centers.
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detROIt futuRe CItY | deCembeR 2012
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Tier 2 Crosstown routes run in traffic and connect neighborhoods to Tier 1 BrT routes.
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light rail is a slower speed, side-running transit mode that makes more frequent stops. It is only proposed in the Greater Downtown.
The transit network map establishes Detroit at the center of a new tiered regional system.
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retail
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CoMMerCiaL Corridors: ProViding a new MiX oF Land Uses. Detroit has an excess of commercially
mixed use commercial nodes are reserved for City and District Center typologies where there is the greatest potential market for mixed use development.
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detROIt futuRe CItY | deCembeR 2012
zoned land along its arterials and major thoroughfares. Much of the land zoned for commercial use is autooriented, allowing for large areas of parking between buildings and creating a generally hostile environment for pedestrians. It is estimated that 36% of Detroits commercially zoned land is currently vacant, and the overall quality of the retail that is serving residents has declined. Although much of this land must be rezoned and repurposed for a range of new productive land uses, the commercial retail needs of the city still must be addressed. Because retail tends to follow residential density and development, the Detroit Strategic Framework aligns the most appropriate commercial retail development types within a corresponding neighborhood typology that increases the chances for sustainability. The proposed commercial corridor map recommends an overall reduction of the amount of commercially zoned land, principally located along arterials and major thoroughfares. These lands would be rezoned to allow for a broader range of land uses and development types, including residential and blue and green infrastructure. The Framework recommends clustering commercial development primarily in centers along arterials and thoroughfares with major transit routes. New commercial development within Neighborhood Center, District Center, and City Center typologies should be designed for pedestrians. Retail along major thoroughfares outside of these neighborhood typologies may be a combination of auto- and pedestrian-oriented. Major sites at highdensity transit nodes are excellent opportunities for larger-scale retail development (big-box or lifestyle-center types of retail). Several different commercial retail development types would be allowable within this framework. As introduced earlier in this chapter (page 120), these development types include the following:
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retail
retail
Traditional commercial nodes are used in the Neighborhood Center typology and provide neighborhood amenities in a pedestrian-oriented environment.
traditionaL retaiL This development type is generally characterized by buildings on small lots, one or two stories
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in height and built directly up to the street front property line. Traditional retail usually occurs in a linear pattern along several blocks of a corridor, or in a more nodal pattern, clustered closely around one or two key street intersections.
MiXed Use retaiL This retail develop is similar to traditional retail in that it can also be found to exist continuously along corridors or clustered as a node at key intersections. The buildings, often two to five stories in height, have larger building footprints, accommodate a mix of upper-floor residential or commercial uses. aUto-oriented retaiL striP This development type took root in cities as populations began living further
apart, requiring more use of personal automobiles for daily activities. Retailing adjusted to this shift by developing in-line stores set back from the street to easily accommodate parking for shoppers. Given the car culture of the Detroit region, this type of retail development is here to stay. As such, new design guidelines are encouraged to make these developments more pedestrian friendly and respond better to existing community character, including reducing parking requirements and creating landscaped separation between cars and pedestrians.
auto-oriented retail
auto-oriented retail
landscaping or swale
landscaping or swale
big-boX retaiL and LiFestyLe Centers These mega-retail development types are appropriate for largescale sites that can adequately accommodate on-site parking. In some instances, big-box development, can be combined into a mixed-use retail and residential development. Downtowns across the country are transforming large former office buildings into mixed-use projects that include well-known big-box retailers such as Target or Bed Bath & Beyond, or grocery stores like Trader Joes, with residential living above. This type of retail is well suited for transit-oriented development sites that take advantage of residential and employment populations.
swale
parking
pedestrian
bike lane
swale
bike lane
pedestrian
parking
Auto-oriented strip is used along major thoroughfares and is designed to meet the needs of the automobile while creating separation for pedestrians and non-motorized users.
36%
vacant commercial parcels
83%
multi-use parcels
VAN DYkE
VAN DYkE
TIo
GrA
TElEGrAPH
TElEGrAPH
8 mIlE
8 mIlE
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GrA
GrA
TIo
oD wo wA rD
oD wo wA rD
ND
rIV
Er
GrA
ND
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rIV Er
E. JE
FFEr
SoN E. JE
FFEr
SoN
ForD
ForD
mICH
IGAN
leGend
oCCUPIED CommErCIAl PArCEl VACANT CommErCIAl PArCEl
mICH
IGAN
leGend
mUlTI-USE STrIP : TrADITIoNAl mEDIUm DENSITY mUlTI-USE STrIP: GrEEN rESIDENTIAl lIFESTYlE CENTEr / BIG Box NoDE TrADITIoNAl rESIDENTIAl GrEEN rESIDENTIAl
FErSo N
FErSo
TrADITIoNAl NoDE TrADITIoNAl STrIP mIxED USE NoDE mIxED USE STrIP
w. JEF
For T
Sources: Detroit Planning & Development Department, wayne State University Department of Urban Studies & Planning
1 2 4 mIlES
Source: DwPlTP Planning Team Detroit has an excess of vacant or underutilized commercially zoned land that could be repurposed for new productive land uses.
1 2 4 mIlES
w. JEF
For T
The commercial corridors map proposes reducing the overall amount of commercially zoned land in the city and clustering new commercial development in nodes connected along major transit routes and thoroughfares.
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Corridors For 21st CentUry inFrastrUCtUre. Given the excess vehicular capacity within the rightof-way and the vast amount of vacant commercial land adjacent to the right-of-way, land should be prioritized for the development of new blue and green infrastructure. Blue infrastructure should be fully integrated into a multimodal street section and create an amenity for pedestrians, cyclists, and drivers. Green infrastructure should be implemented along all major highways in the city to improve air quality within Detroits neighborhoods. By planting trees on vacant land within 500 of the highway right-of-way, the carbon forest will act to absorb CO2 emissions from automobiles and prevent pollutants from reaching adjacent residents. Simultaneously, carbon forests will act as a visual amenity for passing traffic in areas along the highway that frequently have some of the citys highest levels of vacancy.
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VAN DYkE
swale
swale
Blue infrastructure may be introduced where there is excess capacity within the right-of-way.
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TElEGrAPH
GrA
TIo
PIlOt PROJeCt
detROIt futuRe CItY | deCembeR 2012
STORmWATER BOULEvARD
In partnership with DWSD and SEMCOG, convert short segment of arterial road to stormwater blvd. Narrow the road, install swales and bicycle lanes, and construct retention ponds on adjacent vacant, publicly owned land. Image Source: inlandbays.org
pedestrian bike auto (two lanes) traffic lane auto (two lanes) bike pedestrian lane traffic
8 mIlE
GrA
ND
rIV
Er
small retention
median
small retention
E. JE
FFEr
SoN
Blue infrastructure outside the right-of-way is best suited for Green residential and landscape typologies.
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CaRbOn fORest
ForD
CARBON FOREST
Linear installation of carbon forest pilot along existing highway. The project should also include short and long-term monitoring, which could be handled by volunteer/ professional/academic advisor Image Source: Bobak Ha'Eri, wikimedia Commons
carbon forest carbon forest
roAD wITH mEDIANPoTENTIAl To CoNVErT For ENHANCED INFIlTrATIoN roAD wITH mEDIANlITTlE PoTENTIAl To CoNVErT For INFIlTrATIoN wIDE roADPoTENTIAl To NArrow AND INSTAll SwAlES
N FErSo
500'
highway
500'
For
Carbon forest proposes a 500' separation between highways and neighborhoods. Planting area includes embankments and vacant parcels.
This map indicates the appropriate locations for carbon forests to remediate the effects of pollution from highways. It also indicates locations where blue infrastructure may be most suitably integrated inside and outside of the right-of-way along arterials and major thoroughfares.
w. JEF
wo oDw ArD
Introduce new and innovative land use typologies in high-vacancy residential and industrial areas Introduce green buffers to mitigate the effects of highway and industrial pollutants Introduce new blue infrastructure to address stormwater management issues
enaCt InnOVatIVe ReGulatORY RefORm f ChANGING ThE PARADIGm OF PLANNING FOR DETROIT
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a new aPProaCH to tHe FUtUre Land Use MaP. Land use change does not
happen in a day or even a year, but is incremental over the course of years and decades. The preparation and adoption of a Future Land Use Map must be done in recognition of this, as well as with an understanding that changing land use requires many different, coordinated actions and investments. Most city planning frameworks produce a single long-range map, projecting a growth pattern 20, 30, or 50 years out, leaving the average resident or investor to speculate about what change might look like during in the intervening years. Rather than a singular map, the Detroit Strategic Framework instead proposes that 10-year milestones for growth should be documented to both assess progress and adjust strategies based on the evolution of the city. The future land use maps developed for the Detroit Strategic Framework represent the aspirational goals laid out in the Horizons: Stabilize and Improve (10-year), Sustain (20-year), and Transform (50-year). The 10-year land use map is built on the existing and anticipated vacancy conditions of the Framework Zones map, and lays out the initial steps to stabilize neighborhoods and establish a long-term trajectory for sustainable growth. Critical components of the plan include establishing the seven employment districts and a tiered transit hierarchy, stimulating market demand in strategic neighborhoods, and reducing blight and introducing landscapebased productive land uses to stabilize population decline. The 20-year land use map builds on the 10-year map, identifying areas to increase population density, but also allocating additional land to be repurposed for landscape-based reuse. By the 20-year horizon, city systems should be upgraded, renewed, reduced, or decommissioned to support target population densities
Extend targeted population growth to mixed-use centers outside of the Greater Downtown Identify areas for strategic growth of traditional neighborhoods around key assets (such as universities) , adjacencies (such as strong surrounding communities) and arriving populations (such as growing immigrant populations) Continue ongoing stabilization and reconfiguration efforts in areas experiencing shifts in population or increased land and housing vacancy
fUtURE LAND UsE MAP 20-YEAR LAND UsE PLAN
Introduce Green Mixed-Rise residential development adjacent to parks, rivers and natural amenities Expand new and innovative land use typologies in areas of high-vacancy Expand use of carbon forest and industrial buffers Expand blue infrastructure in networked system of stormwater management
The 50-year land use map represents the completed vision for land use transformation. The city is comprised of a diverse range of neighborhood types, each with a unique identity and structured to accommodate sustainable densities. Strategic districts and neighborhoods are established to receive future population growth in a rapidly urbanizing nation and world. Through the growth of the employment districts, the ratio of residents to jobs is fiscally sustainable at 2 to 1. The citys identity is internationally recognized for its integration of landscape and urban form as a 21st century model of industrial reinvention and environmental sustainability.
wHy does Land Use PoLiCy and regULation Matter? Change in a city
takes place over time. It is organic and influenced by many people and businesses making decisions every day that affect the landscape of the city, but it is also prescribed through laws, codes, and regulations designed to protect the public good, maximize public benefit, and allow for the creation of both public and private value. Planning for and administering this change is the role of city planning departments, who use the tools of future land use plans, comprehensive citywide plans, neighborhood plans, and zoning to affect and guide change. These tools help steer a citywide vision for future development, and are fundamental to implementing the recommendations of the Detroit Strategic Framework.
Expand Green Mixed-Rise residential development adjacent to parks, rivers, and natural amenities
Complete blue and green infrastructure development
across the city. The employment districts should be fully defined and connected through a regional and citywide transit system. A new environmentally sustainable open space network comprised of blue infrastructure, green industrial and highway buffers, and alternative productive land uses should be fully established within the fabric of the city.
Two documents specifically lay out the legal framework for citywide policy and regulation, and must be prioritized for alignment with the Strategic Framework: the Citys Master Plan of Policies (MPP) and the City Zoning Ordinance. Additionally, there exists an array of city, regional, and state policy and regulatory documents that also inform and guide the citys growth, including these: City Green Infrastructure and Sustainable Technologies Report and Plan Planning and Development Department Strategic Plan Detroit Water and Sewerage Department Stormwater Management Plan Detroit Public Works Department Solid Waste Plan City Capital Agenda and Budget Detroit Economic Growth Corporation Strategic Plans SEMCOG Transportation Improvement Plan Michigan State Housing Development Authority Qualified Application Plan Michigan Department of Natural Resources Urban Initiatives program State Strategic Plan Michigan Economic Development Corporation strategic plans Each of these must be amended to recognize the recommendations of the Detroit Strategic Framework in order to establish a fully aligned and coordinated city, regional, and state approach to the citys long-term transformation.
neigHborHood PLanning reForM: tHe detroit strategiC FraMeworK's reLationsHiP to neigHborHood PLanning. Neighborhood planning efforts
can help to land more specific strategies on the ground, meeting the more specific needs of local communitiesall within the Strategic Framework neighborhood typologies. The Detroit Strategic Framework recognizes the importance of neighborhood-based planning, as represented by efforts such as those of the Lower Eastside Action Plan (LEAP) and similar Community Development Advocates of Detroit (CDAD) Strategic Framework projects, and believe this type of neighborhood planning will play a critical role in developing the future vision for Detroits neighborhoods. We maintain that all parts of city will need some form of investment to achieve their potential. The Detroit Strategic Framework provides the parameters within which to focus that investment before more specific, on-theground actions are implemented through a neighborhood-based planning process. The Detroit Strategic Framework holds the potential to bridge citywide and neighborhood planning initiatives and leverage the support of the public, private, and philanthropic communities to better realize common goals across multiple scales of planning.
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a Master PLan oF PoLiCies tHat aCCePts a sMaLLer PoPULation, Larger eConoMy, and new Land Uses. The citys current Master Plan of
Policies does not adequately acknowledge the citys permanent population decline and increased vacancy. Recognition of these pervasive conditions requires the citys land use policy and regulatory frameworks to introduce new land uses that can repurpose todays vacant land into new productive uses that contribute to long-term economic, social, and environmental sustainability. The Detroit Strategic Framework recommends a series of specific changes to the Master Plan of Policies and the City Zoning Ordinance in order to both recognize the current prevailing conditions of the city and lay out a vision for the future city. They are as follows:
While several zoning districts in the current Zoning Ordinance allow for a mix of uses, only the Special Development (SD) Districts are specifically written to address a mixed-use urban environment. Even then, the application of these districts throughout the city is sporadic. The description of these mixed-use districts needs to be updated to better foster the qualities of a vibrant mixed-use environment with particular attention paid to criteria to encourage transit-oriented development and improved walkability. Application of these mixed-use districts should subsequently inform a revision to the zoning map to recognize mixed-use districts as located on the future land use map. In addition to conventional residential-commercial mixed-use zoning districts, corridor zoning districts should similarly move toward a larger acceptance of a mix of uses. Given the vast quantities of vacant commercially zoned land along corridors, there should be fewer use restrictions placed on land in order to return it to productive use. A new Multi-Use Strip Designation should allow for a wide range of commercial, residential, or blue infrastructure uses to redefine the identities of vacant and underutilized commercial corridors.
1. acknowledge land vacancy in policy and regulatory documents as both a fundamental challenge and opportunity.
Land vacancy poses the fundamental challenge to policy-related land use decisions in Detroit. It is the dominant physical characteristic of many areas of the city and has a profound impact on residents quality of life, as well as the quality of business in Detroit. To this end, the Citys guiding policy and regulatory documents must go much further to address land vacancy as the greatest challenge and opportunity facing the city in the 21st century. The Citys Master Plan of Policies should include a section specifically addressing land vacancy, and all other land use policy-related sections will need to be framed by conditions of vacancy.
4. introduce new land use types and expand mix of use zoning district definitions and applications.
ConneCting to regionaL and state ConteXt: aMending City and state PoLiCy and regULatory gUiding doCUMents. The Detroit
Strategic Frameworks extensive, multi-year, community-based planning effort lays the groundwork for better interagency coordination at all levels of government: city, county, region, and state. The Detroit Strategic Framework provides a singular vision and sets of strategies to help inform policy-guiding documents at multiple levels of local, regional, and state government. Beyond the fundamental alignment of the City's Master Plan of Policies and Zoning Ordinance, to the following local, regional, and state policy and regulatory documents will need to be aligned with the Detroit Strategic Framework recommendations.
Frameworks recommendations into action. While these tools do not drive the pace of development change, having a predictable regulatory framework in place will give the private sector greater confidence in making decisions about investing in the city, now and in the future. An updated Master Plan and Zoning Ordinance will also give community greater confidence that development is following a plan that they had a hand in craftingone that reflects the desires of the city overall and the aspirations for its neighborhoods. The adjacent chart illustrates how the Framework Elements align with the Master Plan of Policy elements and begins to identify the kinds of updates that will be required to bring the MPP in line with the Strategic Framework.
tHe strategiC FraMeworK eLeMent reCoMMendations and tHeir aLignMent witH tHe CUrrent Master PLan oF PoLiCies. The
five planning elements of the Strategic FrameworkEconomic Growth, Land Use, City Systems, Neighborhoods and Land and Buildingsprovide a series of policy and implementation approaches that can be integrated into the public policy and action documents listed on the previous pages. The City of Detroit Master Plan of Policies and Zoning Ordinance are two of the most important tools to help move the
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YOUNGSTOWN 2010
To anticipate remaining a smaller city, Youngstown redesignated 30 percent of its residential land in its 2010 Master Plan revision. Much of this land was reclassified as Industrial Green. Vacant land that had not been previously developed was reclassified as Open Space. However, in the course of rewriting the Zoning Code, much of the residential land that was designated to shift away from residential in the Master Plan remained zoned residential in the Zoning Ordinance. In order to address issues of extreme vacancy, the Zoning Ordinance included a Limited Services Overlay, designed to steer investment away from heavily disinvested areas. This overlay has yet to be applied to any areas of the city.
PReCedent
PReCedent
PReCedent
ThE STRATEGIC FRAmEWORK ELEmENT RECOmmENDATIONS AND ThEIR ALIGNmENT WITh ThE CURRENT mASTER PLAN OF POLICIES.
CITY oF DETroIT mASTEr PlAN oF PolICIES ElEmENTS (mPP) AlIGNmENT wITH DETroIT workS STrATEGIC FrAmEwork PlAN ElEmENTS rECommENDED UPDATES For mASTEr PlAN oF PolICIES
ArTS AND CUlTUrE ECoNomY HEAlTH AND SoCIAl SErVICES INFrASTrUCTUrE PArkS, rECrEATIoN AND oPEN SPACE TrANSPorTATIoN AND moBIlITY
detROIt futuRe CItY | deCembeR 2012
NEIGHBorHooDS lAND USE ECoNomIC GrowTH NEIGHBorHooDS CITY SYSTEmS lAND USE lAND AND BUIlDINGS CITY SYSTEmS lAND USE
Acknowledge and add live+make land use typology and related development types Describe primary and secondary employment districts and economic growth strategies Address role of food systems within the city Address strategic renewal of city systems Include a wider range of landscape-based/open space reuse options Include a wider range of landscape-based/open space reuse options Update Transportation Network map to show tiered city-regional system Update goals to ensure that new development supports land use vision for each typology Add land use definitions for landscape typologies: Innovation Ecological and Innovation Productive Add or modify land use definitions for new neighborhood types: Green residential, Green mixed-rise, live+make Align facilities with neighborhood typologies Incorporate preservation strategies aligned with neighborhood typologies Incorporate intergovernmental strategies reflected in City Systems and land and Buildings Assets elements Update to reflect the importance of reinforcing proposed density patterns through neighborhood typologies and neighborhood element strategies Update Zoning Concepts to expand range of vacant land reuse options beyond agriculture Update to reflect role of community organizations in neighborhood-based planning Update to describe blue and green infrastructure Update to include carbon forest and green buffers Incorporate industrial strategies from Economic Growth chapter Update and expand the range of traditional and innovative neighborhood types Describe commitment to neighborhood-based planning within a larger citywide framework for decision making Update to include a more strategic prioritization of commercial land in nodes and strips matching the land use corridors recommendations Add Vacant land Element specifically addressing approaches to vacancy that includes the Framework Zones; to be updated at five-year intervals Add Public land Element that specifically addresses a strategic and coordinated approach to acquisition/assembly, disposition and maintenance of city-owned property revise future land use map to address Framework Plan recommendations Add new land use typologies and development types per the land Use Element of the Framework Plan Develop phased future land use map at 10-, 20- and 50-year intervals
Phased adOPtIOn Of masteR Plan Of POlICIes and PRIORItIzed zOnInG COde ORdInanCes
Pros:
All public agencies to prioritize the most critical issues that need to be addressed by MPP and zoning revisions, using overlay revisions and individual zoning code additions or revisions. Potentially requires a smaller scale of civic engagement. Revisions are more manageable by a smaller staff. Costs of individual revisions required less funding resource up front.
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ExISTING ElEmENTS
CITY DESIGN
lAND USE NEIGHBorHooDS lAND AND BUIlDINGS lAND USE lAND AND BUIlDINGS CITY SYSTEmS NEIGHBorHooDS lAND USE CIVIC ENGAGEmENT CITY SYSTEmS ECoNomIC GrowTH lAND USE NEIGHBorHooDS lAND USE lAND USE
3. 4. 5. 6.
Cons:
1. 2. Revisions may become piecemeal and detached from a more comprehensive vision. No guarantee the overall amount of time to make all revisions will take less time, in fact, adopting all changes in a phased approach will take longer to complete all changes. Unless the Strategic Framework recommendations are quickly codified, they run the risk of being lost to changing priorities and/or market conditions.
EDUCATIoN AND lIBrArIES HISTorY, lEGACIES AND PrESErVATIoN INTErGoVErNmENTAl AFFAIrS PUBlIC SAFETY ZoNING CoNCEPTS CommUNITY orGANIZATIoNS ENVIroNmENT AND ENErGY INDUSTrIAl CENTErS NEIGHBorHooDS AND HoUSING rETAIl AND loCAl SErVICES ADD VACANT lAND ElEmENT
3.
Cons:
1. Will keep existing land use policies and zoning in place that might contribute to development and investments that conflict with the Strategic Framework over the next two to three years. Stretches already thin staff capacities beyond their ability to manage both near- and long-term planning and development needs. Requires broad political (Mayor and City Council) and community support and therefore, a robust civic engagement process. The community might feel a sense of planning fatigue and not be willing to participate in another two- to three-year planning implementation process. (The key here is that the adoption process must be framed as an implementation action, rather than another planning process). The Detroit Planning and Development Department and City Planning Commission completed a full revision just three years ago, a process that took nearly five years to complete. Unless the Strategic Framework recommendations are quickly codified, they run the risk of being lost to changing priorities and/or market conditions.
2. 3. 4.
4. 5.
5.
6.
NEw ElEmENTS
2.
2. 3. 4.
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RENEWING AND REALIGNING FOR THE NEW DETROIT. From streetlights and utility networks to waste management and transportation, Detroits city systems sustain its residents and businessesbut in turn must be sustained by revenues from these users. Yet population and employment loss, and the resulting loss of revenue and disinvestment, have left Detroiters paying more for less.
Even though Detroits economy is growing in new sectorssuch as information technology, finance, communications, and designthe city will likely continue to lose some population over the next 20 years. Reorganizing the citys systems now is critical to meeting the needs of Detroiters who have been paying and waiting for a better day, as well to match and support the future Detroit of connected, diverse neighborhoods and employment centers that encourage new jobs and new neighbors. The citys government, private utility operators, civic and business leaders, and residents face big decisions about improving services while reducing costs, closing an overwhelming budget gap that has burdened the city for decades, and reshaping an over-scaled, underinvested infrastructure into an efficient, environmentally sustainable set of 21st century systems. If we confront these
clean air and water, can restore environmental balance and improve quality of life and the environment in Detroit and in the entire Great Lakes basin. SHAPING THE CITY TO SUIT REAL NEEDS. The Detroit we now live in was
designed for nearly 2 million people, and the extra capacity in city systems is not only going to waste, it actually creates a drag on services for the current residents. Just as we can find new ways to manage the abundance of land in the city, we can unlock innovations to manage surplus system capacity and reallocate resources to upgrade and maintain core systems, improve service, and heal the environment. Systems renewal will be coordinated with land use change to better relate neighborhoods and employment districts, as well as the systems that serve them.
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The key is to be smart about how and where we locate and reinforce residential areas, employment, and other activities. These decisions must be
balanced with the development Detroit has now, and especially with the knowledge that some residents will continue to live in areas that have high-vacancy. The Strategic Framework foresees how the city can evolve from its present pattern which is spread out and hard to servetoward a city of connected neighborhoods where employment, residences, and activities are all close by, or are connected in an efficient system of high-speed transit routes and green, landscaped boulevards. Some areas of the city that have already moved away from residential land use will be suited for new land uses and development types, including new green infrastructure that works to clean the air and water and support the health of the whole city and region. Services will be scaled to the number of people and uses in each area of the city.
tough decisions now, we can improve the quality of life for Detroiters and put the city back on the path to financial security within 10 years. RECONCILING AND REPLENISHING. Realigning Detroits city systems is not
just important for the sake of efficiency: It is a matter of justice for all. The most economically vulnerable households in Detroit are also the hardest hit by system inefficiencies that harm their health as well as their pocketbooks. In particular, air pollution from industry and car exhaust have contributed to high rates of asthma and other respiratory diseases, especially among children. Transportation holds an important key to creating a socially and economically just Detroit. The Detroit of today is a drivers city, without enough transit or other transportation choices, and with many jobs well beyond the city limits. The very people who need jobs most are left behind, struggling with transit routes that dont connect them to work, or sharing an old car along with all the upkeep. Detroiters who cant afford a car are also cut off from fair access to healthy food, recreation, health care, and a whole range of necessities for a healthy, balanced life. The urgency of addressing environmental degradation and residents quality of life reaches far beyond city limits. Regional economies, transportation, and water and air quality issues connect Detroit to the entire Great Lakes ecosystem. Traditional infrastructures and industry tend to degrade resources, with regional
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Landscape is an opportunity to address Detroits critical environmental issues and public health hazards. In particular, blue and green infrastructures are landscapes that cleanse stormwater and improve air quality, respectively. Traditional infrastructural systems are typically focused on delivering only one service at a time, often at the expense of the environment and public health. By contrast, landscape infrastructures serve many functions by providing habitat, offering recreation opportunities, enhancing transportation options through bicycling and walking, and improving neighborhoods by providing beauty and increasing property valuesall while serving a practical, environmental function such as retaining or cleansing stormwater. Landscape systems typically cost less to build and maintain than conventional infrastructure, creating an economic benefit. Landscape infrastructures offer opportunities for interdisciplinary collaboration across agencies, permitting them share or coordinate personnel and budgets in ways that are not possible for conventional infrastructure projects. These systems will have regional ecological benefits, including improved water quality in the Rouge and Detroit Rivers and Lake Erie, as well as increased and improved habitat for local wildlife and migrating birds.
APPLYING NEW TECHNOLOGY TO EXISTING ROADS. The transportation systemespecially Detroits fixed road networkmust be substantially reconfigured to suit the currently smaller population within the city, and will also have to adapt to suit emerging needs within the city and region. Because Detroit is also central to the support system for a freight hub of national and global significancethe busiest North American commercial border crossing, and a significant freight employer in its own rightthe creation and upgrading of freight routes into and through Detroit need consistent, long-term support. At the same time, residents urgently need more transportation choices beyond driving.
New technologies can be integrated into Detroits transportation network to serve both commercial and personal transportation. Mobile devices (including cell phones) can be used by users and operators to manage on-demand services that match capacity to demand, improving efficiency and allowing smaller fleets to serve the same number of people. Modest adjustments to the existing road network will greatly facilitate the integration of new technology. The very size of Detroits existing roads also offers an opportunity to make change with significantly less disruption than in a fast-growing city.
SYSTEM DIFFERENCES AND INTEGRATION. The five key systems of water, waste,
energy, transportation, and communications each have specific issues arising from their installation and ownership history, as well as their unique technical aspects. A proposed investment approach for each area of the city should be coordinated with land use and should prioritize how systems are upgraded or replaced over time. Although each system has its own peculiarities, coordinating the investments in related systems can provide significant efficiencies across all the systems.
18%
9%
42%
ChARGES FOR SERVICES
PROPERTY TAxES
9%
$336 million decline in property tax revenue from 1950-2005 (60% decline) 2
20% of detroits
7% 6%
OThER
9%
WAGERING TAxES
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32%
average percentage
of annual household income spent on transportation is 32%5
27%
27% of detroits 3000 miles of public
roads are in poor condition6
buses run at 75% capacity during peak hours in detroit. the national average capacity for united states buses during peak time is 105%9
42b
uNACCOuNTED FOR WATER
40%
4.8k
OLYMPIC SIZED SWIMMING POOLS
detroits water system operates at 40% of its overall capacity10 detroits 42 billion gallons
of water classified as unaccounted for water often results from leaks, meter inaccuracies & hydrant use11
was directly discharged into the detroit river in 2011. this is the equivalent to filling 4,800 olympic sized swimming pools 11
80%
1) McKinsey 2010; 2) SEMCOG 2008; 3) HAA, HCI; 4) Happold Consulting, Inc. (HCI); 5) American Community 2010 5-Year, HCI, 6) SEMCOG; 7) The Detroit Free Press; 8) SEMCOG; 9) HCI; 10,11) Detroit Water and Sewerage Department (DWSD); 12) Michigan Department of Environmental Quality; 13) Michigan Department of Community Health; 14) Detroit Alliance for Asthma Awareness
75%
ReAlities
211
28
diabetes
28.6
asthma adults asthma children
900
food insecurity in detroit is estimated to be double the national rate, aPProximately 30%.4
Detroiters have a higher incidences of heart disease, cancer, diabetes, adult and childhood asthma, and elevated blood lead levels within children than the national average. Many health problems are correlated with general lifestyle factors including diet and exercise; others are associated with unfavorable environmental conditions.1
in 2010, the Garden resources ProGram collaborative enGaGed more than 5000 adults and 10,000 youth in more than 1,200 veGetable Gardens - ProducinG more than 160 tons of food!3
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NE DETROIT
7.1
DEARBORN
NORTH DELRAY
Poor air quality along transportation and industrial corridors is responsible for significant human health problems. As a result Detroiters have among the highest rates of asthma and related respiratory diseases nationally. African Americans and the poor are disproportionately affected due to the legacy of racially charged policies that targeted these communities as receivers of new highways, incinerators and industrial activity.
fiscal and economic benefits: reduce maintenance and utility costs, perform roles of traditional systems, create jobs, produce food and other tangible products; create an attractive, unique environment that can draw new businesses to Detroit social benefits: allow for recreation and promote other forms of social life; stabilize neighborhoods by acting as an amenity that helps to increase property values; improve resident health and comfort; provide new uses for and management of currently vacant land; remake the image of the city Landscapes can address environmental justice issues by cleaning contaminated soil, improving air quality, buffering impacts of industry/infrastructure on residents, and reducing the cost of service (by reducing construction and operating costs). In short, landscape can help ensure that environmental burdens are not born disproportionately by Detroits most vulnerable residents, especially people living on modest incomes or in poverty, and children. Landscapes create healthier neighborhoods for all Detroiters, and a new green image for the city.
RIVER ROuGE
Health risks associated with poor air quality are higher in Southwest Detroit. Michigan DNRE conducted two studies to assess air quality and health risk in Detroit (DATI-1 and DATI-2). The map takes into account air quality measurements from 2006-2007, MDNRE DATI-2
19.5% of detroiters have no health insurance coveraGe, while 32.8% use Public health insurance coveraGe.2
Some areas of the city are less healthy to live in than others because of their proximity to environmental hazards. low income and minority residents are disproportionately impacted by environmental hazards.
Data Sources: 1) Michigan Residents Death File 2007, Division of Vital Records & Health Statistics, MIchigan Department of Community Health, Michigan State Occupational Illness Annual Blood Lead Levels 2009, Asthma Initiative of Michigan, Detroit Alliance for Asthma Awareness, Obesity Stats: Detroit Youth Behaviour Survey 2009, Michigan Department of Community Health 2009, 2) Brender ET. AL. 2011 Residential Proximity to Environmental Hazards and Adverse Health Outcomes, Gochfeld and Burger, Disproportionate Exposures in Environmental Justic and Other Populations: The Importance of Outliers 2011, 3) American Community Survey 2010 3 Years, 4) Detroit Food Policy Council Report 2009-2010, 5) Detroit Food Policy Council Report 2009-2010
HEALTH HAZARDS. Detroiters have been harmed by dangerous conditions caused or contributed to by the citys inefficient systems. For example, Detroit has a combined wastewater/stormwater system, and when system flows exceed treatment capacity, untreated combined sewage/stormwater overflows into the Detroit and Rouge Rivers. Detroits wastewater treatment plant is the largest in North America yet cannot handle the stormwater/wastewater flows brought to it during many heavy rain events. These discharges occur at a number of outfall locations along the Detroit and Rouge Rivers, and in 2011, the greatest volumes of diluted (untreated) discharge occurred near downtown.
THE CASE FOR LANDSCAPE. 20th century infrastructures such as highways often divided neighborhoods and degraded environments, but landscape is a new form of infrastructure for the 21st century city that brings people together and functions ecologically.
Landscapes can perform infrastructure functions less expensively than conventional systems. Landscape can be adapted to serve stormwater/wastewater, energy, roads/transportation, and waste infrastructure systems. Blue infrastructures are water-based landscapes like swales, retention ponds, and lakes that capture and clean stormwater, reducing the quantity and improving the quality of water that enters the combined stormwater/sewage system. Reducing water that enters the system will help reduce the frequency and quantity of illegal discharges into the Detroit and Route Rivers. Blue infrastructure provides an active use for vacant land and oversized roads. Converting portions of under-used roads to swales reduces road maintenance costs. Green infrastructures are forest landscapes that improve air quality by capturing air-borne pollutants from industry, vehicular exhaust along interstates, and infrastructure facilities like the Detroit Recovery Facility, which incinerates household waste. Green infrastructure also includes greenways, paths and dedicated lanes for bicycling, walking, and running.
Landscape infrastructure can act as multiple kinds of infrastructure at once; blue and green corridors capture stormwater while working with multimodal transit strategies and plugging into employment centers and retail/commercial nodes. In doing so, landscape systems have benefits that carry far beyond the inherent function they serve. Landscape infrastructures provide a wide range of benefits: environmental benefits: clean air, improve water quality, capture stormwater, clean soil, provide habitat for local wildlife and migrating birds
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The City Systems imperative, WE MuST FOCuS ON SIzING THE NETWORKS FOR A SMALLER pOpuLATION..., was ranked the second-most important of all twelve imperatives. Top city systems strategies recorded from DWp participants included:
We must realign city systems in ways that promote areas of economic potential, encourage thriving communities, and improve environmental and human health conditions.
We must focus on sizing the networks for a smaller population, making them more efficient, more affordable, and better performing.
imPeRAtiVes
WHAT WE LEARNED FROM CIVIC ENGAGEMENT FEEDBACK
system cOORDinAtiOn
wAste
all detroIters able to stream waste
sImply and able to benefIt from IntellIgent re-use of materIals leadIng to cost savIngs for households
INCINERATION OF SEWAGE SLuDGE
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declIne In the number of pressure
drops and system outages at home and at work
PuBLIC SERVICE CHANGES TOWARDS MORE DIRECT AND EFFICIENT WASTE COLLECTION ROuTES IMPROVE THE PHYSICAL CONDITIONS 166
EFFICIENT uSE OF WATER MINIMIzES ENERGY AND STORAGE REQuIRED FOR PuMPING AND TREATMENT SAVING COST
DATA INFRASTRuCTuRE TO OPTIMIzE WATER NETWORK HYDRAuLICS AND DETECT LEAKS IMPROVE THE ENVIRONMENT
INCREASED AVAILABILITY OF INFORMATION SYSTEMS LEADING TO REDuCED TRAVEL TIME AND MORE EFFICIENT TRAVEL
INCREASED AVAILABILITY OF ENERGY SuPPLY AND CONSuMPTION INFORMATION LEADING TO MORE EFFICIENT ENERGY uSE
COST REDUCTION: Many City of Detroit departments and agencies are already undergoing significant reform to address management efficiencies. In some cases, maintenance and renewal cycles have also been lengthened to reduce annual expenditures. More fundamental changes may be required soon. For example, mandated service levels and areas may need to be changed to reflect actual need. Bus service for high-vacancy areas may need to be re-patterned. More broadly, as the pattern and intensity of land use changes, so to must planning, regulatory, and investment decisions change to support the citys new urban form. Closely aligned to this, intervention will be required to realign the physical scale and capacity of networks to match the changed land use patterns. REVENUE RAISING: Direct charges for services and (to a lesser extent) taxation are the primary sources of support for the operation and renewal of systems. Set against Detroits average household incomes and equivalent rates in peer cities, Detroits taxation rates and charges for some services are already very high. Raising rates even further will be less successful than, instead, adopting strategies to increase the number of households in a service area. Examples of such strategies include neighborhood stabilization programs that can attract new residents and increase house values and revenues; or establishment of neighborhood retail centers to retain more spending within the city and raise additional employment and sales taxes.
The strategies set out in this chapter utilize all of these levers. However, a fundamental premise of the Strategic Framework is that raising charges and taxation rates and increasing operational efficiency alone will not sustain Detroits systems. More fundamental realignment is required to adapt to the massive changes that the city has experienced and will experience.
liGhtinG
Improve street securIty and quIcker
response tImes to lamp faIlures
SENSORS TO OPTIMIzE LIGHTING LEVELS & TIMINGS WILL SAVE ENERGY AND IMPROVE SERVICE RELIABILITY
telecOms
faster domestIc data access and
new opportunItIes In creatIve and knowledge-based IndustrIes
Systems diagram showing the major infrastructure systems in Detroit. Potential multi-system interventions are shown and associated quality of life benefits.
tRAnsit
IMPROVED PuBLIC TRANSIT AND NON-MOTORIzED MOBILITY REDuCES ENERGY REQuIRED FOR TRANSIT LOWERING POLLuTION
eneRGy
ACHIEVING CHANGE. No single agency, public or private, can make all the changes necessary to create more sustainable services for the city, including changes governing land use, systems, charging, and taxation. Multiple agencies acting independently are also unlikely to achieve what is needed. Change can only come through a coordinated effort by all systems agenciesboth public and privateto achieve overall viability for the city and its systems through measures that reduce cost and increase revenues.
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Detroits infrastructure renewal strategy addresses the need to allocate limited funds both spatially in the citywhere people work and live right nowand temporally over the next twenty years, to encourage new residents and new business. This will mean upgrading network capacity in priority employment centers and neighborhoods, while reducing capacity where there is little or no demand. All investments must be guided by a clear plan that removes uncertainty around future city development and demonstrates the maximum possible cost savings for each dollar spent up front. Reforming system delivery also means coordinating investment among all of the private and public partners involved, to prevent them from acting without reference to one another, which in turn could prevent them from duplicating efforts or making unnecessary expenditures. It also means being aware of the technical or social constraints and special needs of each particular area, so that restructuring the city is not only cost-effective but also still serves residents needs.
Although the City of Detroit only accounts for 12.9% of the total Detroit Water and Sewerage Department (DWSD) service area, investing in blue infrastructure within Detroit (rather than elsewhere in the region) is a valuable opportunity for the city to emerge as a leader in sustainable water management strategies and technologies; to enjoy the multiple benefits blue infrastructure offers to a city (visual amenities, increased property values, and neighborhood stabilization); to capture funding opportunities that exist regionally (Great Lakes Restoration Initiative funds, and other grants). Additional benefits of blue infrastructure include flood mitigation, improved water quality and stream channel health (better for fish and other aquatic life), and recreational opportunities. Green corridors are proposed as forest buffers that absorb carbon dioxide, particulate matter, and pollutants emitted into the air from vehicular exhaust, industrial uses, or infrastructure facilities. Improved air quality has health benefits for residents who live nearby and can provide a unique setting to attract new businesses.
Detroits transportation systems must be realigned to better serve the emerging needs of the future city. For example, the existing road network has significantly more space than it requires to meet current and projected traffic demand. At the same time, there is a shortage of non-motorized transportation networks for people to walk and cycle on. Paths that do exist are disjointed and less valuable than if they were connected in a single network, particularly for freight efficiency. Detroits transit system is in need of major reform to establish bus rapid transit (BRT) links between the main employment centers in the metropolitan area and to orient other transit types as feeders. These faster routes will offer access to a wider range of employment opportunities for Detroiters than at present, and will improve cross-town connections. During initial stages, the proposed adjustments to the network can be made at little or no additional cost. Some changes simply require a different mode of operation using the same fleets and roadssuch as designating new express bus routes as a precursor to BRT or light rail. Others can be implemented on a rolling basis so that large up-front costs are avoided. The transportation network (roads and railways, as well as the vehicles that circulate on them) is as important to quality of life as it is to accessing work, services, education, and business opportunities. In addition, Detroits strategic location on national and international networks makes transportation improvement a potentially important industry in its own right.
The information and communication technology industry (in its wireless incarnation) is sufficiently young that it has not suffered from the decline in Detroits population in the same way as the other city systems. Telecoms and data companies are, in fact, still expanding their coverage of the city. In this context, Detroit has an opportunity to harness the latest technology for monitoring and real-time balancing or optimizing of city systems. On top of the management of the hard systems there are real benefits available to the delivery of public services through e-governance programs. This is quite apart from the critical support that super-fast data systems provide to some of Detroits fastest growing industries.
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imPlementAtiOn ActiOns
1 2 3 4 Use the framework plan to create certainty around residential and employment density in each area of the city. Right-size systems so that network capacity matches residential and employment demand for each area in the medium term. Balance investment in areas of greatest need with investment in areas of greatest potential. Address equity: ensure that a good standard of core services are provided to all groups in all areas including high-vacancy areas. 1 2
imPlementAtiOn ActiOns
Deploy surplus land as multifunctional infrastructure landscapes, primarily addressing flood water mitigation and air quality. Bring health and social benefits associated with landscapes and green facilities to lower income groups with poor access to transportation. 1 2
imPlementAtiOn ActiOns
Realign city road hierarchy to provide faster connections between employment, district, and neighborhood centers. Enhance transit service and increased ridership by realigning transit system to provide integrated network based on fast connections between regional employment centers, supported by feeder services from residential areas. For higher-vacancy areas, provide smaller-scale, flexible on-demand services. Align pattern of development in centers and neighborhoods to support greater number of walking and cycle trips, including promotion of greenways. Support freight and logistics industries through upgrade of key routes and provision of enhanced connections across the border to Canada. Provide large-scale multimodal freight interchange facilities to support local industry and overall city logistics role. 1 2 3
imPlementAtiOn ActiOns
Ensure high-speed data networks are in place to serve existing and new economic sectors and wider community. Develop e-government platform to maximize efficiency of social service delivery. Utilize improved data network to develop smart infrastructure systems which deliver improved service with smaller capacity infrastructure.
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It makes sense to proportion future investment based on where the people are. Land use, lighting, and water interests should be combined as an opportunity to revision our use of roads. If we could reduce the amount of roads, that would reduce the burden/fixed demand on our other systems like lighting and water.
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Several regulatory changes to support interagency cooperation have been proposed in the past, yet have not been adopted by the city. These changes deserve renewed emphasis. Examples of this are the creation of a Regional Transportation Authority to allow for integrated public transportation policy and funding, adjustment of the current road funding mechanism (Act 51) to meet the future needs of the city, and the creation of a new Public Lighting Authority able to buy its energy from multiple suppliers and outsource maintenance contracts if necessary.
There is no contradiction between a clean environment and prosperity - the new future Detroit must move energetically toward green. The city needs an ordinance for mandatory recycling, both residential & commercial, in order to capture the job potential & economic value of waste stream.
imPlementAtiOn ActiOns
1 2 3 Reduce number of lights and upgrade all remaining lights to low-energy LED type. In high-vacancy areas, take some parts of the network off-grid, using solar power for generation. Transfer ownership of the network to a new Public Lighting Authority which can procure services from the private sector competitively. 1 2 3
imPlementAtiOn ActiOns
Reduce total levels of waste through citizen education and work with packaging industry. Develop targeted and citywide curbside recycling program. Ensure that incinerator emissions remain at or below US EPA standards and international best practice. 1 2 3
imPlementAtiOn ActiOns
Adopt Strategic Framework Plan as basis for systems transformation and put in place rolling review program. Create an interagency platform to coordinate change across public and private sector bodies. Communicate with affected communities and monitor processes for emerging success and unforeseen adverse impacts.
Of all the public services at stake in Detroits changing population and land use patterns, public lighting is one of the most potent symbols of the scale of decline in city infrastructures. This being the case, the Public Lighting department has embarked on an ambitious plan to both rationalize the number of active lamps in the city and to upgrade them to low-energy fittings. This has the potential to be developed further to align to the land use changes set out in the Strategic Development Framework plan. Significant organizational and financial changes including the establishment of a separate Public Lighting Authority (PLA) to contract out maintenance and operation to a third partyare also being considered to improve service delivery and unlock funding for investment.
Detroits waste collection and management system is linked to the era of centralized production and distribution. New technologies for collecting and processing, along with restructured form of the city, offer opportunities to decentralize and optimize the citys waste management system. By linking waste management with transportation adjustments and land use changes, Detroit can become cleaner and more efficient. In particular, Detroit could recycle much more of its waste and develop more rigorous recycling programs.
Each of the city system providers has been challenged by the restructuring of the city. Developing a successful response to the challenges will greatly depend on effective coordination among system operators. Such an approach to system consolidation will open up opportunities for a wider number of stakeholders to achieve efficiency and integration of services and systems. These opportunities can be understood as interdependencies (where streamlining one system facilitates operational efficiencies for another), indirect benefits (improving quality of life and environmental justice through more efficient use of space and resources), and interagency agreements (by-products of one system can be used by another). The regulatory issues that impede effective interagency operation should be tackled, and an interagency platform established to facilitate the kind of coordinated planning that the city will need if it is to move forward from its current predicament. Although distinct, these proposals are linked because one of the best ways to structure change is via the requirements of each agency to file an annual capital investment budget for state approval. Thus, mandated levels and forms of service could be varied to align each system with the others.
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$30K 20 yeAR cOst tO seRVe PeR hOusehOlD TRADITIONAL MEDIuM DENSITY NEIGHBORHOOD CENTER $25K TRADITIONAL LOW DENSITY $20K GREEN RESIDENTIAL $15K $10K $5K $0K LOWEST DENSITY
Estimated cost for network maintenance and renewal per household modelled over a 20 year period. The cost of serving dwellings in low density urban areas can be as much as three times the cost of serving dwellings in high density areas.
DISTRICT CENTER
Source: HCI interviews with public and private service providers, excludes all non-network costs.
CITY CENTER
tyPOlOGies
hiGhest Density
ENSURING EFFECTIVE TRANSITION. The strategy for reforming city systems relies
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on a successful transition from the existing city structures and service networks to a new pattern for meeting the demand for services in Detroit. This change is embodied in both the Land Use Element of the Detroit Strategic Framework and the differentiated investment plan proposed to accompany it.
COST TO SERVE. Low-density neighborhoods (mostly single-family houses, where people usually have to drive to jobs and services) cost more to serve than more compact areas where homes, businesses, and services are located close to one another and are near transit or are accessible on foot or bicycle.
In Detroit the combination of high-vacancy levels and oversized networks operating below their capacities puts great pressure on the ability to deliver efficient, high quality, and cost-effective services. Operating city systems designed for urban populations in areas with suburban, or even rural, population densities drives up the relative cost per household of service delivery to levels that are difficult to sustain. A Cost to Serve strategy therefore seeks to align investment approaches with the long-term transition of areas into stable residential densities, centers of employment, or alternative land uses. Reductions in capacity in low-density areas and wholesale replacement, repurposing, or even decommissioning of networks in areas that are no longer in residential use will drive cost reductions without the need to reduce the service levels to end users.
REVENUE. The costs to change systems and deliver services are offset against
the charges users pay for services and income from taxation. A large reduction in population and employment over the years has put greater and greater pressure on revenue generation in Detroit. Maintaining aging city systems that are operating below capacity also drives up the costs to users. A Revenue strategy therefore seeks to increase revenue generation without increasing costs to individual users. This can be achieved through increased demand from more residents and businesses within the city, increased employment income in the city, and better property market conditions. The land use planning and investment approaches must therefore support the right type of investments in the right areas to promote stabilization and future growth in city revenues.
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drawing upon a large amount of data, research analysis, and community feedback. The goal was to develop a proposal for future land use that responds to the citys current needs and imperatives, yet is flexible enough to be adapted to changing realities in terms of where and how people will live and work in the future Detroit. The Planning Team used modeling techniques to test the viability and implications of different approaches to reforming and managing city systems, as it worked to redefine the way that land is used in Detroit. The team aimed to balance the outcomes for four considerations:
COST TO ACHIEVE. The scale of change from existing conditions implies certain levels of new construction, reuse of existing assets, and, potentially, the need for assistance or possibly programs to offer incentives to residents and businesses to locate in particular areas rather than others.
A focus on Cost to Achieve seeks to minimize costly structural changes to the city through the use of land use typologies that are sympathetic to existing conditions and patterns of land use in the city. For example, the size and number of high-density Neighborhood and District Centers would be minimized. Low-density residential typologies would be more widespread, and Innovation Landscapes areas would be restricted to the areas experiencing very high-vacancy levels.
City services provided to less dense communities should not be subsidized by more dense ones. Communities should pay the real cost of receiving those services.
Cost to Serve: The cost of operating and maintaining services and utilities.
The relative cost of serving an area is determined by the combination of population densities and service levels. construction, demolition, upgrade, or other major changes in networks that is implied by the Land Use Element of the Strategic Framework, and associated strategies. Different land use strategies and the systems configurations that serve them require different levels of investment to deliver, based on the current condition. the Cost to Serve and Cost to Achieve. A Revenue strategy seeks to generate more revenue to pay for system services without increasing costs to individual users.
imPlementAtiOn ActiOns
1 2 3 4 Use the framework plan to create certainty around residential and employment density in each area of the city. Right-size systems so that network capacity matches residential and employment demand for each area in the medium term. Balance investment in areas of greatest need with investment in areas of greatest potential. Address equity: ensure that a good standard of core services are provided to all groups in all areas including high-vacancy areas.
Revenue: The income generated by fees, charges and taxation that offsets
MODELING LAND USE AND SYSTEMS TOGETHER FOR A MORE SUSTAINABLE CITY. The development of the Land Use Element took place over many months,
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The 20-Year Land use Plan is the primary tool for coordinating the transition of the city from its current state to a more sustainable future
By Year 10 the future of some areas of the city remains undecided. As a result of this the systems in these areas are maintained but not renewed. When a decision has been made about the future use of these areas the systems can be renewed or decommissioned.
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PROLONGATION OF RENEWAL DECISIONS IN SOME AREAS. A phased approach will also enable areas of lower vacancy to be stabilized as their future role becomes clear and to review and respond to how the city is changing over the next decade. The maps above show the recommended investment approaches to be applied in the city up to Year 20. As time passes, the areas with a Maintain Only approach will require decisions to be made because the age of the infrastructure will not permit indefinite prolongation of a full renewal. By Year 10, the level of service applied to all areas of the city will be determined, enabling long-term cost savings. LIFE IN THE CITY AS THE TRANSITION TAKES PLACE. Detroits infrastructure
for utilities and transportation is linked to the location of its other important community services, including schools, health clinics, policing, and other public services. The process used to determine the investment approach for city systems in each neighborhood may also be used to locate and invest in social services there. Because these community-supportive services are critical to maintain, improve, and provide in the near term as well as over the long-term, decisions about their placement and investment will necessarily involve the insight and collaboration of the communities they serve. The matrix on the following pages describes in greater detail what the different investment approaches will feel like in different parts of the city. The capacity and ways of delivering service will change, but not the level of service, which will remain at least at its current levels.
By year 20 the use of land has been determined for all areas of the city. At this time the investment approach for each area should be reviewed a part of an ongoing planning process.
MAINTAIN ONLY
Service Level: Basic service level but quality declining over time Actions: Planned maintenance extending current systems life Outcomes: By 20 year horizon, systems are either renewed at full or reduced capacity
UNDERSTANDING RENEWAL CYCLES. Reform of the delivery of city systems will be underpinned by how the individual systems are renewed and replaced as they start to reach the end of their design lives. Decisions about what to do with each system in each part of the city need to be made carefully around the time of a major renewal in order to avoid over-investing in an area that is running below capacity and likely to remain so, or under-investing in capacity in an area that is likely to see an increase in activity in the near future. The strategic aspect of the proposed approach lies in ensuring that, for each system, these decisions are not
W. JEF
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Approach taken in areas where the future population level remains uncertain and the infrastructure system is of such an age that prolongation of its renewal is still viable. In a small number of areas it is not yet clear what the future land use will be at Year 10 and beyond. These areas will be given the land use Green Residential Transitional but reviewed at or before Horizon 2. At this point the land use will change to a final designation and the appropriate investment approach will be applied (upgrade and maintain, renew and maintain, reduce and maintain). Importantly, the Maintain Only approach retains the existing systems capacity in place and keeps open all potential options for the future of the neighborhood to which it is applied. However, until such time as the decision on the final status of a neighborhood is taken, it makes little sense to invest any more than necessary in the systems. It is important to note that this wait and see strategy can only be adopted sparingly because it is the direction given by the plan that gives public and private investors the certainty required to make the long term decisions that are in the citys interest. Furthermore, in some areas the infrastructure is so old that a regime of general maintenance without a significant system renewal is no longer viable. As the systems move towards the very end of their design lives it is inevitable that, to a small degree at least, system outages and failures will become more frequent and for these areas, a clear decision to renew or decommission must be made in a timely fashion.
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Areas planned to stabilize at a level above current capacity. These areas include: City Center, District Center, Neighborhood Center, and Priority Employment Districts. The water mains in these areas are likely to be comprehensively renewed and capacity added. For that reason the areas are likely, after an initial period of interruption for installment, to benefit from fewer service interruptions or changes in water pressure. This may be accompanied by measures to reduce demand at the point of consumption (e.g. dual flush toilets, recycling of rain water etc)
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Areas with limited substation capacity will be prioritized for capacity upgrade. In some new industrial areas it may be necessary to assemble parcels to provide new businesses room to locate and expand, fully utilizing the upgraded energy infrastructure. Networks will be placed underground to allow for higher volumes of development and reduce the visual impact of the power grid. Waste disposal and treatment in these areas will be characterized by high frequency collection combined with splitting of waste into multiple streams and land-fill diversion All areas designated for upgrade will see ongoing renewal of the road network. Additionally, there may be changes made to road layout and intersections as part of the implementation of a more efficient public transit network, including BRT. The focus will be on increasing the capacity and frequency of transit service to these areas while reducing the cost of delivering this service through greater efficiency. It remains possible that these areas will still have excess road capacity.
Disposal and treatment of waste in these areas will occur at the same frequency of collection but, over time, programs will be introduced to provide curbside recycling for all areas All Roads in these areas will be schedule for regular ongoing maintenance and renewal. Public Transit service will increase in effectiveness as services from these areas will focus on providing connections to high speed, high frequency BRT routes giving residents access to a wider range of employment, education, and services.
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A NEW INFRASTRUCTURE SYSTEM SHAPED BY URBAN CONTEXT, TOPOGRAPHY, AND OTHER FACTORS. Blue and green infrastructure can help address water and air quality issues. The specific types of systems proposed, and their proposed locations within the City takes into account a wide range of factors, including: topography, especially low-lying, flood-prone areas along the Rouge and Detroit Rivers; availability of vacant land; existing stormwater system configuration, locally and regionally; future land use; air pollution sources, including facilities with air emission permits and interstates; and soil types, which tend to be highly impervious wide roads plus traffic volume. When it rains, the amount of stormwater that becomes runoff in an area depends on how pervious (porous) the ground is. When rain flows over grass, some of it is absorbed into the ground; when it flows over pavement, virtually all of it becomes runoff that currently enters the sewer system. Areas with more buildings and parking lots or driveways have higher amounts of runoff. During heavy rainstorms, too much runoff enters the system too quickly and exceeds the capacity of the wastewater treatment plant. The idea of the blue infrastructure network is to reduce the overall amount of runoff that enters the system and to slow down the runoff that does, so that all runoff can be fully treated by the treatment plant. The blue infrastructure network is comprised of a series of independent systems, which vary in scale. Each system includes at minimum a place to collect stormwater. Two main types of collection area exist: retention ponds and detention basins. A retention pond is a type of collection area designed to hold stormwater until the water is either absorbed into the ground or evaporates into the air. Retention ponds are usually wet. In Detroit, retention will work most effectively at smaller scales (for example, as rain gardens or small retention ponds no larger than a few contiguous lots). Detroits soils are largely clay, which acts like a barrier and does not absorb much stormwater. Stormwater that enters the pond can only evaporate very slowly in a pond with a clay bottom, and if the pond is always full, it will not be able to absorb water during rain storms.
FRAMEWORK zONES
Although denser areas have the most runoff, they unfortunately have the fewest opportunities for blue infrastructure. Stormwater from denser areas must be directed to other areas of the city which have available space to store stormwater. As a result, conveyance types of stormwater management complement collection types. Conveyance types carry stormwater from areas with less opportunity for collection to other areas that have more opportunities. The most common conveyance type is a swale, a grassy channel along a road that directs the flow of stormwater along the surface, instead of through pipes underground. Surface flow has two key advantages over pipes: slowed by grass and other vegetation, water flows more slowly through swales, and the vegetation also acts a filter that cleans stormwater as it passes by trapping sediment or other particles in the stormwater. Directing stormwater with gravity only, swales always run from higher elevation areas to lower elevation areas. Lower elevation areas are the most effectively locations for either retention or detention types. Different combinations of conveyance, retention, and detention types comprise the different stormwater systems. Stormwater boulevards are citywide roads that focus primarily on conveyance. Their long length allows them to transport stormwater effectively from one area of the city to another. Because they tend to have a variety of conditions along their length, they can collect stormwater from lower vacancy areas and transport it downhill to higher vacancy areas, where large detention ponds can temporarily hold it before slowly releasing it back into the stormwater system. Stormwater boulevards function most effectively when topography changes gradually over long distances. Most of Detroit is shaped like this; a central ridge along Woodward slopes generally down towards the eastern and western city borders. The northern end of this ridge is higher, and it gradually slopes down towards the Detroit River. Southwest Detroit, however, is
Detention basins, on the other hand, can be viable options for larger types. Detention basins are usually dry and focus on holding stormwater only temporarily. They focus on changing the rate of stormwater that enters the system. Because they will slowly release water back into the combined system, they will require infrastructure connections back to the system. The additional expense of the system connection makes detention most viable at larger scales (not worth investing in cost of reconnecting to system unless significant capacity can be achieved). By contrast, retention basins do not require connections back into the system (although they can be designed to include check dams, a feature that that redirects any overflow back into the system to prevent flooding).
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DECEnTRaLIzED InFRasTRUCTURE
Philadelphias updated stormwater regulations encourage urban infill through exemptions for redevelopment projects. Onsite stormwater management with vegetated systems provide a range of benefits. Image Source: Philadelphia Water Dept.
characterized with a different kind of topography. It has a more mounded topography, with may different high and low points in close proximity to one another. Here, a distributed network of smaller, independent systems is more appropriate. Each smaller system includes a collection area in one of the downhill locations, which collects stormwater that runs off surrounding higher areas. Lower vacancy areas have fewer opportunities for blue infrastructure, so in these areas, swales and small retention types are important. Small retention types retain some stormwater, and the remaining runoff can flow into swales, which will transport it to other areas with more opportunities for blue infrastructure. Higher vacancy areas can have many, larger detention basins. Transitions between areas of higher and lower vacancy offer important opportunities for blue infrastructure. Here, the adjacency between an area of high runoff and an area of high opportunity for collection reduces the need to transport stormwater long distances. In these cases, the edge of high-vacancy can have a high prevalence of collection areas. These wet buffers work most effectively if the high-vacancy area lies downhill from the denser area. However, if the opportunities for collection are up-hill, they can still collect any runoff that has flowed across the high-vacancy area. In this case, it is important to catch the stormwater before it enters the lower vacancy area with fewer opportunities to collect it. In a similar way, wet buffers can also help collect stormwater at abrupt changes in topography. For instance, most interstates in Detroit are sunken, so any stormwater that flows down one slope of an interstate will become trapped. Here, a high concentration of ponds on the upper edge of an interstate can collect runoff before it flows into the interstate. 2. 3. 4.
1.
PReceDent
180
imPlementAtiOn ActiOns
1 2 Deploy surplus land as multifunctional infrastructure landscapes, primarily addressing flood water mitigation and air quality. Bring health and social benefits associated with landscapes and green facilities to lower income groups with poor access to transportation.
InTEGRaTED sYsTEm
Wilsonville protects functional open space at the community scale and introduces green infrastructure at smaller site scales. The City directs development charge revenues toward projects that protect healthy waterways and restore degraded streams. Image Source: uS Geological Survey
181
PilOt PROJect
1 Blue Infrastructure see Land Use chapter
CLEAN AIR
PReceDents
1 2 Decentralized Infrastructure : Philadelphia, PA Integrated System : Wilsonville, OR
MONO-FuNCTIONAL
MuLTI-FuNCTIONAL
WATER
OR
VEHICLES
WATER
PEDESTRIANS
VEHICLES
WILDLIFE
BICYCLISTS
SINGLE uSER
You can smell gases from factories and see all of the smoke these factories are producing. Its sick because they are harming the environment and also causing health problems to the citizens living here. I could really see this infrastructure setting Detroit apart from other cities. Communities could participate in maintaining this infrastructure, and I can foresee it providing jobs.
MuLTIPLE uSERS
Any new initiatives should strive to reduce pollution. Detroit is one of the most polluted cities in America. 48209-48217 being the worst. Clean, green, healthier environment /no more emissions or smoke stacks!!!
DIVIDE COMMuNITY
COMMuNITY ASSET
INCLuSIVE PROCESS
TOP-DOWN DECISION-MAKING
STORMWATER MANAGEMENT
OR
CREATE HABITAT
PROMOTE RECREATION
cARbOn fORest
Forests that repurpose vacant land around expressways and abandoned rail corridors
inDustRiAl buffeR
Forested areas that repurpose vacant land around industrial uses
stORmwAteR bOuleVARD
City-wide, broad, retrofitted streets that include swales along their length and intermittent roadside detention ponds (primarily in high-vacancy areas). Character of blvd adapts to different urban conditions along their length
suRfAce lAke
Large, low-lying vacant areas allow for flooding to create lakes, which provide significant retention capacity for storms; swales and other surface conveyance mechanisms direct stormwater into these areas
DistRibuteD netwORk
Multiple independent networks of swales and other surface conveyance elements that direct stormwater to small to medium-scale retention/detention ponds in lower lying areas
infiltRAtiOn PARk
Parks that combined stormwater management with recreation
DisPeRseD POnDs
Small ponds, rain gardens, or other smallscale blue infrastructure within neighborhoods or employment districts (fit within 1-2 average-sized residential lots);
cOncentRAteD POnDs
Many small to medium ponds in close proximity to one another in higher vacancy areas
wet buffeR
High concentration of ponds at significant edges between framework zones or along interstates
RiVeR mARshlAnD
Treatment wetlands and vegetated buffer strips on parks and vacant lots
182
DescRiPtiOn
183
Absorb carbon dioxide, particulate matter, and other pollutants in vehicular exhaust emitted into the air by car and truck traffic
Reduce the impacts of industrial uses on nearby residential neighborhoods, by absorbing air-borne pollutants, reducing sound, blocking light/glare, and providing a visual barrier. Buffers also act as an amenity to firms
CONVEYANCE AND DETENTION Collect stormwater from many areas of city and transport to areas with road-side detention ponds for holding and slow release back into the combined system
HIGH CAPACITY DETENTION /RETENTION Topography naturally directs surface runoff to these areas, so these are prime areas for capturing stormwater
CONVEYANCE AND DETENTION The topography of these areas calls for many independent systems to collect stormwater from the many higher areas and direct it towards the many lower areas
DETENTION/RETENTION Reduce maintenance costs, repurpose limited maintenance parks and provide additional sources of funding/maintenance for parks (potential for partnerships between DRD and DWSD)
DETENTION AND NEIGHBORHOOD STABILITY Wet buffers catch runoff before it enters an area of lower vacancy with fewer opportunities for blue infrastructure or immediately after runoff leaves an area of lower vacancy.
RETENTION AND TREATMENT Treat stormwater before it flows into the Detroit or Rouge Rivers; these components are a last chance to capture and clean stormwater before it enters the rivers; wetlands and buffer strips also create additional aquatic habitat
lOcAtiOn
Buffer widths vary depending on the scale, intensity, and type of industrial use as well as the character of the adjacent land. General buffer widths are 200 feet
Primary corridors: Radial arterials (Woodward, Jefferson, Gratiot, Grand River) and proposed Ring Road connecting employment districts Secondary corridors: McNichols west of Woodward and 7 mile east of Woodward
Areas with greater internal variation in topography like Southwest Detroit. These areas have many high points and low areas in close proximity to one another.
Limited maintenance parks are good candidates to be retrofitted as infiltration parks, but parks in highvacancy areas, low-lying areas, or river-front parks could be considered as well
Low or moderate-vacancy areas; should especially be prioritized in internal lowlying areas (depressions that are not candidates for surface lakes because there is not enough vacancy)
High-vacancy areas, especially those areas: near Rouge or Detroit Rivers, situated to capture runoff from many low-vacancy areas that do not have many opportunities for retention within them, along downhill edges of highvacancy areas
On up-hill edge of interstates and high-vacancy side of edge between framework zones
Parks and vacant lots along or near the Detroit or Rouge Rivers
functiOn
INDuSTRIAL STRENGTH
blue infrastructure
Wet Disp
Source: Stoss Landscape urbanism STORMWATER BOuLEVARD SuRFACE LAKE WET BuFFER HIGH CONCENTRATION PONDS INFILTRATION PARK Source: Stoss Landscape urbanism
1 2 4 MILES
green infrastructure
CARBON FOREST INDuSTRY BuFFERS GREENWAYS
Buff
er
4 MILES
erse
d Po
nds
BLUE InFRasTRUCTURE
Carb on F ores
Blue infrastructure networks capture and clean stormwater runoff from all areas of the city and reduce the frequency and magnitude of combined stormwater/ sewage discharges. Each system type works in a different way that is appropriate for different kinds of topographic and urban conditions. Downhill, higher vacancy areas function as major collection areas, detaining stormwater from uphill areas of the city with lower vacancy (and higher runoff). Swales connect major runoffproducing areas to collection areas. Blue infrastructure has the potential to reduce runoff that enters the system, but other challenges must be addressed as well, including: EXISTING, LENGTHY PURCHASING AND PROCUREMENT PROCESS: slows repair process when malfunctions occur; STAFFING: personnel shortages / training deficiencies (too few people, especially in management positions, and this problem will only worsen as many in department retire in near future); and LEGAL CONSTRAINTS: currently, state policy does not allow cities to use blue infrastructure to meet long-term control requirements; only hard infrastructure is seen as acceptable way to reduce overflows. Procurement processes and staffing shortages impact hard infrastructure today, and blue infrastructure will likely face similar challenges. Training and education will be important components of implementing blue infrastructure to ensure DWSD staff are comfortable and familiar with maintaining blue infrastructure. State-level advocacy will be needed to overcome legal constraints.
GREEn InFRasTRUCTURE
Green infrastructure networks improve resident health. Carbon forests are the primary example, because they repurpose vacant land around highways and rail corridors to absorb carbon dioxide, particulate matter, and other pollutants in vehicular exhaust, emitted into the air by car and truck traffic and trains. The recommended minimum width for carbon forests is 500 feet. Beyond this distance, the negative health impacts of pollutants in vehicle exhaust drop off sharply. The carbon forest can begin within the right-of-way of the existing interstate (set back from the edge of the interstate as required by state law for vehicle safety) and extend beyond the right-of-way as land is available, ideally creating a 500 ft forested band. Actual width will vary based on the availability of vacant land. Some green infrastructure can be integrated within neighborhoods, just as blue infrastructure can. Landscape can be a new basis for creating new kinds of urban lifestyles in areas rich with recreational and other outdoor opportunities. Other areas need industrial buffers that repurpose vacant land to created protective, forested zones around industrial uses. Green landscapes can also be economic assets, offering job opportunities related mostly to their construction and maintenance. The scale and type of landscaping depends on the scale and intensity of neighborhoods or industries. Specific buffer widths will vary according to available land, but general suggested buffer widths are Live+Make: No Buffer Light Industry: 200 ft buffer General Industry: 1,320 ft buffer Heavy Industry: 2,640 ft buffer Innovative uses of land in Detroit do face technical and legal barriers. Just as conventional infrastructures in Detroit are outdated and inefficient, traditional forms of green space and water features need upgrading and updating. Individual lot and block structures are restrictive and must be met with a range of proposed landscapes adaptable to multiple scales and to overlay existing traditional city grid patterns.
185
184
Stor
ace
Lake
HIGH-VACANCY AREAS
Co nc en tra ted Po n
ds
Dis tri
bu
ter B
lvd.
ted
Ne
Stor
mwa
Blv
MODERATE-VACANCY AREAS
St
orm
wa
PARK
ter
RIVERFRONT
As the conditions in the city vary from area to area so will the appropriate elements of a blue infrastructure system. However, these elements link together to form a larger network to capture and clean stormwater.
Riv
er
d.
Ma rs
hla
nd
LOW-VACANCY AREAS
tw
ork
of
Sw
ale
sa
nd
Po
nd
10
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1
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23
24
25
26
27
28
29
30
31
32
33
34
5
combined stormwater/sewer system
There were 36 combined sewer overflow discharges into the Detroit River in 2011.
A comprehensive citywide blue infrastructure system could have prevented all but 5 of these discharges.1
VAN DYKE
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TELEGRAPH
8 MILE
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ROuGE RIVER
E. JE
FFER
SON
E. JE
FFER
SON
DETROIT RIVER
FORD FORD
MICH
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leGenD
BLuE INFRASTRuCTuRE COMBINED SEWER/STORMWATER WATER FLOW DIRECTION
N FERSO
leGenD
BLuE INFRASTRuCTuRE STORMWATER BLVD SuRFACE LAKE
FERSO
DRAINAGE/OuTLET AREAS
WET BuFFER DISTRIBuTED NETWORK HIGH CONCENTRATION PONDS DISPERSED PONDS INFILTRATION PARK
W. JEF
The existing water system in the city routes stormwater toward the Wastewater treatment plant in southwest Detroit. During periods of heavy rain fall this system can become overwhelmed and discharge untreated sewage into the Detroit and Rouge Rivers. Data Source: 1) Stoss Landscape urbanism
W. JEF
FOR T
A reimagined infrastructure system will contain a range of blue infrastructure elements that can clean our water and air and help to improve quality of life for residents. Data Source: 1) Stoss Landscape urbanism
OD WO WA RD
WA RD
187
WATERFORD PONTIAC
111,400
LIVE INSIDE - WORK OuTSIDE
TROY BLOOMFIELD BIRMINGHAM MADISON HEIGHTS WARREN STERLING HEIGHTS
RecOnfiGuRe tRAnsPORtAtiOn c
REALIGNMENT WITH THE CITY. The highest priority for systemwide change is
transportation or mobility. Detroit is heavily car-dependent (over 85% of journeys are taken by car) and while the Motor City legacy may persist for several decades to come, real change is happening now. Rising fuel prices and environmental issues are starting to bite. Dispersed job centers limit access and choice of employment for working and low-income families without cars. This means that diversifying the transportation options (for both people and freight) is fundamental. One of the best ways to reduce transportation-related pollution and increase quality of life (as well as business attractiveness) is for more people to live near to where they work and thus make shorter commutes. Detroit faces a challenge in this respect because 62% of Detroiters are currently employed outside of the city limits, with average commute times of over 40 minutes. Only when there are greater levels of employment within the city limits can this be addressed. Therefore the transformation of the transportation network should not only respond to the largely unplanned restructuring of the city that has taken place in recent decades but should also be used to promote and support a planned economic restructuring that can bring more employment into the city in the future. The improved system needs to be provided in a way that is affordable in the short term and in a way that is flexible in the medium term in order to respond to change further down the line.
SOuTHFIELD
188
FARMINGTON
LIVONIA
MIDTOWN
DOWNTOWN
ANN ARBOR DEARBORN
WINDSOR
Detroit has a very large road capacity but does not provide optimal connections. Although highways take traffic efficiently through the city or from downtown to points in the suburbs, these highways sever the city internally, disconnecting neighborhoods and undermining social connections as well as connections to jobs. As the population lessens in the foreseeable future, it will be more important than ever to right-size the road network and integrate it with other modes and design changes that to allow faster access and a more coherent, connected feeling throughout the city. Freight movement, logistics, and waste processing have important direct consequences for quality of life in the city (such as environmental impact) as well as indirect consequences (such as an improved and therefore healthier business environment). As Detroit moves to a more multi-centered urban pattern, the hierarchy of routes for freight and waste processing must be examined and defined to best serve traffic into and through the new city as the hub of a regional network.
163,500
WORK INSIDE - LIVE OuTSIDE
70,700
LIVE AND WORK IN DETROIT
[We] need a regional transit authority that is well funded to cover operational cost.
Will the system realistically link inner-city workers to suburban job markets? There are not enough jobs in the city.
As well as travel within the city, todays Detroiters require good access to employment centers outside of the city, in neighboring counties. Data Source: 2010 LEHD
CONNECTIVITY AND QUALITY OF LIFE. Transportation connects city residents to jobs, and also to public services (health and education) as well as places of recreation and entertainmentall of which contribute strongly to their quality of life. Changing the role and speed of routes in the city will be vital to enhancing access across a wider range of transport modes. Detroits movement systems for people are primarily road based. These roads must accommodate not only cars but also public transit, freight, and non-motorized movement.
189
Have you considered the possibility of converting roads to half capacity - so as to be only used non-motorized vehicles? Maybe they would be only half a lane, instead of closed?
As we put down more bike lanes, people are starting to use more alternative transit.
190
NETWORK ADJUSTMENTS. The following changes proposed to the system can all be commenced incrementally and without large investments. Local impacts will be felt immediately but the greatest change will be felt once the networks reach a maturity that allows simple, reliable multimodal transport for all residents at a reduced cost.
Insert an intermediate layer in the road hierarchy and introduce a ring-road providing faster connections across the city. This should be reflected in both the road network and the transit system that runs on it. The current inefficient pattern of mid-scale transit routes serving all areas of the city at similar speed and occasionally in parallel should be replaced by a clear, tiered system of rapid transit routes linking the major employment centers in and beyond Detroit, supported by smaller feeder routes. Make space available for other modes, particularly dedicated lanes for faster transit services, and bicycle lanes. Support the development of non-motorized modes for shorter journeys or as the start and end portions of longer ones. This will require focused development of enhanced sidewalk provision in key activity centers as well as the development of an integrated network of greenways and cycling routes linking centers to one another and to residential areas. Decommission surplus capacity so that it no longer imposes a maintenance burden. This may mean closing minor roads in areas which have fallen vacant or reducing lane capacity on major roadsallocating surplus to green space or landscape infrastructures.
PLANNING FOR INTERCHANGES. For both transit and freight, the development
of a multimodal and hierarchical system presents challenges and opportunities at the interchange locations. These crossing points can stimulate economic activity as a result of the increased traffic or the emergence of transit oriented development although the emphasis must always be upon easy interchange between transport modes. In some cases the logistical and spatial requirements for an effective interchange may require a significant investment. As a result, while the system generally should anticipate change the interchange points are likely to be more long-lived and should seek a loose- fit relationship to any future changes.
191
liGht RAil
Mid speed & high capacity Connecting within city center Frequent scheduled services
nOn-mOtORizeD
Low speed and low capacity Bikes and shared vehicles
PilOt PROJect
ROUTE hIERaRChY
Establish a new route hierarchy in which neighborhood bus routes feed express busroutes along main artery roads. The express route will follow routes targeted for future BRT, but will initially utilize existing buses and travel on existing rights of way. Image Source: http://www.dbarchitect.com/words/
wAlkinG
10 minute (half mile) walk defines catchment of most transit stops
As Detroit adapts to a more multi-centered configuration, rapid movement between urban centers will be critical to the success of the city. Each mode of transportation offers a different mix of capacity and speed. Different modes can address the needs of different levels of density and proximity to employment or service centers.
9% 4%
non-motorized public transit
30%
public transit
10%
non-motorized
VAN DYKE
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AMTRAK STATION
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GREYHOuND STATION
FORD
GREYHOuND STATION
MICH
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PuBLIC TRANSPORTATION TIERS DDOT BuS ROuTES
MICH
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leGenD
PROPOSED PuBLIC TRANSIT BY TIER LIGHT RAIL TIER 1 BRT ROuTES TIER 2 CROSSTOWN ROuTES PROJECTED 2030 POPuLATION DENSITY 02 PEOPLE PER ACRE 36 710 1114 1518 >19
FERSO N
FERSO
W. JEF
FOR T
Source: DWPLTP Planning Team Detroits existing transit network makes insufficient distinction between local and express routes.
1 2 4 MILES
W. JEF
FOR T
A simpler and more reliable transit system that creates space for alternative modes of transportation and provides for faster transfer between those modes.
OD WO WA RD
OD WO WA RD
193
VAN DYKE
TELEGRAPH
CN: MOTERM
FLINT
HuRON
GRA ND RIV ER
8 MILE
uNITED STATES
GRA
TIO
ARD ODW WO
TO LANSING
E. JE
FFER
SON
DETROIT
What are plans to expand the airport? We are missing an opportunity to generate funds from a more fully operational facility. Point-to-point flights and international trade should be explored.
ANN ARBOR
CORKTOWN
194
WINDSOR
CANADA
FORD
195
DOWNTOWN
MIC
HIGAN
DETROIT REGIONAL DISTRIBuTION CENTER: DE MEX AuTO FLYER NS: DELRAY-NS CONTAINER PORT
INTERMODAL YARDS MARINE PORT FACILITIES FREEWAY TRuCK ROuTE RAIL ROuTE
EMPLOYMENT DISTRICTS DIGITAL AND CREATIVE EDS AND MEDS / DIGITAL AND CREATIVE INDuSTRIAL / CREATIVE GLOBAL TRADE / INDuSTRIAL
Detroits strategic position makes it a important freight hub for North America. Links to Windsor and five adjacent cities offer potential for Detroit to enhance facilities in the Transportation, Distribution, and Logistics sector and increase employment.
Source: Happold Consulting, Inc.
TOLEDO
4 MILES
FREIGHT. Efficient freight movement to and within the city is essential to Detroits economic performance. Beyond this, Detroit has the strategic position and legacy networks
to be a freight hub of continental significance. Building, or renewing, the world class freight movement hubs in Detroit has the capacity not only to serve Detroit industry but to become a major source of employment and wealth creator in its own right. To achieve this, Detroit must reorganize its freight networks at city level. Reinforcing the main freight routes and facilities, particularly the upgrade of key road and rail routes (such as I-94 upgrade and upgrade of the main rail interlockers). In addition, it will be important to expand the capacity of international crossings as well as Detroits air and water gateways. Creating interchanges, which allow the efficient transhipment, breakdown, and repacking of freight between different routes and different modes. Projects such as the Detroit Intermodal Freight Terminal (DIFT) will be essential to support this. Connecting Detroit businesses to the primary freight network, ensuring that the city road network and railroad spur system is sufficient for Detroit businesses to seamlessly access main freight routes or key interchangesreinforcing Detroits image as an attractive business location. Support the consolidation of DTW (Detroit Metro Airport) as a major international hub or aerotropolis and ensure that the links between the airport and Detroit are sufficient to ensure that city businesses and jobs benefit. Additionally, Coleman A. Young Municipal Airport should be optimized to ensure maximum connectivity between the city and the surrounding region for local freight and package movements. Reinforce the capacity of the port facilities to service the industrial clusters in the south west of the city and ensure transport connections between the facilities and the clusters are integrated with the wider networks. Achieving these projects will require coordinated action among transportation system agencies, logistics operators, and city and regional authorities in order to identify key routes and interchange points, acquire the required land for system upgrade and to develop combined funding approaches. 1 2 3 4 5 6 1
Realign city road hierarchy to provide faster connections between employment, district, and neighborhood centers. Enhance transit service and increased ridership by realigning transit system to provide integrated network based on fast connections between regional employment centers, supported by feeder services from residential areas. For higher-vacancy areas, provide smaller-scale, flexible on-demand services. Align pattern of development in centers and neighborhoods to support greater number of walking and cycle trips, including promotion of greenways. Support freight and logistics industries through upgrade of key routes and provision of enhanced connections across the border to Canada. Provide large-scale multimodal freight interchange facilities to support local industry and overall city logistics role.
W. JEF
12 MILES
FOR
RAIL ROuTE
FERSO
AIRPORT PORT
Sources: DWPLTP Planning Team
N
A simpler and more reliable transit system that creates space for alternative modes of transport and provides for faster interchange between those modes. The southern part of the city hosts a large range of facilities for handling freight.
imPlementAtiOn ActiOns
PilOt PROJect
Route Hierarchy
In many areas on the East side of Detroit, the street lights are not working. We need to investigate the light poles and make sure there is not structural damage to the lights. Having all of the lights working at night will decrease the chance of robberies and car jackings.
sUsTaInaBLE DUBUqUE
The City of Dubuque launched Sustainable Dubuque in 2009. The program brings together IBM Research, utilities providers, smart-meter suppliers and community groups to provide residents with real-time feedback on energy and water consumption. Image Source: http://www.cityofdubuque.org
Detroit currently has good levels of coverage by communications and data services. Unlike other city systems, the rise in demand for data has been so great that growth in systems has been possible even as the population has declined. This underlying situation allows the national regional service providers involved to justify continued investment in the network. However, Detroit must aim high. In future, a constantly upgraded, high quality base communications network will be essential to underpin the transformation of Detroit in order to enable smarter delivery of services, smarter use of infrastructure and the development of new economies. In the future Detroit will have limited budgets while retaining a significant number of vulnerable residents within the city. Excellent communications will be essential to delivering life quality improving services within financial constraints. Examples of this include development of e-enabled service delivery for transportation systems including real-time transit information and facilitation of low cost on-demand services for those living in high-vacancy areas or vulnerable groups as well as development of e-government to include a wide range of public services. The use of new technologies can also improve utilization and resilience of physical networks enabling them to be reduced in size. Examples of this include development of smart grids for utility systems which enhance utilization and reduced resource use or development of transportation management systems which allow greater efficiency from smaller infrastructures, such as integrated traffic signal control. Lastly, many of the future economic growth sectors on which the resurgence in Detroits employment levels depend, are underpinned by very high speed, high volume data and communications links. This will require investment in additional capacity to ensure that key employment and academic centers within Detroit have access to world class data ICT connections in terms of speed and capacity.
stRAteGies
1 2 3 Reduce number of lights and upgrade all remaining lights to low-energy LED type. In high-vacancy areas, take some parts of the network off-grid, using solar power for generation. Transfer ownership of the network to a new Public Lighting Authority which can procure services from the private sector competitively.
the city systems element: the sustAinAble city 197
PilOt PROJect
1 Weatherization and Energy
PReceDent
1 Public Lighting Outsourcing
PilOt PROJect
PilOt PROJect
imPlementAtiOn ActiOns
Ensure high-speed data networks are in place to serve existing and new economic sectors and wider community. Develop e-government platform to maximize efficiency of social service delivery. Utilize improved data network to develop smart infrastructure systems which deliver improved service with smaller capacity infrastructure.
PReceDent
Sustainable Dubuque: Dubuque, IA
PilOt PROJect
1 Transit Phone App
PilOt PROJect
The most effective strategies that I think are happening in the city are introducing recycling to students in public schools. . . . It teaches kids like us how to treat the environment and keep it healthy and well looked after.
PilOt PROJect
1 Waste Streaming and Incentive Program
In recognition of the environmental imperative to recover a greater proportion of the materials within Detroits waste streams, DPW has piloted curbside recycling programs to deliver waste to the advanced materials recovery facility north of 8 Mile. The emerging changes in Detroits population, economy, and land use will lead to reducing overall volumes of waste and changing composition of the waste stream. Reducing waste volumes potentially means reduced efficiency for collection routes and reduced levels of locally sourced fuel for the incinerator, prompting the need for greater waste streams from outside Detroit. The Strategic Framework recognizes that Detroits waste management approach will evolve over time to meet the changing structure of the city and emerging environmental requirements. Key initiatives will be as follows: Mitigate environmental impact of existing waste streams, ensuring that planned upgrades to the incinerators emission control systems are implemented to be compliant with rising U.S. EPA and international bestpractice requirements. Minimize waste generators: Engaging with residents, businesses, and packaging producers to identify pathways to reduce total waste levels; Constantly review waste collection routing in order to achieve greatest possible efficiency in context of changing city population and economic activity patterns; and Increase coverage of targeted curbside recycling programs to cover all future residential neighborhoods in the city. Recycling programs should continue to utilize metro Detroits existing high standard materials recovery facilities.
waste recycled
imPlementAtiOn ActiOns
1 2 3 Adopt Strategic Framework Plan as basis for systems transformation and put in place rolling review program. Create an interagency platform to coordinate change across public and private sector bodies. Communicate with affected communities and monitor processes for emerging success and unforeseen adverse impacts.
chicaGo
PReceDent
1 GIS Database: Cleveland, OH
boston
eARly ActiOn
0.7
0.6
0.5
0.4
0.3
0.2
0.1
1 Source: Strategic Operating Alternatives Report to the Greater Detroit Resource Recovery Authority, 2009 Lalonde, Suzanne, "big City Recycling," Proceedings - 2003 Solid Waste/Recycling Conference of the Federation of New York Solid Waste Associations, 2003, Stoss.
tons/capita/year
waste recycled waste not recycled
Detroit currently operates a centralized approach to waste management. Regular collection services, provided by the City of Detroit Department of Public Works (DPW), particularly for residential customers and public buildings and by private collection services for commercial enterprises, bring the majority of nonindustrial waste generated in Detroit to the Citys incinerator, operated by Greater Detroit Resource Recovery Authority (GDRRA). The GDRRA recovers some materials, such as metals, for recycling and generates electricity as well as steam, which is fed to the Detroit Thermal network. For the next ten years, the City of Detroit has secured a lowest-price-match guarantee for processing City-collected waste whereby the incinerator will match the lowest price offered by any alternative provider (currently $25/ton).
1 2 3
10 yeARs
Review of Detroit Strategic Framework Review and update systems coordination plan
20 yeARs
Second review of Detroit Strategic Framework Review and update systems coordination plan
PROViDeR
Detroit Edison (part of DTE) Public Lighting Department (PLD) Michcon (part of DTE) Detroit Thermal (part of Thermal Ventures) Detroit Water and Sewerage Department (DWSD) Detroit Water and Sewerage Department (DWSD) Detroit Water and Sewerage Department (DWSD) Department of Public Works (DPW) AT&T and others Public Lighting Department (PLD) Detroit Department of Transport (DDOT) Suburban Mobility for Regional Transportation (SMART) Michigan Department of Transportation (MDOT), Department of Public Services (Wayne County) and Department of Public Works (City of Detroit)
Internal agency reforms (rationalization of operations and outsourcing where appropriate) Establish Regional Transit Authority (RTA)
Legislative reforms for agency mandates and / or funding structures Development of formal interagency coordination mechanisms Review impact of differentiated investment approaches Apply final investment approaches to areas where decision has, until now, been left open temporarily
CREATE AN INTERAGENCY PLATFORM. Overall success will depend heavily on effective coordination among service providers, both public and private, to enhance efficiency, integrate systems, allocate resources wisely, and reduce costs. The Strategic Framework recommends that an interagency platform be created to serve as a forum for coordinating the reform of systems that serve Detroit, and as a single point of contact for engagement with the many groups engaged with the transformation of the city, including public and private system agencies, civic groups, municipal planning organizations, and the nonprofit sector. The platform will allow all of the service agencies, public and private, to come together on a regular basis to:
assess detailed changes and trends within the city in terms of economy, population, and changing land use and system demand; agree on common plans for future system development and investment; coordinate operation and management; coordinate maintenance and renewal work; and evaluate the impacts of change on individual communities, as well as review opportunities for mitigation. PHASING AND HANDLING CHANGE OVER TIME. There are many reasons why the physical changes to the systems should be phased over time. Service providers should ensure provision of alternative approaches to service provision ahead of any system withdrawal or reconfiguration. Operators should prioritize areas where upgrade or land use change is most urgent and support longer-term approaches in areas where the development strategy or land use opportunities are not fully clarified. Innovative development concepts can be explored through smallscale pilot projects in the short term to test the viability of larger-scale deployment in the medium to long term. The chart on the opposite page shows a general approach to the phasing of the systems transformations at four different levels: The implementation of the Strategic Framework, organizational change, neighborhood change, and the physical changes to the networks or city systems.
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telecOms AnD DAtA stReet liGhtinG intRA city Public tRAnsPORt subuRbAn buses ROADs
Reconfiguration of service patterns where this can be achieved inside existing agency mandates and using existing hardware /vehicle fleets etc. Implementation of pilot projects
Second review of impact of reconfigured networks and development of plans for consolidation with upgraded hardware and more permanent networks
Managing change should take place at four key levels and be phased realistically over time. Different periods of time will be busiest for different types of activity.
PReceDent
eARly ActiOn
The chart lists the current public and private service providers found within the city of Detroit.
GIs DaTaBasE
Clevelands Geographical Information Systems (GIS) database is the Citys foundation for managing system assets. It can also can serve as the platform for a comprehensive strategy combining age of infrastructure and maintenance costs with projected population and block capacity.
wAste cOllectiOn
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211
REALITIES
213
219
TRANSFORMATIVE IDEAS
FUTURE OPPORTUNITY. For Detroits neighborhoods, challenge reveals
opportunity. Many of Detroits neighborhoods today are defined by the innumerable challenges to quality of life, including public safety, education, health and employment, rather than their capacity to realize a thriving place in which to live. Yet within these challenges exist strengths in the citys historic neighborhoods, such as Grandmont Rosedale and Indian Village; striking mid-century hallmarks of urban design, such as Lafayette Park; and emerging Live+Work environments in Corktown and Eastern Market. The breadth of these types of neighborhood provides the starting point for Detroits neighborhood transformation. The Detroit Strategic Framework recommends a variety of ways to strengthen Detroits neighborhoods by leveraging existing assets and strengths while addressing specific challenges. The result will be more sustainable and attractive places to live; better quality of life; and inviting, affordable living options for a diverse range of households. Whether low- or high-income; single or married; with or without children; retired, working, or in school; longtime residents or newcomers, Detroit residents need options that connect them to work opportunities, services, recreationand each other. Detroit must be welcoming to all, including those
NEIGHBORHOOD RECOMMENDATIONS
The overarching goal of the Neighborhood Element of the Strategic Framework Plan is to create a diversity of regionally competitive neighborhoods for Detroit. These diverse neighborhoods should provide many options to residents for all stages of their lives, from infancy to aging in place. Although Detroit has attempted land use strategies before, the Detroit Works Strategic Framework has conducted a broad-scale consideration of the many and diverse possibilities for neighborhoods, engaging residents in an ongoing discussion of their vision for neighborhoods of all kinds. The challenges to neighborhoods are urgent and demand flexible, practical solutions that can grow and change with the city.
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moving in from neighboring cities, those who are originally from other countries, and those with limited means.
A series of framework zones can define a range of existing conditions shared by parts of the city, focusing specific strategies to address the real conditions of different neighborhoods, using a wide array of ideas for design (typologies). More than two years of neighborhood engagement and information sharing has led to the creation of these strategies. The important feedback provided by this dialogue has been woven into a series of tactics, tuned to the existing physical and market conditions within the framework zones, broken into implementation horizons, and targeted to achieve overall objectives for neighborhoods of all types. In each case, the strategies themselves are built to fulfill important quality-of-life objectives that have been defined through community feedback.
THE NEIGHBORHOOD ELEMENT : THE CITY OF DISTINCT AND REGIONALLY COMPETITIVE NEIGHBORHOODS
TRANSFORMATIVE IDEAS
E. JE
FFER
SON
FORD
MICH
IGAN
Proportional representation of the number of times a location was mentioned as an assetin open-ended feedback between September 2010 and June 2012.
4 MILES
THE NEIGHBORHOOD ELEMENT : THE CITY OF DISTINCT AND REGIONALLY COMPETITIVE NEIGHBORHOODS
At the center of this are the assets woven within the citys neighborhoods, where families come together, communities are fostered, and dynamic life thrives. These include majestic trees, inherent civic capacity, neighborhood organizations, retail, churches, parks, recreation centers, schools, and cultural centers. Detroit must find a way to support these important places and qualities while cultivating an environment in which many more can be established through the capacity of Detroiters. To get there, resources must be strategically focused so that the investments will benefit all residents. In creating and sustaining such assets, the quality of life for Detroiters can improve as the citys attractiveness to potential new residents grows.
TELEGRAPH
206
GRA
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Neighborhood parks, educational institutions, centers for medical innovation, an iconic skyline, historic neighborhoods, and an unmatched international riverfront: Detroit has the foundational assets that make cities attractive.
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W. JEF
FERSO N
TRANSFORMATIVE IDEAS
2
208 DETROIT FUTURE CITY | DECEMBER 2012
is its potential to provide a range of regionally competitive neighborhoods to attract and retain a greater number of residents. This is important because
Detroit continues to lose residents to other nearby cities. The strategies put forth in this element of the Strategic Framework show how to address specific existing challenges and leverage inherent strengths to create a range of neighborhood choices. These include traditional neighborhoods (low and medium density), neighborhoods of mixed use and higher density (neighborhood center, district center, and city center), new neighborhoods for urban living and making (art and artisanal, clean-industry innovation, and live+work entrepreneurship), and new neighborhoods for urban green living (green residential and green mixed-rise). While stabilizing and strengthening a number of Detroits existing neighborhoods and mixed-use areas will contribute to a collection of attractive, well-known neighborhood types, it is within the new neighborhood typologies that Detroit may transform existing liabilities of vacancy, abandonment, and disinvestment into new dynamic urban areas for living that reinvigorate unused or overlooked assets to create completely new neighborhood models, establishing Detroit as a leader in urban revitalization and design.
To be viable and sustainable, Detroits neighborhoods now need to provide a wider choice of housing types. The Detroit Strategic Framework coordinates
neighborhood strategies with existing conditions and future typology objectives to create strategic, targeted housing rehabilitation, renovation, and new construction across multiple neighborhood types, including traditional neighborhoods; mixeduse centers; and new, innovative neighborhood types such green mixed-rise, green residential, and live+make. The breadth of these neighborhood typologies provides a platform for creating a variety of housing options.
for achieving the substantial transformative strategies identified within the process will require no less integration and engagement with all Detroiters residents and civic leadersensuring a voice for everyone. Residents bring
with them a localized expertise that adds unmatched value to integrated strategies for investment. To ensure residents have the opportunity to participate in their future, the Detroit Strategic Framework provides a comprehensive framework for decision making that will facilitate better, more informed coordination for all residents. This includes continuing to facilitate neighborhood dialogue regarding how neighborhoods can use the Framework and its strategies, making sure that important strategies being used in one neighborhood can create a betterperforming city at large.
Within this model, the range of potential implementers, from residents to institutions, can customize specific tactics to achieve their goals, operating within a common framework for decision making, linking overall objectives for land use, economic growth, and city systems with strategies tailored to achieve specific results. This allows each strategy to address the unique needs, capacity, and
THE NEIGHBORHOOD ELEMENT : THE CITY OF DISTINCT AND REGIONALLY COMPETITIVE NEIGHBORHOODS
Smaller cities may be defined by one prevailing neighborhood type, or a center within which the majority of the population lives. Large-scale cities such as Detroit can provide a wider array of neighborhood choices. Unfortunately, today, Detroit has not fulfilled that opportunity. Although each neighborhood choice may not appeal to every household, each household should be able to find a neighborhood choice that suits it. One of Detroits most unique and powerful potential strengths
Strategies used to strengthen and reinforce existing neighborhoods, and new neighborhoods for urban living, must be as diverse as the quality-of-life elements they seek to improve. To achieve this, each strategy must be defined by specific existing conditions, the range of possible future neighborhood typologies associated with those conditions, and the overall quality of the objectives being given priority. Beyond that, each potential strategy must be effectively coordinated to ensure its broad viability and impact across the city. Detroit can no longer withstand well-intentioned investments that may benefit one neighborhood, while ultimately undermining the viability of others.
Thriving contemporary cities are hallmarks of diversity, including employment options, income, ethnicity, social interests, and individual expertise. Within this context, Detroit must provide a diverse array of housing types to appeal to a range of people and households. At the height of the automotive boom within Detroit and its region, the single-family home came to dominate the citys housing spectrum, creating housing stock that has limited the citys ability to meet current market demand for greater multi-family housing.
Many Detroit residents are recognized, active participants in their future. They have long done for themselves what others could not, and they have been an integrated part of the planning process for the Detroit Strategic Framework. The process has capitalized on the insight, capacity, and commitment of all Detroiters to realize a comprehensive decision-making framework. The means and methods
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$1.5B
$1.5 billion of detroit resident
expenditures are made outside the city each year1
$200M
$200 million of
detroit resident grocery expenditures are made outside the city each year2
32%
32% of detroiters annual income is spent on transportation3
DETROIT hAS ThE 2nd hIGhEST VIOlENT CRIME RATE IN ThE U.S.
for united states cities with over 100,000 population4
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21% 66
66% loss in detroits
median housing sales price (2006-2010). median sales price in
REALITIES
33K
33,000 dangerous
1.6K
25
25% loss in total number
of detroit homeowners between 2000-20107
211
buildings in detroit5
2010: $23,5918
10
29% of children in
29%
50%
69.1%
OBESE OR OVERwEIGHT DETROITERS
higher than the national average13
82%
OVERwEIGHT YOUTH
Ultimately, each of these conditions further constrains resources by limiting the financial capacity to support important services and systems, while stretching them to cover vast areas of the city with diminished populations that can no longer sufficiently support them. At the same time, residents within the city are faced with an increasingly poor quality of life, including high rates of violent crime and property crime, remarkably low workforce participation, low educational attainment, and significant health issues. The amenities and services that many residents want are unavailable, leaving some without options for basic necessities, and contributing to over $1.5B in lost spending each year as residents must seek goods and services outside of the city.
21%
x
69.1% of detroiters are obese or overweight12 deaths resulting from heart disease in detroit are 50% 21% of detroits youth are overweight14
32%
detroits childhood
1) Social Compact 2010; 2) Social Compact 2010; 3) American Community Survey 2010 5 Year, HCI, 4) Federal Bureau of Investigation 2011, 5) Buildings, Safety Engineering, and Environmental Department; 6) City Planning Commission; 7) US Census Bureau 2000, 2010; 8) PolicyMap; 9) Detroit Recreation Department 2006; 10) Trust for Public Land 2010; 11) Detroit Alliance for Asthma Awareness; 12) Michigan Department of Community Health 2009; 13) Michigan Department of Community Health 2007; 14) Michigan Department of Community Health 2009; 15) American Community Survey 2010 5 Year; 16) American Community Survey 2010 5 Year; 17) Detroit Public Schools
THE NEIGHBORHOOD ELEMENT : THE CITY OF DISTINCT AND REGIONALLY COMPETITIVE NEIGHBORHOODS
notable market demand for multi-family housing, Detroits abundance of unused single-family properties continue to create tremendous burdens.
IMPERATIVES
WHAT WE LEARNED FROM CIVIC ENGAGEMENT FEEDBACK
Comments about NEIGHBORHOODS were the most frequent type of comment out of approximately 180 topics Over 1/2 of the survey respondents stated getting together with a group of neighbors and fellow citizens was an EFFECTIVE WAy OF IMpROVING THEIR NEIGHBORHOODS Over 1/3 of neighborhood assets mentioned by participants fell into the category including NEIGHBORHOODS, COMMuNITy CENTERS, AND NEIGHBORHOOD NON-pROFITS Top neighborhood strategies recorded from DWp participants included: REDuCE BLIGHT by making properties cleaner and safer ENCOuRAGE INDIVIDuALS AND FAMILIES TO STAy IN DETROIT, contribute to community, be neighborly, MAINTAIN pROpERTy, and convince others to move or stay in Detroit
We must promote a range of sustainable residential densities. We must promote stewardship for all areas of the city by implementing short- and longterm strategies.
Nowhere is the need for Detroits quality of life to improve more evident than in its neighborhoods, where people live their lives, and plan for their futures. Two very important and interwoven objectives for neighborhoods must be achieved.
First, the quality of life for every Detroiter must be dramatically improved.
Detroits neighborhoods must again be able to offer residents the basic and important components to flourish: excellent schools, connections to jobs for a range of skills and backgrounds, safety on the street and in the home, and important retail services and amenities. The coordinated and organized strategies in the Neighborhoods Element are directed toward supporting and enabling this objective, suiting solutions to different types of neighborhoods and engaging residents as the authors of their future.
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Second, we must promote a range of sustainable densities across the city. The
traditional neighborhood densities in a vast area of the city are unsupportable and cannot properly contribute the necessary revenues to provide the basic services that form the foundation for a higher quality of life. The Strategic Framework offers several types of neighborhoods to achieve sustainable densities. The Framework also recognizes that not all neighborhoods can go everywhereand in particular, areas with continually diminishing populations where quality of life is overwhelmingly compromised, will no longer be designated for future residential development. Even so, all Detroitersregardless of where they may livemust have an improved quality of life, including in areas of land use change (that is, the Alternative Use neighborhoods; see page 265). Achieving these objectives establishes a more efficient, sustainable, and equitable city with a collection of neighborhoods that will be significantly more attractive to potential future residents.
THE NEIGHBORHOOD ELEMENT : THE CITY OF DISTINCT AND REGIONALLY COMPETITIVE NEIGHBORHOODS
QUALITY OF LIFE elements are a tracking mechanism for positive change within Detroits neighborhoods. There are 13 total Quality of Life elements. Each Quality of Life element has a definition and a metric or set of metrics that can be mapped across the citys neighborhoods. Each Quality of Life element is also measured and mapped across the region to establish a regional benchmark for success. The goal is to ensure that Detroits neighborhoods are both locally and regionally competitive places to live. The composite quality of life scores across all 14 elements also provide a tool with which communities can prioritize resources to best serve the quality of life needs of its residents. For example, if a neighborhood is scoring poorly across the Health metrics, resources could be prioritized to buffer neighborhoods against pollutants, provide additional healthy food options, remediate contaminated sites or provide recreational opportunities. Similarly, if an area has very high unemployment, resources could be deployed to provide additional jobs training opportunities. The metrics allow communities to evaluate their own opportunities and challenges and take action to improve quality of life.
The quality-of-life definitions have been defined through the civic engagement process
Standards of measurement by which efficiency, performance, progress, or quality of a plan, process, or product can be assessed
When assessing quality of life within the city it is important to set Detroit in context as part of a Greater region. In the example of prosperity and income there are only a few areas within the City of Detroit that are regionally competitive.
VAN DYKE
TELEGRAPH
GRA TIO T
QUALITY OF LIFE
PUBLIC SERVICES
Core services provided by the city government and allied providers, ranging from utilities to maintenance and sanitation Road quality index
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RIV
ER
HEALTH
The mental and physical well-being for all Detroiters Health indices: obesity, asthma, heart disease, childhood lead rates
MOBILITY
The ability to effectively and efficiently access employment, housing and services Average travel time to work
EDUCATION
E FER . JEF SON
The opportunity to gain a quality education for all ages, incomes and abilities Percent of population over 25 with Bachelors degree or higher
ENVIRONMENT
The physical, chemical, and biotic factors that affect the surroundings and conditions in which a person, animal, or plant lives Pounds of toxic materials released
RECREATION
Places to accommodate physical activity and social interaction Percent of population within 1/4 mile of park in good or fair condition, percent of population with convenient access to regional park
COMMUNITY
The inherent sense of belonging with neighbors, sharing common interests and working together to achieve common goals
> AREA MEAN INCOME (AMI) 80-100% AMI 50-80% AMI 30-50% AMI < 30% AMI
FERSO N
CULTURE
Numerous events and cultural activities that define the social composition of daily life Number of community assets
PHYSICAL CONDITION
The state of constructed and natural surroundings Number of vacant, open and dangerous buildings, vacant housing units not for sale or rent (nonseasonal)
Through tracking indicators of Quality of Life within the City the quality of life can be assessed for different neighborhoods across the city. In the example above it is clear the many neighborhoods will need strategies to increase the Prosperity and Income of their residents.
W. JEF
HOUSING
Quality dwelling options that provide shelter and safety for all residents Percent of occupied housing units
THE NEIGHBORHOOD ELEMENT : THE CITY OF DISTINCT AND REGIONALLY COMPETITIVE NEIGHBORHOODS
Partner with the faith-based community in effecting change in the community and city, and allowing the faith-based community to play a major/important role in the process.
I want to move to Detroit but I must feel safe and have safe greenways to ride my bike. I like a more populated neighborhood and trust among neighbors are important to me. Kendra, Website, 2010-2011
SENIORS 11%1
COUPLES 12%1
VALUE PROPOSITION. Attracting new residents and retaining those who currently
live in the city requires an effective value proposition. For Detroit, this proposition is firmly based on offering a high quality of life that is well within each residents grasp. This is arguably a proposition the city has not been able to effectively make. People make decisions about cities based on what their neighborhoods offer, including access to employment opportunities, quality schools, efficient and effective public services, housing options, safety and security, and affordability. Detroit must deliver on these to make itself truly regionally competitivewhere area residents, city residents, and those coming to the region for the first time can truly see themselves, and in many cases their families, living in Detroit. Achieving this objective has been elusive for Detroit, and it will continue to be so until Detroit can make a viable value proposition. The city must do this while also confronting an inherent challenge faced by such a large minority-majority city: The cultural distances and misconceptions that fuel isolationist perspectives and neither work to improve the citys outlook, nor embrace the dynamism and change experienced by all cities. Detroit should work to attract and retain all residents,
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LEAVING
The population leaving the city is primarily made up of skilled workers and families with school-aged children. One in four people leaving the city leaves the state altogether.
STAYING
Between 2010 and 2030, the senior population is expected to rise from 11% to 17%.
ARRIVING
The population moving into the city is primarily made up of new immigrants, singles, students, and young professionals, but Detroit is attracting newcomers at only half of the rate of the US average.
regardless of race, gender, lifestyle, or household need. POPULATION DYNAMICS. All major American cities have population changes each year, representing people arriving and leaving. For those with stable populations, the number of people arriving and leaving remain in balance, and in many cases more people actually arrive than leave, contributing to net population gain. Today, Detroit attracts new residents, but its arriving population is smaller than those choosing to leave, resulting in a net population loss of over 25 percent in the last 10 years. The Detroit Strategic Framework proposes to maximize those elements that attract residents (and compel others to stay), while directly confronting the obstacles that cause continual population loss or limit the attraction to newcomers.
THE NEIGHBORHOOD ELEMENT : THE CITY OF DISTINCT AND REGIONALLY COMPETITIVE NEIGHBORHOODS
WAREHOUSE
ARTISANAL
NEIGHBORHOOD ILLUSTRATION
DEVELOPMENT TYPES
FLEx
The adjacent illustration explains how each neighborhood type lays out a series of implementation actions necessary to achieve its land use vision. The implementation actions are organized around quality of elements prioritized for that typology. A range of appropriate development types for each neighborhood type is also included to ensure that new development supports the larger neighborhood vision.
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219
Make unique neighborhoods. Some of the worlds best cities are known for their unique, walkable neighborhoods/ districts that connect to each other via rail, bus, bike etc.
I imagine [the] Detroit that amazed me when I was a child in the 70s! The wellkept neighborhoods and businesses. The Downtown area full of shopping and tourists.
THE NEIGHBORHOOD ELEMENT : THE CITY OF DISTINCT AND REGIONALLY COMPETITIVE NEIGHBORHOODS
1 A
ADDRESS QUALITY OF LIFE CHALLENGES THAT AFFECT ALL DETROITERS
4 C
5
REGENERATE NEIGHBORHOODS THROUGH FUSION OF ART AND INDUSTRY
Certain challenges facing Detroits neighborhoods cut across all parts of the city. They include public safety, education, health, and city services. While there may be specific place-based strategies to address these issues in specific neighborhoods, a larger set of coordinated strategies must be developed to address these challenges on a citywide scale. Similarly, effective strategies developed in one neighborhood hold the potential to benefit neighborhoods across the city. The
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Urban Mixed-Use NEIGHBORHOODS seek to leverage employment districts to create higherdensity, mixed-use residential communities. Growth in these areas builds on the economic engine of medical centers, universities, industry, and corporations to catalyze future residential, retail, and economic development. These areas include the Central Business District, Midtown, New Center, and the McNichols corridor. The character of these districts is shaped by the major cultural and institutional assets within them, including high-quality parks and public spaces, museums, theaters, stadiums, and schools. Urban Mixed-Use
districts are the hubs of a regional transit network that can connect the city to the larger region, state, and Detroit Metropolitan airport.
URBAN LIVE+MAkE NEIGHBORHOODS are built from functionally obsolete industrial areas within the city. The spaces afforded by former industrial buildings allow for their creative reuse for a wide range of entrepreneurial and artistic uses. Residential lofts may be incorporated into the redevelopment, but the focus of the district is on entrepreneurship, creativity and innovation, leading to new forms of business, production, art, and lifestyle. Open space on the fringes of
these districts provides opportunity for research or artistic exploration and events. These areas reinvent entrepreneurship for the 21st century within the space of discarded 20th century industry.
URBAN GREEN NEIGHBORHOODS take landscape as the predominant transformational development. These neighborhoods transform a perceived liability (vacant land) at multiple scales, from the individual side lot to interconnected greenways, integrating it with the residential fabric of the neighborhood. Central to these neighborhoods is
the creation of a unified, neighborhood-scale vision for repurposing of its land and rebuilding community.
citywide strategies represent the full range of recommendations that could be applied within Detroits neighborhoods. Many of these
recommendations came directly from Detroit residents and neighborhood organizations who witness the challenges to their neighborhoods on a daily basis. This set of strategies contains the seeds of change to improve quality of life across all neighborhoods that will need further development as the Detroit Works Project moves into implementation.
1 2
4 MILES
THE NEIGHBORHOOD ELEMENT : THE CITY OF DISTINCT AND REGIONALLY COMPETITIVE NEIGHBORHOODS
TRADITIONAL NEIGHBORHOODS. Today a large percentage of the city consists of traditional neighborhoods made up of detached singlefamily homes on tree-lined streets, and ringed by commercial corridors. However, many of these neighborhoods have lost some of their luster as residents have left, foreclosures have occurred, and the cost of maintaining the physical environment has placed a major burden on residents. Traditional Neighborhoods need improvements to their city systems and infrastructure to make them competitive with peer neighborhoods in the region. When transformation is achieved in these neighborhoods, by all appearances they will be competitive with their regional peers, but the means and methods to have achieved their transformation will be different.
ALTERNATIVE USE AREAS are areas that are anticipated to see declining population and the expansion of vacant land. Given the challenges associated with very high-vacancy, many people living in these areas would move to a safer, amenityrich neighborhood if provided the opportunity. At the same time, many residents have a loyal devotion to their properties and larger communities. While the opportunity to rebuild these neighborhoods into what they were is no longer a possibility, action must be taken to improve the quality of life for residents who will continue to live in these areas. These areas hold the potential for reinvention with new productive land uses, but the rights of existing residents must be upheld, with residents included in the process of reinvention, not imposed upon.
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Help create a plan for building new viable self-sustaining communities of the future with an emphasis on changing the culture of our youth... by promoting the development of a community workforce that will help improve the quality of life for city residents within their neighborhood and communities. The goal is to build healthy, strong, vibrant, self-sustaining neighborhoods and communities in Detroit.
CITYWIDE STRATEGIES may be applied within any or all neighborhood types. Many citywide strategies should be deployed in conjunction with more specific neighborhood-based strategies. For example, safety strategies are fundamental to the long-term stabilization and transformation of all neighborhood types. They should be given priority in all neighborhoods, and used in conjunction with more place-based, neighborhood-specific strategies (such as neighborhood stabilization around public and charter schools, for example). Many of the citywide strategies were collected directly from the recommendations of city residents. They reflect the communitys collective response to the issues that most directly affect residents on a daily basis.
SAFETY
1 2
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HEALTH
1 2 3 4 Assess citywide ground conditions and feasibility of urban agriculture. Empower nonprofits to coordinate citywide urban food systems initiatives.3 Leverage local food system economies through expanded institutional Buy Local programs. Prioritize establishment of connected citywide greenway systems.
MOBILITY
1 2 3 4 5 6 Develop tiered transit hierarchy to improve overall service delivery. Incentivize development of on-demand, non-fixed route feeder services including mini- and micro-bus services Improve bus stops and facilities for bus riders.
ENVIRONMENT
1 2 3 Prioritize reuse of vacant land for blue infrastructure Prioritize reuse of vacant land as industrial buffers and carbon forest Prioritize the strategic remediation of contaminated sites.
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Institute citywide, neighborhood-based CompStat program.1 Realign police districts and station locations with current population densities. Incorporate Crime Prevention Through Environmental Design (CPTED) standards. Establish dedicated police liaison for each neighborhood. Create systems to coordinate community-based, institutional and public safety networks.
3 4
EDUCATION
1 2 3 Co-locate community learning centers within existing successful public and charter schools. Develop comprehensive community-based schools program and implement corresponding pilot projects. Develop continuing education programs to focus job training around emerging local economies.2
Create transit lane network with priority signalization. Prioritize development of Complete Streets as part of all right-ofway improvements.
1 2
Complete additional phases of existing greenway systems to create a connected, citywide network.7 Promote alternative park maintenance strategies such as adopta-park where community capacity exists.
HOUSING
1 2 3 4 Implement home ownership programs focused on incentivizing market demand. Extend demand benefits to ensure retention of existing residents.6 Assess and address the citys current property tax system. Provide online tools to streamline review and payment plans for tax foreclosed properties.
PUBLIC SERVICES
1 2 3 Implement infrastructure strategies recommended by the Strategic Framework. Facilitate establishment of business improvement districts and special assessment districts where neighborhood interest exists. Implement a citywide recycling program.
CULTURE
1 2 Establish long term, dedicated funding sources to cultural institutions. Support neighborhood-based public art.
PHYSICAL CONDITION
1 2 3 4 5 Prioritize code enforcement programs targeting absentee property owners and landlords. Prioritize neighborhood stabilization programs within mile of community-based schools. Coordinate large-scale deconstruction pilot projects. Develop expedited side lot and adopt-a-lot disposition programs. Develop coordinated city-wide, neighborhood-based vacancy management program addressing preservation of historic structures and maintenance of vacant land.
Precedents and Examples: 1) Detroit Police Department, Wayne State University, Detroit Medical Center, Henry Ford Hospital System; 2) Deconstruction, agriculture, advanced manufacturing, etc.; 3) Detroit Food Policy Council; 4) Community Development Advocates of Detroit, Black Family Development; 5) Data Driven Detroit Neighborhood Parcel Tool; 5) Data Driven Detroit Neighborhood Parcel Tool; 6) Greater mortgage availability, marketing, homeowner equity insurance, etc. 7) Detroit RiverFront, Dequindre Cut greenway, Southwest bike lanes
THE NEIGHBORHOOD ELEMENT : THE CITY OF DISTINCT AND REGIONALLY COMPETITIVE NEIGHBORHOODS
RECREATION
McNICHOLS CORRIDOR
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DOWNTOWN CORE
In addition to the active street life associated with dense urban living and vibrant retail districts, Urban Mixed-Use supports a wide range of cultural and recreational amenities to attract residents and visitors. Support for existing and future artistic, cultural, and historic institutions is critical to fostering community identity and achieving long-term goals for quality of life. Creative, innovative, and artistic uses should be encouraged in addition to preservation and adaptive reuse of historic structures to celebrate the authentic and unique assets of each district. Equitable development ensures that each district will support a diverse population of existing residents and new residents within a wide range of racial, ethnic, age, and income levels.
THE NEIGHBORHOOD ELEMENT : THE CITY OF DISTINCT AND REGIONALLY COMPETITIVE NEIGHBORHOODS
PRECEDENTS
1 2 Live Downtown / Live Midtown: Detroit DLECTRICITY: Detroit
RECREATION
1 2 3 Incorporate public space improvements to catalyze areas targeted for new development.7 Establish programming and parks improvements around prioritized city parks.8 Design, install, and connect network of bike paths and greenways within the public right-of-way.9
The tables below describe the range of appropriate Framework Zones, neighborhood typologies, and development types for Urban Mixed-Use neighborhoods. They are intended to focus development to the appropriate locations within the city to achieve the overall land use vision for the neighborhood.
EARLY ACTIONS
1 M-1 Rail Streetcar Project
FRAMEwORK zONES
Greater Downtown Low-Vacancy 1
3 4
CULTURE
1 2 3 Secure long-term funding for major city/regional cultural attractions.10 Develop, market, and fund local ecosystem of arts organizations.11 Develop and support events that promote creative culture and unique Detroit assets.12
PILOT PROJECTS
1 Comprehensive Retail District Program
TYPOLOGIES
City Center Only District Center Only Appropriate for both Typologies
5 6 7 8
PUBLIC SERVICES
1 Upgrade and Maintain city systems infrastructure per City Systems Element to accommodate increased future residential capacity and expanded employment districts. Prioritized renewal of public lighting grid around high-density residential areas, employment centers and major event locations.
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Develop and incentivize green building standards for new construction and retrofit development.
MULTIFAMILY
TOWNHOUSE
1 2 3 4 5 6
Incentivize retail nodes to create walkable retail districts.5 Create mixed-use design guidelines to ensure retail design that reinforces walkable districts. Develop, fund, and sustain programs that support entrepreneurship and small business start-ups.6 Support pop-up retail initiatives as catalyst to permanent future retail districts. Work with CDOs to establish retail recruitment program to ensure mix of high quality retail services and amenities. Establish and fund comprehensive retail development packages that include recruitment, site selection/acquisition, employee training, interior/exterior renovations, infrastructure improvements, and start-up costs in identified retail districts.
MOBILITY
1 2 3 4 Prioritize completion of the M-1 Rail streetcar project. Establish downtown as hub of regional transit system. Tie in multimodal connections at New Center commuter rail station.
MF
HR
MIxED USE
RETAIL
Prioritize frequent, dependable crosstown bus service along the McNichols corridor.
TRADITIONAL
RESIDENTIAL RETAIL
TR
MU
Increase the attractiveness for young professionals and businesses to locate Downtown by promoting a strong retail environment for locally-owned businesses, in addition to cultural and sports amenities.
BG
BG
BG
BG
Precedents and Examples: 1) LIVE Midtown/Downtown; 2) Tax credits, grants, low interest loans and other subsidies; 3) U.S. Department of Housing and Urban Developments Choice Neighborhoods program; 4) Potential locations: Brush Park, Brewster Douglass; 5) Potential locations: Woodward, Cass Corridor, Livernois, Vernor; 6) D:hive, HATCH Detroit; 7) Capitol Park, RiverWalk, Livernois Streetscape; 8) Think Detroit PAL (Police Athletic League), Detroit Futbol League, New Center Park events, Friends of Palmer Park, Clark Park Coalition; 9) City of Detroit Non-Motorized Transportation Plan, Dequindre Cut Greenway, Midtown Loop; 10) Tri-County Detroit Institute of Art millage, Tri-County Detroit Zoo millage; 11) Detroit Creative Corridor Center; 12) Detroit Design Festival, Movement, Dally in the Alley
CO
CO
CO
CO
CO
THE NEIGHBORHOOD ELEMENT : THE CITY OF DISTINCT AND REGIONALLY COMPETITIVE NEIGHBORHOODS
STORMWATER BLVD.
HIGH RISE
RECREATION CENTER
INDUSTRIAL BUFFER
SMALL RETENTION
CARBON FOREST
URBAN GARDEN
GREENWAYS
PARKS
PLAZA
228
229
1 2 3 4
Incorporate multi-modal transportation options including light rail, bus rapid transit, bike lanes, and car sharing to better connect residents to jobs and amenities. Provide incentives to create density through new infill construction or adaptive reuse of historic structures for residential and commercial uses. Develop walkable retail nodes with services and amenities to support neighborhood residents and attract citywide and regional visitors. Incorporate high-quality public spaces to act as civic gathering spaces and catalyze new development.
THE NEIGHBORHOOD ELEMENT : THE CITY OF DISTINCT AND REGIONALLY COMPETITIVE NEIGHBORHOODS
EARLY ACTION
I love that Detroit has a world-class art museum that engages with the community. Art is vital to the health and growth of strong communities...having a solid foundation in the arts is one of the strengths of Detroit.
PILOT PROJECT
URBAN MIxED-USE NEIGHBORHOODS PROVIDE NEW BUSINESS AND ENTREPRENEURSHIP OPPORTUNITIES FOR ALL DETROITERS
A MIxTURE OF USES AND GREATER DENSITY CAN SUPPORT INNOVATIVE TRANSIT ALTERNATIVES SUCH AS BIKE- SHARE AND CAR-SHARE PROGRAMS LIKE ZIP CAR
231
230
PRECEDENT
NEW LIVING AND NIGHTLIFE OPTIONS ADD VIBRANCY TO BOTH THE DOWNTOWN AND MIDTOWN AREAS
PRECEDENT
DLECTRICITY
DLECTRICITY is Detroits new contemporary light festival that debuted in 2012. Receiving 200+ entries from around the world, DLECTRICITY sponsors selected 35 artists and designers to illuminate the historic architecture of Midtown for this weekend event. Image Source: Marvin Shaouni
LIvE mIDTOWN/DOWNTOWN
In effort to repopulate and improve quality of life in Midtown and Downtown Detroit, several anchor institutions have offered their employees incentives to relocate to these districts. These programs have been wildly successful, with not enough supply of multifamily housing to meet demand. Image Source: Joann Muller, www.forbes.com
MIxED-USE DEVELOPMENT INTEGRATES RESIDENTIAL LIVING WITH IMPORTANT FUNCTIONS, INCLUDING RETAIL SERVICES AND CULTURAL DESTINATIONS
THE NEIGHBORHOOD ELEMENT : THE CITY OF DISTINCT AND REGIONALLY COMPETITIVE NEIGHBORHOODS
233
4 MILES
THE NEIGHBORHOOD ELEMENT : THE CITY OF DISTINCT AND REGIONALLY COMPETITIVE NEIGHBORHOODS
PUBLIC SERVICES
1 Upgrade and Maintain city systems infrastructure per City Systems chapter to meet demands of new productive uses and increased residential capacity.
2 3 4
EARLY ACTIONS
1 2 Recovery Park Bloody Run Creek
FRAMEwORK zONES
Industrial Land Use Change High-Vacancy
HOUSING
1 Prioritize gap financing for adaptive reuse of industrial structures as multi-use spaces, including residential lofts.
PILOT PROJECTS
1 Live+Make co-housing development
TYPOLOGIES
Live+Make
ENVIRONMENT
1 2
234
MULTIFAMILY
TRADITIONAL
Incentivize brownfield remediation as part of redevelopment costs. Prioritize open space uses that remediate contaminated soils. Prioritize locations for blue infrastructure pilot projects. Prioritize locations for experimental green technology and research pilot projects.
3 4
RETAIL
MIxED USE
MF
235
MU
TR
INDUSTRIAL
DISTRIBUTION
WAREHOUSE
ARTISANAL
CULTURE
2 3 4 Promote arts and events spaces and landscapes.3 Identify and organize arts or gallery districts. Curate and fund the creation of public art.4
STORMWATER BLVD.
1 2 3
Establish / empower CDOs and public and private stakeholders to oversee district vision and implementation. Promote unique district identity based on existing assets. Incorporate public space/community gathering space as part of district visions.
BG
BG
BG
INDUSTRIAL BUFFER
SMALL RETENTION
CARBON FOREST
COMMUNITY
I think its great when artists are able to harness their visions and engage community in meaningful ways. You can see that in the Power House neighborhood, in the North End, and in the Artist Village in Brightmoor.
BG
CO
CO
CO
CO
Precedents and Examples: 1) Focus: HOPE Bell Building; 2) Russell Industrial Center; 3) Detroit Design Festival, Art Basel Miami Beach; 4) Lincoln Street Sculpture Park, Wynwood Arts District Miami
TL
TL
TL
TL
THE NEIGHBORHOOD ELEMENT : THE CITY OF DISTINCT AND REGIONALLY COMPETITIVE NEIGHBORHOODS
TRANSITIONAL LANDSCAPES
PHYTOREMEDIATION
EVENT LANDSCAPES
URBAN MEADOW
ARTSCAPES
URBAN GARDEN
GREENWAYS
PARKS
PLAZA
FLEx
236
237
1 2 3 4
Adaptive reuse of obsolete vacant or underutilized industrial buildings for entrepreneurial activity, artisanal production or residential dwelling. Repurpose large-scale vacant land for Live+Grow opportunities that tie into adjacent networked entrepreneurial activities: warehousing, distribution, and commercial uses. Remediate contaminated former industrial land by integrating phytoremediation and other landscape-based uses. Define and program outdoor event spaces to establish neighborhood identity.
THE NEIGHBORHOOD ELEMENT : THE CITY OF DISTINCT AND REGIONALLY COMPETITIVE NEIGHBORHOODS
CONVERSION OF FORMER INDUSTRIAL BUILDING INTO CONDO UNITS FOR BOTH LIVING AND WORKING
PRECEDENT
NEW TRAINING FACILITIES FOR MODERN INDUSTRIES, INCLUDING DIGITAL DESIGN FABRICATION
pONYRIDE
Ponyride nurtures collaboration using shared resources, knowledge, and ideas to cultivate opportunities created by the strengths and crises of Detroit. They engage a diverse group of creative socially conscious entrepreneurs giving them the opportunity for production, community outreach, and education. Image and Text Source: Ponyride
MICROBUSES CONNECT RESIDENTS BETWEEN NEIGHBORHOOD EVENTS AND REGIONAL TRANSIT SYSTEM
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239
PRECEDENT
PRECEDENT
CREATE OUTDOOR PUBLIC EVENT SPACE FOR FESTIVALS, DIY FAIRS, AND THE ARTS
EARLY ACTION
THE LIVE+GROW AREAS PRODUCE COMMUNITY JOBS
ROOSEvELT paRK
Renovations to the park adjacent to the Michigan Central Depot provide a shared public open space amenity for the local community and visitors alike. The Park provides a venue for various organized arts, music, food, and athletic events throughout the year. Image Source: UrbanDetail
RECOvERY paRK
Recovery Park aims to revitalize Detroit through innovative job creation projects benefiting those persons and communities in recovery. Within five years, the nonprofit expects to incubate numerous businesses that will provide hundreds of jobs for Detroit residents. Image Source: DCDC
THE NEIGHBORHOOD ELEMENT : THE CITY OF DISTINCT AND REGIONALLY COMPETITIVE NEIGHBORHOODS
GRANDALE
LAFAYETTE PARK
WARRENDALE
W. RIVERFRONT
Although no new residential development should occur in Green Residential neighborhoods, neighborhood improvements should be focused on the repurposing of open space and maintenance of the existing housing stock. Residents would be encouraged to take possession of vacant side lots and use them for gardens or a wide range of small-scale agricultural or artisanal uses. Larger areas may be assembled for greenway projects or blue infrastructure. New commercial development in Green Residential neighborhoods should be consistent with productive use of open space. For instance, garden-to-table cafes and fresh food markets associated with local food production should be encouraged to improve access to healthy foods. Artisanal uses and small-scale production should have a means of commercial sale to the communities in which they are located. While repurposing of open space provides the freedom for greater experimentation with land uses, the development of community is also a critical component to these neighborhoods. Public amenities such as community gardens and public art create distinct and unique neighborhood identities. Neighborhood planning around vacant land helps to unite communities and provide direction to guide neighborhood improvements. Such efforts catalyze neighborhood and grassroots efforts to repurpose vacant land, clean neighborhoods and eliminate blight. In specific neighborhoods where strong civic organizations have galvanized efforts to clean, program, and improve neighborhood parks and schools, the ability to organize and improve their communities will continue to be an important support for the transition to Green Neighborhoods.
4 MILES
THE NEIGHBORHOOD ELEMENT : THE CITY OF DISTINCT AND REGIONALLY COMPETITIVE NEIGHBORHOODS
MORNINGSIDE
URBAN GREEN NEIGHBORHOODS include the Green Residential and Green Mixed-Rise land use typologies. These neighborhoods occur in areas of moderate land vacancy. Here the creative repurposing of vacant land provides the greatest opportunity to improve quality of life for residents. New residential development is only targeted for Green Mixed-Rise neighborhoods where dense multi-family and townhouse residential development types mix with commercial uses and are integrated with the landscape in a park-like setting. Three variations of Green Mixed-Rise exist, depending on location in city. One variation is water-based and occurs along the riverfronts. An ecological variation provides habitat/recreation (Lafayette Park is closest to this form). Finally, a productive version includes community gardens or other types of productive open space.
241
PRECEDENTS RECREATION
1 2 3 4 Assemble land for trails and greenway connections inside and outside of the public right-of-way.12 Prioritize sites along rivers and major parks for development of public recreational amenities that serve the city at large. Promote alternative park maintenance strategy where community capacity exists. Reuse / reinvent vacant land for recreational uses.13 1 2 3 Lower Eastside Action Plan (LEAP): Detroit Conner Creek Greenway: Detroit Peaches and Greens: Detroit
The tables below describe the range of appropriate Framework Zones, neighborhood typologies, and development types for Urban Green neighborhoods. They are intended to focus development to the appropriate locations within the city to achieve the overall land use vision for the neighborhood.
FRAMEwORK zONES
Low-Vacancy 2 Moderate-Vacancy 1 Moderate-Vacancy 2
EARLY ACTIONS
1 Extended Side-lot disposition program
3 4 5 6
TYPOLOGIES
Green Mixed Rise Only Green Residential Only Appropriate for both Typologies
HOUSING
1 2 Identify historic and key assets for renovation and reuse. Assemble large tracts of land adjacent to parks and natural assets for Green Mixed Rise development.
PILOT PROJECTS
1 Large-scale demolition/deconstruction
MULTIFAMILY
TOWNHOUSE
COMMUNITY
242
HIGH RISE
1 2 3
Develop community-based neighborhood plans to address repurposing of vacant land.5 Organize grassroots and community-based vacant land and building maintenance program.6
243
HR
MF
MIxED USE
RETAIL
HEALTH
1 Prioritize locations for U.S. Department of Housing and Urban Developments Healthy Homes Initiative to assess health risks inside and outside of older homes. Prioritize locations for carbon forest pilot projects along major highways. Target disposition of public land for urban agriculture and community gardens. Incentivize purchase of locally produced foods.8 Incentivize commercial uses that leverage neighborhood-based food economy.9 Incentivize institutional/commercial buying of locally produced food.10 Support efforts to establish local food networks.11
2 3 4 5 6 7
I think I would use residential vacant land for communal purposes. Have bonfires, rent swim-mobiles in the summer, market area, meeting space, picnics, sack races and of course, farming. Having such a place that adults and young people alike shared would improve safety while promoting and teaching a long term blue print for civic engagement.
LIFESTYLE
BIG BOx
Encourage a wider range of artistic uses for vacant land and buildings within neighborhoods.7
TRADITIONAL
RESIDENTIAL RETAIL
AS
TR
MU
BB
BG
BG
BG
BG
BG
RECREATION CENTER
Detroit 24/7
Precedents and Examples: 1) Neighborhood Stabilization Program, City-funded demolitions, Staterun foreclosure settlements; 2) Detroit GreenWorks Solutions; 3) Architectural Salvage Warehouse, latent energy production in non-reusable building materials; 4) Genesee County Land Bank Adopt-ALot Program, Detroit side lot disposition program; 5) Lower Eastside Action Plan, Urban Neighborhood Initiatives; 6) Motor City Blight Busters, Detroit Mower Gang, Philadelphia Vacant Lot Program, Genesee County Clean and Green Program; 7) Power House, Squash House, Yellow House; 8) Fair Food Network Double Up Food Bucks program; 9) Central Detroit Christian CDCs Peaches and Greens program, Caf Sunshine; 10) Anchor Strategies Buy Local program; 11) Detroit Black Community Food Security Network, Eastern Market Corporation; 12) Conner Creek Greenway; 13) Ride It Sculpture (Skate Park)
CO
CO
CO
CO
CO
TL
TL
TL
TL
THE NEIGHBORHOOD ELEMENT : THE CITY OF DISTINCT AND REGIONALLY COMPETITIVE NEIGHBORHOODS
AUTOORIENTED STRIP
STORMWATER BLVD.
TRANSITIONAL LANDSCAPES
PHYTOREMEDIATION
EVENT LANDSCAPES
URBAN MEADOW
ARTSCAPES
URBAN GARDEN
GREENWAYS
PARKS
PLAZA
INDUSTRIAL BUFFER
SMALL RETENTION
LOWLYING LAKE
CARBON FOREST
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245
1 2 3 4
Eliminate blight to stabilize neighborhoods, prioritizing areas around schools, through demolition or deconstruction of vacant structures. Engage in neighborhood-based planning to strategize reuse of vacant land around a comprehensive, community-endorsed planning process. Identify and assemble land in areas suitable for long term green mixed rise development. Integrate blue and green infrastructure into vacant land strategies.
THE NEIGHBORHOOD ELEMENT : THE CITY OF DISTINCT AND REGIONALLY COMPETITIVE NEIGHBORHOODS
PRECEDENT
NEW GREEN INFRASTRUCTURE SUCH AS CARBON FORESTS AND INDUSTRIAL BUFFERS IMPROVE THE HEALTH OF RESIDENTS BY REDUCING POLLUTANTS AND PROVIDING RECREATIONAL OPPORTUNITIES
CO2
CO2 CO2
CO2 CO2
CO2 CO2
CO2 CO2
CO2
CO2
CO2
CO2
CO2 CO2
CO2 CO2
CO2 CO2
PILOT PROJECT
DECONSTRUCTION REMOVES BLIGHT AND PROVIDES A SYSTEM OF NEW JOB OPPORTUNITIES TO NEIGHBORHOOD RESIDENTS AROUND SUSTAINABLE INDUSTRY
DEQUINDRE CUT BEFORE: OBSOLETE INFRASTRUCTURE LIES UNSAFE, UNMAINTAINED AND OVERGROWN
DEQUINDRE CUT AFTER: forest along major roads or rail lines cleans air and captures CO2 TURNING LIABILITY INTO COMMUNITY ASSET
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PRECEDENT
GREEN MIxED-RISE IS ATTRACTIVE RESIDENTIAL LIVING WITHIN A MATURE LANDSCAPE SETTING
PRECEDENT
BETWEEN REHABILITATED HISTORIC PROPERTIES, SIDE LOT DISPOSITION, AND BLOTTING STRATEGIES, RETURN VACANT LAND TO PRIVATE OWNERSHIP AND PROVIDE SPACES FOR PLAY-LOTS, GARDENS, AND SMALL RETENTION PONDS.
THE NEIGHBORHOOD ELEMENT : THE CITY OF DISTINCT AND REGIONALLY COMPETITIVE NEIGHBORHOODS
PALMER WOODS EAST ENGLISH VILLAGE BOSTON EDISON AVIATION SUB WEST VILLAGE SPRINGWELLS
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GRANDMONT ROSEDALE
NEIGHBORHOOD CENTER
THE NEIGHBORHOOD ELEMENT : THE CITY OF DISTINCT AND REGIONALLY COMPETITIVE NEIGHBORHOODS
The tables below describe the range of appropriate Framework Zones, neighborhood typologies, and development types for Traditional Neighborhoods. They are intended to focus development to the appropriate locations within the city to achieve the overall land use vision for the neighborhood.
EARLY ACTIONS
1 Neighborhood pop-up retail
FRAMEwORK zONES
Low-Vacancy 1 Low-Vacancy 2 Moderate-Vacancy 1
3 4
PILOT PROJECTS
1 2 3 Code enforcement and landlord strategies Neighborhood-based CompStat program Community-based schools
TYPOLOGIES
Traditional low density Traditional medium density Neighborhood center Appropriate for all Typologies
PHYSICAL CONDITION
1 2
250
Target code enforcement programs on absentee property owners and landlords. Prioritize neighborhood stabilization within 1/2 mile of communitybased schools by demolishing vacant structures in poor condition.
TOWNHOUSE
251
MF
HOUSING
DETROIT FUTURE CITY | DECEMBER 2012
SF
SF
TRADITIONAL
RESIDENTIAL RETAIL
EDUCATION
1 Implement community-based schools pilot project(s) where community capacity exists: Redefine the schools attendance area to a walkable neighborhood geography (1/2 mile radius around the school); eliminate overlapping geographies and open enrollment at pilot school. Outreach to students and parents within the neighborhood to build community capacity. Coordinate with Safe Routes to Schools to maximize walking and reduce busing costs. 2 Co-locate Community Learning Centers, community services, and amenities in strong community-based schools during nonclassroom hours.3
AS AS
TR
MU
BB BB
BG
BG
BG
BG
CO
CO
CO
CO
CO
Precedents and Examples: 1) Midtown Wayne State University Police CompStat Program; 2) Detroit 300, AmeriCorps Urban Safety Project; 3) Playfields, playgrounds, gymnasiums, kitchen facilities, libraries, theaters, music rooms, art rooms;
TL
THE NEIGHBORHOOD ELEMENT : THE CITY OF DISTINCT AND REGIONALLY COMPETITIVE NEIGHBORHOODS
AUTOORIENTED STRIP
Secure and rehabilitate homes in good condition and return to private ownership.
MIxED USE
RETAIL
STORMWATER BLVD.
RECREATION CENTER
INDUSTRIAL BUFFER
SMALL RETENTION
CARBON FOREST
TRANSITIONAL LANDSCAPES
PHYTOREMEDIATION
URBAN GARDEN
GREENWAYS
PARKS
PLAZA
LIFESTYLE
BIG BOx
252
253
1 2 3 4
Renew city systems including street lighting with coordinated public safety initiatives and revised tiered transit hierarchy. Prioritize stabilization and code enforcement in areas within a 1/2 mile of public and charter schools. Establish public and charter schools as community learning centers to provide neighborhood gathering space, jobs and skills training, lifetime learning, and recreational opportunities. Develop retail nodes around transit stops to provide services and amenities to neighborhood residents.
THE NEIGHBORHOOD ELEMENT : THE CITY OF DISTINCT AND REGIONALLY COMPETITIVE NEIGHBORHOODS
PILOT PROJECT
EVERY NEIGHBORHOOD SHOULD HAVE ADEQUATE CITY SERVICES
PILOT PROJECT
EARLY ACTION
SCHOOL FACILITIES CAN ACCOMMODATE LEARNING OPPORTUNITIES AND PROVIDE RESOURCES FOR THE ENTIRE COMMUNITY BEYOND THE TYPICAL SCHOOL DAY
Please make neighborhoods safe to walk and bike in. Link these safe, walkable neighborhoods to compelling destinations: transit, stores, schools, etc.
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PILOT PROJECT
PRECEDENT
TRADITIONAL NEIGHBORHOODS SUPPORT A RANGE OF TRANSIT OPTIONS, INCLUDING STANDARD BUS SERVICE
NEIGHBORHOOD STABILIZATION AND CODE ENFORCEMENT EFFORTS PRIORITIZED WITHIN A 1/2 MILE OF SCHOOLS
THE NEIGHBORHOOD ELEMENT : THE CITY OF DISTINCT AND REGIONALLY COMPETITIVE NEIGHBORHOODS
GRIxDALE
257
NORTH CORKTOWN
THE NEIGHBORHOOD ELEMENT : THE CITY OF DISTINCT AND REGIONALLY COMPETITIVE NEIGHBORHOODS
PRECEDENTS MOBILITY
1 Develop pilot projects for Tier 4 micro-transit routes. 1 2 Motor City Blight Busters: Detroit D-Town Farm: Detroit
The tables below describe the range of appropriate Framework Zones, neighborhood typologies, and development types for Alternative Use Areas. They are intended to focus development to the appropriate locations within the city to achieve the overall land use vision for the neighborhood.
FRAMEwORK zONES
Moderate-Vacancy 2 High-Vacancy
PHYSICAL CONDITION
1 2 3 4 5 Assemble large contiguous areas of vacant land under public ownership for economic uses or alternative productive land uses. Develop large-scale blue infrastructure projects such as low-lying lakes. Transition underutilized commercial land to blue infrastructure. Organize neighborhood-based removal of vacant housing units and clean-up program.2 Create pilot program to test low-cost means to prevent illegal dumping.
1
PILOT PROJECTS
1 2 Voluntary house-for-house swap program Large-scale blue infrastructure
TYPOLOGIES
Innovation Productive only Innovation Ecological only Appropriate for both Typologies
wORKING/ PRODUCTIVE
RESEARCH PLOT
1
258
Create neighborhood-based vacant land utilization and management plans.3 Work with community organizations to align mission / goals with Strategic Framework land use recommendations and improve service delivery to existing residents.
AQUACULTURE
COMMUNITY
URBAN FARM
259
wP
2
DETROIT FUTURE CITY | DECEMBER 2012
wP
wP
wP
EL
EL
EL
EL
ENVIRONMENT
1 2 3 4 Rubblize underutilized secondary roads. Retire secondary gas and water at trunk lines on 100% vacated blocks. Create incubators for innovative waste collection and recycling program. Partner with universities and research institutions to create innovation centers focused on agriculture, brownfield remediation, energy production, and land research. Establish low maintenance ecological landscapes.5
BG
BG
BG
BG
BG
CO
Precedents and Examples: 1) Mack Avenue Green Thoroughfare Project; 2) Motor City Blight Busters, Detroit Mower Gang; 3) Lower Eastside Action Plan; 4) D-Town Farms; 5) Green Zone Saginaw, MI
TL
TL
TL
TL
THE NEIGHBORHOOD ELEMENT : THE CITY OF DISTINCT AND REGIONALLY COMPETITIVE NEIGHBORHOODS
RAPID REFORESTATION
SUCCESSIONAL ROADS
ECOLOGICAL LANDSCAPES
STORMWATER BLVD.
ROADS TO RIVERS
NATURE PARK
TRANSITIONAL LANDSCAPES
GREENWAYS
PHYTOREMEDIATION
EVENT LANDSCAPES
URBAN MEADOW
ARTSCAPES
INDUSTRIAL BUFFER
SMALL RETENTION
LOWLYING LAKE
CARBON FOREST
260
261
1 2 3 4
Assemble public land for large-scale reuse for blue infrastructure, ecological or productive landscape development types. Prioritize job opportunities associated with productive reuse for neighborhood residents. Replace, repurpose, or decommission city systems infrastructure and develop alternative systems delivery such as on-demand micro-bus bus connections to regional transit system.
THE NEIGHBORHOOD ELEMENT : THE CITY OF DISTINCT AND REGIONALLY COMPETITIVE NEIGHBORHOODS
EARLY ACTION
mSU INNOvERSITY
Partner with universities and research institutions, such as Michigan State University, to create innovation centers focused on agriculture, brownfield remediation, energy production, and land research.
AQUACULTURE INCLUDES THE FARMING OF FISH. SUCH FARMS CAN HELP TO SUPPLEMENT THE FRESH FOOD SUPPLY IN THE CITY. ENCLOSED FACILITIES CAN FUNCTION YEAR ROUND
PRECEDENT
SURFACE LAKES AND INFILTRATION PARKS REDUCE THE BURDEN PLACED ON THE CITYS SEWER SYSTEM
ExTENDED GROWING SEASONS CAN BE ACCOMMODATED IN TRANSLUCENT, SEMICIRCULAR STRUCTURES, KNOWN AS HOOP HOUSES. LONGER GROWING SEASONS MEAN GREATER PRODUCTION OF FOOD.
262
PILOT PROJECT
PILOT PROJECT
PRECEDENT
D-TOWN FaRm
In operation for six years and recently acquiring a 10-year lease from the City of Detroit, D-Town Farm has expanded from a 2-acre plot to a 6-acre production, growing chemical-free, organic vegetables.
RAPID REFORESTATION CAN BE USED TO QUICKLY ESTABLISH FORESTS. FASTGROWING TREE SPECIES CAN CREATE FORESTS TO ACT AS FILTERS TO CLEAN POLLUTANTS FROM AIR AND AS SPONGES TO ABSORB STORMWATER RUN-OFF
THE NEIGHBORHOOD ELEMENT : THE CITY OF DISTINCT AND REGIONALLY COMPETITIVE NEIGHBORHOODS
267
273
REALiTiEs
275
imPERATiVEs
277
TRANsfORmATiVE iDEAs
TRANsfORmATiVE iDEAs
Vacant land and buildings are among Detroits most valuable assets for its future. While in the abstract this may seem reasonable, to those dealing with these properties it is difficult to internalize. The sheer magnitude of the inventory, the difficulties of maintaining it, the obstacles to reuse, and the limited resources affecting every public agency in the city are all barriers to recognizing the untapped potential of the citys public land inventory. The challenge does not stop at public land: In fact, far more vacant and underutilized properties remain in private rather than public ownership. Turning vacant land from burdens to assets will take more than changes in specific policies and practices. All public agencieswhether city, county, or
statewill need to change how they think about land, and make equally fundamental changes to the way they acquire, manage, and dispose of land and buildings, and the way other public agencies regulate them. Without such
a change in thinking and practice, the inventory of vacant land and buildings in its current condition will not only fail to become an asset, it will continue to act as a roadblock to the implementation of creative strategies for land use, environmental restoration, economic growth, and neighborhood revitalization If public land is to become an asset, all of the different public agencies that hold land need to align their missions around a single shared visionnot only a vision for better land management, but a vision that reflects the aspirations for the city as a whole, as expressed in its land use and environmental plans, economic growth strategies, and neighborhood revitalization efforts. Within these plans and strategies, public land plays a critical role. Indeed, without a coordinated, strategic approach to the acquisition, disposition and reuse of public land, none of those strategies can come to fruition.
267
Each of these 12 agencies have a different mission and goal related to the use and reuse of public land. They continue to meet to create a strategic and coordinated approach to the use and reuse of publicly held land.
THE LAND AND buiLDiNgs AssETs ELEmENT : A sTRATEgic APPROAcH TO PubLic AssETs
TRANsfORmATiVE iDEAs
8 MILE
GRA
ND
RIV
ER
268
Public land and facility strategies must be aligned with the Citys strategies for neighborhood revitalization, economic growth, and creation of blue/green infrastructure, while the activities of each of the public landholding entities as well as other public agencies must be grounded in a single coordinated strategic framework. We need to begin thinking of properties in public ownership and those in private ownership as part of a single system. All land, whatever its legal ownership, is
269
public in the sense that how it is used and maintained affects its neighbors and the community as a whole, and affects the citys ability to preserve its neighborhoods and build its economy. More important than who actually owns
the inventory is how it fits into the vision for the city. Detroit needs to develop a coordinated system in which all entities operate consistently across all aspects of public land management and private land regulation, making decisions based on clear policy goals and principles, and utilizing available legal and financial tools as efficiently as possible. Wherever title to any single parcel resides, that parcel should be seen as being part of single inventory, guided by a single set of policies and goals. Such a profound change in thinking and procedures will not be easy. The transformation of Detroits approach to its land will require many separate agencies, with separate missions and priorities, to subordinate their differences to a common direction and purpose, and to foster unprecedented connections among landholding, regulatory, and user agencies. In the long run, public landholding agencies and those leading the citys regeneration should explore realignment of responsibilities, including reducing the number of separate entities holding title to public parcels, to increase the systems efficiency and take better advantage of the legal and technical capacities of particular agencies.
FORD
MICH
IGAN
Sources: Planning and Development Department, Wayne County Land Bank, Detroit Public Schools, Wayne County Treasurer, Michigan Land Bank Fast Track Authority
1 2 4 MILES
W. JEF
FOR T
FERSO
While there are many publicly owned parcels within the city of Detroit, these are owned by a verity of different agencies with different missions. Coordination among these agencies is key to unlocking the potential of Detroits publicly held land.
THE LAND AND buiLDiNgs AssETs ELEmENT : A sTRATEgic APPROAcH TO PubLic AssETs
VAN DYKE
TELEGRAPH
GRA
TIO
OD WO RD WA
TRANsfORmATiVE iDEAs
1.
2.
3.
4.
A ciTy WHERE EVERyTHiNg is cONNEcTED: ViEWiNg VAcANT AND PRObLEm PROPERTiEs WiTHiN ONE iNTERRELATED sysTEm
A ciTy Of sTRATEgic APPROAcHEs: REcOgNiZiNg THE uNiQuENEss Of EAcH PROPERTys VALuE AND cHALLENgEs
A ciTy WHERE PubLic fAciLiTy iNVEsTmENTs cOuNT: ALigNiNg PubLic fAciLiTiEs WiTH LAND usE TRANsfORmATiON
270
Detroit contains an estimated 150,000 vacant properties, roughly 2/3 vacant land parcels and the rest vacant buildings. Of these, the eight public landholding entities control about 66,000, or well under half. In addition, the city contains an unknown number of problem properties that are still occupied, including underutilized, poorly maintained industrial buildings and many absentee-owned houses and small apartment buildings suffering from neglect. Historically, the respective systems designed to deal with publicly owned and privately owned properties have not been integrated. The latter is managed as a regulatory function, and has regrettably suffered from the lack of resources that burdens many of Detroits systems. Many ordinances are on the books, but are poorly or intermittently enforced, with too few personnel to keep up with the volume of properties.
A coordinated approach to addressing Detroits vacant land must begin with a strategic approach to addressing the land in public ownership to maximize the citys ability to create long-term value and enhance community amenities and quality of life through its use and reuse. This approach must be grounded in
a basic principle: Vacant land is not fungibleeach property has its own problems, and its own potentials. Every decision a public agency makes about
land has strategic implications; this applies to the following areas: Property acquisition, including establishing policies about which properties should be added to the public inventory; Property disposition, including determining the most appropriate reuse, identifying suitable buyers, and selecting the most appropriate disposition methods; Property holding strategies, including when properties should be held for long-term public purposes, for assembly into more buildable or marketable sites, or for future reuse potential; Maintenance of public land; and Demolition of vacant structures All decisions about public land, from acquisition to disposition, should be made on the basis of strategic principles designed to lead to the best results for the city from that decision.
Many people in Detroit, as elsewhere, still think of reuse of vacant land as equivalent to redevelopment of new buildings to replace the ones that have been torn down. Yet the reality is that, outside certain key locations, continuing demographic and economic trends mean that little new development will take place in Detroit for many years. This is a challenge, but also a great opportunity. It means that
Detroits vast inventory of vacant land can be used for a variety of new purposes, to foster innovations in public open space, urban agriculture, clean energy, and more; and to build a new network of blue/green infrastructure to divert stormwater from the citys overtaxed sewer system and clean the citys air.
Pursuing this idea also demands a change in attitude toward the large areas of vacant land that cover many parts of the city. Rather than seeing this land as largely worthless, and being eager to unload it to any willing private party, the public sector should see this land as being of value, and of creating large, contiguous tracts where current holdings may be substantial but fragmented. This, in turn, calls for greater emphasis on holding rather than selling public land, and on making it more costly for private entitiesoften speculatorsto hold onto vacant parcels instead of using them productively or relinquishing them. It also requires us to think about the smaller lots in traditional neighborhoods not as necessarily future infill sites, but as long-term open spaces in those neighborhoods, and to ensure that they are used in ways that strengthen, rather than undermine, the fabric of those areas. Finally, it calls for an open-minded, creative approach to innovation and experimentation. The sheer scale of the vacant land available creates the opportunity to try out different reuse alternatives, some of which may be new and largely untried. Both through its land use regulations and its disposition policies, the City should encourage the full range of ideas for reuse of vacant land in ways that hold promise to further the citys revitalization and enhance its quality of life.
Much of the public land inventory in Detroit is made up of public facilities, including public schools, parks, recreation facilities and community centers, police substations, and more. Those facilities are an important part of the glue holding the citys neighborhoods together, and defining the quality of life in those neighborhoods. Today, as a result of declining population and financial resources, many of those facilities, particularly school buildings, have been closed, and many others, including many of the citys parks, fall short of their promise. Population and fiscal constraints are realities that cannot be wished away, but a different approach can be taken within those constraints to integrate decisions about public facilities into larger decisions about Detroits future land use. Decisions about public facilities are being made in Detroit every yearwhether to close a facility or invest money in upgrading it, whether to close a park or reduce its ongoing maintenance, where to consolidate public facilities and services, how to reuse vacant facilities, and more. Each of these decisions affects far more than the facility itself. Going forward, all such decisions should be aligned with
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Decisions about vacant land and problem properties, whether in public or private ownership, need to be made through a single lens: How will
these properties be treated, so their outcomes will benefit the city by stabilizing neighborhoods, fostering economic growth, and creating opportunities for new infrastructure and innovation, rather than continue to act as a drag on the citys future?
the larger strategies governing the future of the neighborhoods and other areas in which they are located, so that their outcomes enhance the stability of neighborhoods slated for revitalization, or help further the conversion of others areas into blue/green infrastructure or other non-development reuses.
THE LAND AND buiLDiNgs AssETs ELEmENT : A sTRATEgic APPROAcH TO PubLic AssETs
13k $500 6k
13,000 detroit properties were in wayne countys october 2011 auction1 minimum bid price at october 2011 auction2
T ANT LO S VAC
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eigHt separate
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41%
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2%
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While many American cities also have large public land inventories, and are affected by market constraints that limit their ability to reuse their vacant land and buildings, no other city in the United States faces that reality to the extent of Detroit. As public officials and policy-makers begin to frame a strategic response to the public and vacant land inventories, they are faced with three daunting challenges:
be stronger, making the numbers work for new development or major rehabilitation is challenging.
98% 98.3%
publicly owned parcels in detroit are less tHan one acre in total size7
66,000 properties in
detroit are publicly owned10
THE SCALE OF VACANCY. The scale of the vacant property inventory, both in total and in public ownership, is far greater in Detroit than in any other American city. The number of vacant properties, as well as the number of houses acquired by speculators and rented out, continues to grow and destabilize neighborhoods. The number of properties going to tax foreclosure auction has been rising steadily, and in the fall of 2012 exceeded 20,000, an increase of two-thirds over the preceding year. Turning these vacant properties into an asset, in the face of limited resources and market demand constraints, is a major challenge. WEAK MARKET CONDITIONS. Detroit is tasked with finding uses for vacant
land that are not only achievable within the constraints of the current market, but which can plant the seeds for future market recovery. The growth of the vacant property inventory to its current proportions is more than anything else a reflection of extremely weak real estate market conditions, whichin conjunction with the limited public resources availableimpose severe constraints on what can be done with vacant land. Since 2000, the number of vacant units has skyrocketed, while since peaking in 2005-2006, real estate sales and house values have plummeted. The median sales price for houses in Detroit in 2011 was only $17,500. Demographic and market trends show a continuing loss of population, and a continuing loss of demand for home ownership in many of the citys neighborhoods that have been stable up to this point. With a large surplus of predominantly singlefamily housing units in Detroit, there are only a few locations in the city where it still makes sense to build new houses. Meanwhile, the cost of rehabilitating a long-empty older house or apartment building usually vastly exceeds the resulting market value. Even in Downtown and Midtown, where market demand appears to 1) Wayne County Treasurer, 2011; 2) Wayne County Treasurer, 2011; 3) Wayne County Treasurer, 2011; 4) Wayne County Treasurer, 2011; 5) Data Driven Detroit; 6) Wayne County Treasurer; 7) Planning and Development Department, Detroit Public Schools, Wayne County Treasurer, Michigan Land Bank Fast Track Authority, & HAA; 8) US Census 2010; 9) Planning and Development Department; 10) Planning and Development Department, Detroit Public Schools, Wayne County Assessor; 11) Detroit Recreation Department; 12) The American Prospect; 13) Detroit Recreation Department; 2006 14) Detroit Recreation Department, 15) Planning and Development Department
MULTIPLE PUBLIC LANDHOLDING AGENCIES. Public land in Detroit is held by many separate agencies, including city, county, and state agencies, as well as autonomous or quasi-governmental entities such as the Detroit Public Schools, the Detroit Housing Commission, and the Detroit Economic Growth Corporation. Few other cities have such fragmented holding of their public land inventory. There is no consistency of policy, procedure, or mission among these agencies, while many are hamstrung by burdensome legal requirements and complex procedures. The Department of Planning and Development controls the largest number of properties, yet its ability to do strategic disposition is constrained by procedural obstacles, including the need to obtain City Council approval for all transactions, however small and insignificant from a citywide perspective.
Public landholding agencies also must act in a context wherein well over half of the vacant buildings and land parcels in the city are owned not by the public sector, but by private owners. With the cost of holding vacant land in Detroit negligible, and regulation minimal, landowners can sit on properties, destabilizing neighborhoods or blocking the assembly of vacant land into buildable parcels. The Wayne County tax foreclosure process, meanwhile, continues to funnel an ever-growing number of properties into a revolving door of real estate speculation, further destabilizing the citys neighborhoods.
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14 of tHe detroits 30
46%
130
130 public scHools Have
been closed or converted to cHarter scHools in detroit since 200512
30%
parks in poor condition
Limited maintenance
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Building a coordinated, strategic system for land management cutting across organizational and institutional boundaries, including maintaining the growing inventory of public properties and public facilities, is the challenge faced by the agencies holding public land in Detroit. BREAKING THE VICIOUS CYCLE OF SPIRALING VACANCY. Detroits public land inventory can become a powerful asset in building a better future for the city. Current practices, however, do little more than maintain the status quo, while failing to take advantage of this valuable resource; indeed, they perpetuate a vicious cycle in which vacancy triggers more vacancy, and in which properties move through a revolving door of speculation until they are stripped of value and end up abandoned. The sheer scale of the problem, though, coupled with the complex realities of market weakness and institutional/ organizational fragmentation, demand bold new approaches, capable of breaking away from prior practices, overcoming these challenges and turning public land into an asset for Detroits regeneration.
recreation centers Have been closed. tHis is a 46% decline since 200511
83%
14
83% of detroits
THE LAND AND buiLDiNgs AssETs ELEmENT : A sTRATEgic APPROAcH TO PubLic AssETs
<1
C RU ST
imPERATiVEs
WHAT WE LEARNED FROM CIVIC ENGAGEMENT FEEDBACK
40% of survey respondents chose INCREAsE IN BLIGHT as the most damaging impact of population loss in their neighborhood. survey respondents ranked imperative #5, WE MusT BE sTRATEGIC AND COORDINATED IN OuR usE OF LAND, as the third most important out of all 12 imperatives. Comments about VACANCY & ABANDONMENT were the fourth most frequent type of comment out of approximately 180 topics. Participants mentioned over 200 parks, greenways, recreation centers, and gardens as top assets in their communities citywide. Top public land strategies recorded from DWP participants included: ENFORCE CODEs on privately owned land and structures. IMPROVE AND sTREAMLINE METHODs OF sELLING PuBLIC LAND.
The use and maintenance of vacant and problem properties affect the quality of life in the citys neighborhoods more profoundly than almost any other single element in the urban environment. Vacant buildings contribute to crime, have an impact on public health, undermine neighbors property values, and above all foster a sense of decay and decline that in turn leads to loss of confidence among residents and businesses in their neighborhoods and in the city as a whole. Detroits ability to address its problem property issues is impeded by its severe fiscal and market constraints, but it is equally impeded by the absence of a systematic, coordinated approach to the problem, in which all public and private stakeholders are fully engaged. Such engagement is not an easy goal to achieve; it means creating a coordinated system in which all entities operate consistently, making decisions based on clear policy goals and principles, and utilizing each entitys legal and financial tools as efficiently as possible, while fully engaging non-governmental partners in making decisions and tackling problems. Having such a system is more important than who actually owns the inventory. Whoever holds title to individual parcels, however, the whole should be thought of as a single inventory, guided by a single set of policies and goals, and integrated with parallel strategies to address the larger part of the vacant property inventory that remains in private hands. It will require many separate agencies, with separate missions and priorities, to subordinate many of their differences to a common direction and purpose.
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THE LAND AND buiLDiNgs AssETs ELEmENT : A sTRATEgic APPROAcH TO PubLic AssETs
CREATING A COORDINATED, STRATEGIC SYSTEM FOR MANAGING PUBLIC ASSETS. A coordinated, strategic system for managing Detroits public land assets
must cut across and integrate five areas of responsibility with respect to publicly owned land: acquisition and assembly, disposition, holding, maintenance, and demolition. Each poses distinct challenges. This system should also include a public role in dealing with privately owned problem properties.
PROPERTY HOLDING. Not all properties should be sold off, even when a willing buyer is present. Selling an individual small parcel in an area where public entities hold multiple parcels, and where assembly of those properties, along with strategic acquisition, can create a significantly more marketable or buildable property, is counterproductive. The value the City realizes is likely to be small compared to the future value that could be created, while by selling individual parcels, the opportunity for assembly may be lost. Properties should be held in the public land inventory for three different reasons:
LONG-TERM PUBLIC BENEFIT: properties that are best used for stormwater management or public open space should be retained indefinitely in public ownership; ASSEMBLY: properties in areasparticularly those identified as economic growth target areasthat can be assembled into larger and more buildable parcels; and MARKET CHANGE: properties that should be held by the City because they are in areas that are likely to experience market improvement within the next 10 years or sooner, at which time the City can promote significantly higher-quality redevelopment or reuse. Although in the latter two cases, the ultimate goal is to convey the properties out of the public inventory, holding the property until the most appropriate time for reuse will significantly enhance its reuse potential and the fiscal benefits to the city.
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CATEGORY
The category refers to the basic type of property under consideration - in this case, a vacant parcel larger than 1 acre within a residential area.
2 fRAmEWORK ZONE
The Framework Zone in which the parcel is located - in this case, the parcel is located in a Moderate-Vacancy zone.
FRAMEWORK ZONE
Low-Vacancy 1
Low-Vacancy 2
ModerateVacancy
High-Vacancy
STEP 1: CATEGORY What type of property is it? This matrix is to be used to evaluate alternatives for
parcels of publicly owned vacant land larger than 1 acre in predominantly residential neighborhoods. Other decision matrices, presented later, will do the same for small vacant land parcels, for vacant houses, and for parcels in economic growth target areas.
3 PROPERTy fEATuRE
KEY PROPERTIES
The key feature on the parcel with respect to its redevelopment potential - in this case, by virtue of its location or adjacent uses, it is deemed not suitable for near-term assembly into a larger parcel.
STEP 2: FRAMEWORK ZONE What framework zone is the parcel located in? Since development strategies
vary on the basis of the framework zone, this is a key piece of information for planning the disposition of the parcel. In the hypothetical case shown here, the parcel is in a Moderate-Vacancy zone.
STEP 3: PROPERTY FEATURE Is the parcel suitable for assembly? Whether a parcel is suitable for
assembly, in the sense that it may be surrounded by other vacant land or vacant buildings, is an important consideration for determining its reuse potential. In the hypothetical case, the parcel is not suitable for assembly, at least in the near termit may be surrounded by occupied buildings, or land clearly slated for some other purpose.
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STEP 4: AREA CHARACTERISTICS What is the level of market demand in the area? The near-term
redevelopment potential of the property is most powerfully driven by the level of market demand in the immediate area; only limited market demand for new development exists in the vicinity of the hypothetical parcel. These four questions allow the user to answer the fifth, critical question:
The key features of the area with respect to its redevelopment potential - in this case, the area has limited market demand.
AREA CHARACTERISTICS
4 AREA cHARAcTERisTics
STEP 5: REUSE/DISPOSITION OPTIONS What are the most appropriate reuse or disposition options for
PiLOT PROjEcT
the property? Since the user knows from the first four questions that the property is in a Low-Vacancy 1 zone, but one where the market at present is weak, it is likely that the most appropriate solution may be to find an interim green use for the property, while holding it for future redevelopment as market conditions improve. This is not, however, the only possible disposition optionif there are other parcels in the area that are more market-suitable, or if suggested by the particular features of the parcel, it may be appropriate to cycle the property into long-term green reuse, whether for open space, agriculture, or blue/ green infrastructure. To try to package the parcel in the short run for redevelopment, however, appears clearly inappropriate. This exercise points out the limitations as well as the value of a decision matrixit can help the user zoom in on an appropriate decision, but cannot substitute for additional, more detailed information the user may have, nor for the users exercise of judgment.
5 REusE/DisPOsiTiON OPTiONs
The alternative reuse options available for a property - in this case, the preferred option is to use the parcel for an interim green use while holding for redevelopment. Selling or leasing for long-term green reuse is an alternative, while selling for near term redevelopment is not presently a realistic option.
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Detroit has strong assets for economic growth, yet is held back by the shortage of move-in buildings and shovel-ready buildable sites into which local firms can expand, and new firms from outside Detroit can locate. The strategic reuse of public land holdingscoupled with an aggressive strategy to make private land speculation more costlymay be the critical element in Detroits ability to realize its economic growth potential. By positioning publicly and privately owned vacant land in and around economic growth employment districts for assembly and reuse, Detroit can level the playing field to compete with suburban greenfield development opportunities. Detroit needs a series of highly focused strategies to create sites that can be marketed on short notice to potential users, as well as to create opportunities for existing firms to grow their businesses. These strategies fall into three broad categories: strategic acquisition and assembly of properties to create desirable and buildable sites;
While not the only factor threatening the stability of Detroits vital yet at-risk residential neighborhoods, the proliferation of vacant lots and empty buildings scattered around those areas are a significant force blighting these neighborhoods and accelerating their decline. Factors contributing to blight include the inadequate maintenance that many lots receive, difficulty in putting them back into neighborhood-enhancing reuse, housing vacancy and abandonment, and the continued proliferation of privately owned vacant lots and problem buildings. Targeted strategies for these sites can minimize their blighting effect and turn them into neighborhood assets. High priority must be given to actions to remove existing blighting elements in atrisk neighborhoods, and to the extent possible, prevent future blighting elements from appearing. Specific strategies that should be pursued include systematically reusing vacant lots in ways that contribute to neighborhood stability, such as community gardens, side lots, and other landscape treatments to create attractive low-maintenance environments; expeditiously recycling vacant and abandoned houses for reoccupancy where feasible, or demolition where reoccupancy is not feasible; adopting regulatory programs and incentives to motivate more responsible ownership by absentee landlords; and increasing the cost of holding vacant land and buildings by private owners. All of these actions should be planned and implemented through partnerships among city agencies, neighborhood associations and community development corporations, to leverage the energy and human resources that these organizations are willing and ready to bring to stabilize and rebuild their neighborhoods. These activities should be coordinated closely with other neighborhood stabilization activities, including steps to increase public safety, foster greater home ownership, and build stronger neighborhood organizations.
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targeted disposition of properties to developers and end users around specific economic development goals, while holding properties for further assembly; and strategies to increase the cost of holding vacant land and buildings by private owners, while fostering the greater use of underused industrial and commercial buildings. These strategies are detailed in the next section on using land assets for economic growth.
MICH
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W. JEF
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FERSO
imPLEmENTATiON AcTiONs
1 2 Identify strategic targets for acquisition of properties by public entities. Adopt policies for targeted disposition and holding of properties in economic growth areas. Increase the cost of holding vacant property. Adopt program to foster greater use of underused buildings. 1 2 3 4 5
imPLEmENTATiON AcTiONs
Reuse vacant lots to enhance neighborhood stability. Adopt targeted demolition strategy based on stabilization priorities. Address problem landlords. Increase the cost of holding vacant property. Pursue targeted neighborhood stabilization strategies.
Source: Sources: Planning and Development Department, Wayne County Land Bank, Detroit Public Schools, Wayne County Treasurer, Michigan Land Bank Fast Track Authority
1 2 4 MILES
3 While the 66,000 publicly owned parcels in the city of Detroit have traditionally been seen as a liability, through a strategic and coordinated approach, this land can be turned into a valuable asset to help move the city forward. 4
THE LAND AND buiLDiNgs AssETs ELEmENT : A sTRATEgic APPROAcH TO PubLic AssETs
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Large parts of Detroit are dominated by vacant land and buildings with little or no short-term or medium-term development potential, but with the ability to be turned into valuable assets for the city through a variety of green reuse alternatives. Todays largely unmanaged, chaotic vacant land environment in these areas contributes to the sense of neglect felt in many parts of the city, undermining the quality of life not only for the residents of these areas, but for the city as a whole. Perhaps the most dramatic potential for transformation lies in the use of public land for blue/green infrastructure; that is, reuse of land to absorb stormwater and divert it from the citys sewer system, or to clean the air and improve community health. Reusing vacant land in these ways can save the city hundreds of millions or billions of dollars in sewer upgrading costs while creating landscaped and maintained marshes, lakes, greenways, and forests that will remove blight, enhance their surroundings while linking them to the rest of the city, and potentially create future market value and redevelopment opportunities.
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In recent years, many schools, parks, recreation centers, police substations, and other public facilities have been closed as Detroit adjusts to new fiscal and demographic realities. Some have been used for other purposes, while many sit vacant. At the same time, Detroit Public Schools has built, expanded, or upgraded other school facilities. Decisions about which facilities should be closed, or where services or maintenance should be reduced or enhanced, as well as the reuse of vacant facilities, should be guided by the Citys land use and neighborhood stabilization goals, in order to maximize the value of existing facilities and reduce the blighting effect of vacant buildings and the potential destabilizing effect of future closings. At the same time, the presence of a number of new or significantly upgraded school facilities represents an important opportunity for neighborhood stabilization. Targeted neighborhood strategies around new or significantly upgraded schools, along with co-location of other community-serving activities can maximize their value as neighborhood assets while enhancing the quality of life in the surrounding area.
Only a handful of the thousands of vacant sites in Detroit are likely to see redevelopmentin the sense of new buildingsover the next decade or more. As demolitions continue to take place, the number of vacant parcels is likely to grow. If there is one central question that must drive the entire discussion of public land, it is this: how can one transform these thousands of parcels from their current status, where they blight neighborhoods and form barriers between communities, to a new status in which they become assets, enhancing rather than blighting their surroundings, and linking rather than separating the different parts of the city? While vacant land today fragments the city, isolating neighborhoods from one another, it can become a vehicle for re-knitting the citys fabric. The secret lies in giving a central role to the use of landscape in its many forms and variations, as laid out elsewhere in this Framework as the vehicle for transforming vacant land into a productive part of the urban environment, whether with respect to ongoing maintenance, short-term holding uses, or long-term reuse for purposes such as stormwater management, urban agriculture, carbon forests, and more. Landscape needs to become a central rather than a peripheral element in Detroits toolkit of urban land uses. This is as true in neighborhoodswhere many scattered vacant parcels need to be integrated into the community fabric through sensitive landscape treatmentsas in high-vacancy areas, where large-scale uses for vacant land are needed.
Well over half of the vacant properties in Detroit are privately owned, including the great majority of the citys vacant buildings. No vacant property strategy that focuses entirely on the publicly owned inventory, yet fails to address the private inventory, can hope to be transformative for the citys future. In addition to vacant properties, large numbers of occupied but poorly maintained properties, often owned by short-term speculators, are destabilizing the citys neighborhoods, while rising numbers of propertiesvacant and occupiedare appearing on the countys annual tax auctions. More aggressive, targeted strategies to address these challenges need to be an integral part of the public land strategy. The City needs to establish clear standards for maintenance of vacant properties by private owners, and use its regulatory authority aggressively to increase the cost of doing business for those owners who do not maintain their properties to the full required standards. Restructuring and effectively enforcing existing vacant property ordinances is an important first step. A second priority should be strategies to motivate responsible landlord behavior and penalize speculators who do not maintain their properties, a critical issue in many neighborhoods where more and more formerly owner-occupied houses are falling into the hands of absentee owners. Finally, the tax foreclosure process, through which thousands of properties move through a revolving door of speculation, foreclosure, and ultimate abandonment, needs to be addressed. Neighborhood associations and CDCs need to be full partners with the public land agencies in designing and carrying out these strategies. Not only do these agencies lack the resources to tackle the problem on their own, but many of Detroits neighborhood associations and CDCs are actively seeking opportunities to take responsibility for the future of their neighborhoods. Only by tapping their energy not merely in carrying out City initiatives, but by playing a strong role in framing and designing those initiativeswill Detroit have a realistic chance to succeed in finding new purposes for its vacant land.
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imPLEmENTATiON AcTiONs
1 2 Hold land between interstates/industrial areas and neighborhoods for green infrastructure (do not release for future residential development). Acquire available land for blue infrastructure in key locations. 1 2 3 4 5 6 7
imPLEmENTATiON AcTiONs
Create priority system for public land and parks acquisition. Create joint policies and system for disposition of public property. Adopt coordinated maintenance strategy for public land. Adopt targeted demolition strategy based on stabilization priorities. Use new and upgraded schools as community anchors for stabilization. Review criteria for school closing to reflect neighborhood stability factors. Update parks and recreation facilities planning to reflect current and future populations and budgets (update aspects of 2006 Strategic Master Plan by the DRD). Parks and recreation planning at neighborhood scales: refine citywide strategy of Detroit Strategic Framework through smaller-scaled analysis. 2 3 1
imPLEmENTATiON AcTiONs
Adjust city maintenance standards, strategies, and practices to vary by framework zone and future land use (do not mow all vacant lots in city regardless of location, but instead adopt different lower-cost maintenance strategies in different areas); look for partnerships to help with land maintenance. Form partnerships with community groups and other organizations, businesses, and individuals to help maintain land. Refine set of landscape maintenance typologies and develop cost estimates to implement. 1 2 3
imPLEmENTATiON AcTiONs
Increase the cost of holding vacant property. Address problem landlords. Create formal partnership with Wayne County Treasurer for tax foreclosure auctions.
THE LAND AND buiLDiNgs AssETs ELEmENT : A sTRATEgic APPROAcH TO PubLic AssETs
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DETROiT fuTuRE ciTy | DEcEmbER 2012
Industrial Land
PROPERTY SUB-TYPE
TARgET VAcANT PubLic LAND AND buiLDiNgs iN EmPLOymENT DisTRicTs fOR EcONOmic gROWTH A
Detroit has strong economic growth potential: many Detroit firms want to grow, while other firms want to move to Detroit, adding jobs and strengthening the local tax base. Three broad strategies should be used to put vacant land and buildings in the service of economic growth: is sold to a non-user, such as a developer or investor, the public agency should not only be as certain as possible that the development will actually take place, but should build in provisions for the property to revert back to the City or other public agency in the event that the developer fails to perform within a reasonable time. While some land in employment districts can be used for non-development uses, such as blue/green infrastructure, those uses should be limited to those which also enhance the attractiveness or marketability of the employment district.
Do not acquire
Sell to adjacent property owner Use for non-development purpose in area compatible with existing industrial fabric Use for non-development purpose in area without intact industrial fabric Sell to adjacent property owner Sell individually for infill industrial or compatible development Bundle with other parcels for infill industrial or compatible development Sell to adjacent property owner Sell individually for infill industrial or compatible development Bundle/create assemblage with other parcels for infill industrial or compatible development Hold with interim use for future redevelopment Use for non-development purpose in area compatible with existing industrial fabric
STRATEGICALLY ACQUIRE AND ASSEMBLE LAND FOR DESIRABLE/BUILDABLE SITES. One of the biggest constraints on Detroits economic growth is the shortage
of good quality move-in buildings and shovel-ready buildable sites. Few of the many vacant industrial and commercial buildings in Detroit are in move-in condition; most require major rehabilitation in order to be usable. Similarly, while public agencies hold large amounts of vacant land in employment districts, most of it is fragmentedoften broken up by parcels held by speculatorsand not suitable for redevelopment. Public land can become a critical asset in efforts to address this problem. While adopting a strategic approach to disposition, public agencies must also acquire properties in economic growth districts where these properties clearly further the goal of creating buildable sites for economic development and job creation. This should be a top priority for vacant land acquisition by public agencies, along with acquisition of industrial buildings that can be rendered move-in at reasonable cost. Objectives for property acquisition can include developing sites that can be marketed to businesses coming into the city or that need new/expanded facilities. In addition, they can be sites identified close to existing major industrial or other job-generating facilities, to be used to further the expansion of those facilities in place.
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REUSE ALTERNATIVES
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Prioritize sites that are either (1) vacant land or (2) buildings in usable conditions
Hold for assembly (1) Sell to adjacent viable industrial user, or (2) Use for non-development purpose (1) Sell to adjacent viable industrial user or if viable development parcel, (2) Sell to developer for industrial development, or (3) Hold where substantial assembly opportunity exists (1) Sell to developer to build industrial (or compatible mixed-use) building or buildings, or (2) Hold where substantial assembly opportunity exists
COMBINE TARGETED DISPOSITION TO DEVELOPERS AND END USERS WITH STRATEGIC HOLDING FOR FUTURE ASSEMBLY. While creating a pool of
buildable sites and usable buildings is a necessary step toward fostering an effective economic growth strategy, it must be matched with a parallel systematic approach to the disposition of land and buildings in employment districts. The fundamental principle is that no public land should be sold except for uses that clearly further creating jobs, or strengthening the vitality of the employment district; furthermore, that small parcels should not be sold at all, if by so doing the opportunity for significantly greater impact through assembly is lost. These parcels should be held in inventory while the process of acquisition and assembly takes place. Priority should go to sales to an end user, either an adjacent existing business or institution already in place, or a firm locating or relocating in the city. Where land 1 2 3 4
imPLEmENTATiON AcTiONs
Identify strategic targets for acquisition of properties by public entities. Adopt policies for targeted disposition and holding of properties in economic growth areas. Increase the cost of holding vacant property. Adopt program to foster greater utilization of underutilized buildings.
PiLOT PROjEcT
1 Target acquisition and assemblage in employment districts
THE LAND AND buiLDiNgs AssETs ELEmENT : A sTRATEgic APPROAcH TO PubLic AssETs
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To help industrial development, there should be pre-assembled sites for development and obsolete/blighted structures torn down.
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The citys public land inventory can be a major asset for the future economic growth of the city. To ensure that there is ample land to allow for future growth, a strategic and targeted approach is needed for acquisition, assembly, and disposition of public land.
One of the main challenges that cities like Detroit face is a lack of market-ready sites for industrial development. Although the amount of publicly owned land is extensive, there are areas within the city where public agencies can build off of the current public land portfolio and begin to create market-ready sites for development.
TARGET PUBLIC LAND STRATEGIES TO SPECIFIC DISTRICTS. Every economic growth district presents different opportunities stemming from the existing patterns of land ownership, the concentration of potentially developable land and the needs of the economic clusters best suited to each district. These factors directly influence the approach to assembly, disposition, and management of publicly owned land. The needs of specific economic clusters, in particular, dictate three distinct approaches for publicly owned land in economic districts. INDUSTRIAL USE DISTRICTS. The market for industrial real estate is different
from the market and needs of other economic activities. Industrial users are looking for land in large, easy-to-develop sites that are close to infrastructure and generally near other industrial activity. With the exception of adaptive reuse of former industrial structures, it is difficult to attract new industrial development to sites of less than 5 acres, as spaceeither in a building or on the groundsis required for different combinations of truck staging, material storage, warehousing, fabrication, packaging and parking. Large, market-ready sites for industrial development are rare in established cities, including Detroit. Proactive and sustained approaches to
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land assembly are needed to transform small, scattered vacant parcels into large, marketable development sites. To support modern industrial development in Detroit, publicly owned land should be held and expanded through targeted acquisition strategies to create large, marketable sites for private investment within the core industrially based employment districts. These districts include Southwest, Mt. Elliott, and DequindreEastern Market.
appropriate reuse and to individuals and firms that are best qualified to redevelop the property, and that have a clear, sensible plan for its redevelopment. Public agencies should consider offering established institutions, such as medical centers or other major employers, in these areas the right of first-refusal to acquire public land and buildings, in order to enable these institutions to assemble land to meet their facility needs.
NoN-INDustrIal uses. Unlike industrial uses, where the availability of large development sites drives the market, the size of available parcels is often not the primary challenge faced by businesses in non-industrial clusters. Firms within the information technology, creative, and Eds & Meds clusters can utilize a wide range of sites and structures of different sizes, depending upon the needs of each individual business. Within economic growth districts that target non-industrial employment like McNichols, Midtown, and Downtown, the primary approach is to adopt disposition policies to ensure that properties are sold for the most
RETAIL ACTIVITY. The land use framework plan calls for focusing retail in a series of established nodes designated as neighborhood centers and district centers. Public land within these centers should be assembled into marketable sites. Where market demand exists, these properties should be released to investors and developers through a competitive request for proposals; in some areas, however, they will have to be held in public ownership for some period in order to avoid creating an oversupply. It is preferable to hold valuable parcels, even for many years, rather than sell them in the short run for development that, by virtue of inadequate scale or quality, will hinder achievement of the districts economic potential in the long run.
POTENTIAL GROWTH AREAS. Given Detroits long-term economic development potential, the inventory of land and buildings inside the areas currently designated as employment districts may not be adequate to accommodate potential longterm growth in jobs and economic activity. In order to provide the opportunity for orderly expansion of these districts in the future, and to forestall pressures for expansion into inappropriate areas such as sound, well-established residential districts, the Strategic Framework identifies a number of high-vacancy areas with substantial public land holdings adjacent to employment districts. These areas, called priority hold areas, are designated as land reserves for future employment district expansion. Public land acquisition activities should be pursued in these areas in order to advance long-term assembly of large buildable parcels. While interim green uses may be appropriate, land in these areas should not be committed for long-term use incompatible with future economic development and job-generating reuses.
THE LAND AND buiLDiNgs AssETs ELEmENT : A sTRATEgic APPROAcH TO PubLic AssETs
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OBJECTIVE
Market indicators
Special features
Major investment
CRITERIA
Historic district Major institution Natural asset Major new/renovated school Strong CDO Strong neighborhood or civic association
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FEATURES
imPLEmENTATiON AcTiONs
Reuse vacant lots to enhance neighborhood stability. Adopt targeted demolition strategy based on stabilization priorities. Address problem landlords. Increase the cost of holding vacant property. Pursue targeted neighborhood stabilization strategies.
EXAMPLES
Detroit River Mumford High School Grandmont-Rosedale Development Corporation Focus: HOPE
PiLOT PROjEcTs
1 2 Target property disposition in low-vacancy and other areas of strength only Create restructured process to facilitate strategic disposition of inventory
1 2
Vacant house
LOW-VACANCY
f c b
FRAMEWORK ZONE
Create small parks in (City-owned and privately owned) vacant lots use closed schools as community centers
DETROiT fuTuRE ciTy | DEcEmbER 2012
MODERATE-VACANCY
A f c b
Start a keep it dry campaign for vacant buildings. If a vacant building is dry, it can sit there for 200 years.
Good condition
Poor condition
Key building
HIGH-VACANCY
4
We have devalued property in the city of Detroit, but for seniors, their home is the only value they have to pass along to the other generations. But if you have abandoned homes on your street, then your house has no value in the market. How can we engage the seniors to find how to bring value back into their home?
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HIGH-VACANCY. The High-Vacancy framework zone contains some key areas that
should be prioritized for neighborhood stabilization and revitalization, but also contains many other areas where the neighborhood fabric has largely been lost through abandonment and disinvestment. Over the coming years, strategies must be pursued to further an orderly transition of these areas into green residential areas or landscape areas. While strategies in the stabilization priority areas are likely to be similar to those in low-vacancy areas, those areas are likely to make up only a small part of the land area in the High-Vacancy framework zone. The strategies in most other areas within this zone are designed to focus more on facilitating reuse for blue/green infrastructure or similar landscape treatments, and may include initiatives to help ease the burden of moving for those families who want to relocate to other parts of the city.
LEGEND
VACANT RESIDENTIAL STRUCTURE VACANT RESIDENTIAL STRUCTURE IN NEED OF MAJOR REPAIR VACANT LOT
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Demolish and consolidate for green reuse or economic growth. Demolish and sell as side lot or minimum treatment. Green reuse or minimum treatment. Rehabilitate and sell to home buyer. Sell as side lot for adjacent home. Sell to home buyer. Assemble for large scale reuse.
Each individual parcel in public ownership has a different set of characteristics that can be used to determine the most appropriate action to improve the area around that parcel. These include whether the parcel is completely vacant or contains a building, the condition of the building, and the condition of the surrounding neighborhood. 1) Building that is architecturally or historically valuable, or which contributes to maintaining the texture of the block or neighborhood
STRATEGIES
Demolish
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THE LAND AND buiLDiNgs AssETs ELEmENT : A sTRATEgic APPROAcH TO PubLic AssETs
One of the major problems facing many neighborhoods is the decline in homeownership, and the growing number of houses owned by absentee landlords, many of whom are short-term speculators with little concern for the neighborhoods future. In tandem with strategies that focus on vacant properties, the cityin partnership with CDCs and neighborhood organizationsshould mount a concerted strategy to establish and enforce standards for responsible absentee ownership, prioritizing strong neighborhoods being destabilized by absentee buying. At the same time, strategies to encourage more people to buy houses in these neighborhoods for owner-occupancy should be actively pursued by the City and its neighborhood partners. These areas generally fall into the category of traditional neighborhoods in the typology presented earlier in the Framework, and as a rule, the public land strategies are designed to enable these areas to maintain their current character, while strengthening them so that they can continue to contribute to the citys vitality.
CONDITIONS
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Strategic location
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HIGH-VACANCY INDUSTRIAL LAND USE STRENGTH INDUSTRIAL LAND USE CHANGE PARKS CEMETERIES
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Adjacent homeowner
No adjacent homeowner
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Sell as side lot Sell for redevelopment Use/sell for green use
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Assemble for green reuse Hold and assemble for green reuse Hold and assemble for future redevelopment with interim green use Hold for future redevelopment with interim green use Sell individually or bundle to sell to developer for infill development Assemble/bundle to sell to developer for infill development Hold and assemble for large-scale redevelopment Hold
ATYPICAL AREAS. Atypical areas are smaller geographic areas within a particular framework zone that have distinctive features that make them stand out from the rest of the framework zone, and which call for public land strategies that are likely to be significantly different from those generally recommended for the zone. Those distinctive features typically include one or more of the following:
location, such as being situated on the Detroit River waterfront; concentrations of public land that may make an area suitable for a particular reuse strategy; large-scale public investment in infrastructure or area improvement; or strong neighborhood or civic infrastructure, such as civic associations or a strong CDC. The identification of these areas as atypical areas does not imply that they should necessarily be given any priority over other areas in the same framework zone. Whether they should also be treated as priority areas will depend on how they fit into the citys land use and economic growth strategies.
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Throughout the city there are several areas that will require strategies that differ from the general strategy for their framework zone. While the atypical areas are not priority areas they have a set of distinctive features that should be taken into account when creating a strategy for these areas.
THE LAND AND buiLDiNgs AssETs ELEmENT : A sTRATEgic APPROAcH TO PubLic AssETs
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7,780
VACANT PARCELS
3,414
PUBLICLY OWNED PARCELS
18,867
VACANT HOUSING UNITS
5,812
PROPERTIES IN TAX FORECLOSURE
AREAS OF LOW-VACANCY
Acquire properties in key locations, such as areas around new/expanded school projects or high visibility sites.
2,813
GREATER DOWNTOWN LOW-VACANCY 1 LOW-VACANCY 2
533
PROPERTIES OWNED BY THE WAYNE COUNTY TREASURER
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PROPERTIES OWNED BY THE MICHIGAN LAND BANK FAST TRACK AUTHORITY
Dispose of individual or bundled parcels to qualified users, including side lots to adjacent homeowners and properties to neighborhood organizations and other users for green uses. Dispose of properties to developers for infill development only in key locations and Low-Vacancy 1 areas. Do not hold properties for assembly except in special cases.
Implement strategies to increase maintenance standards and accountability of owners of vacant land. Implement targeted strategies to address problems of absentee landlords. Enlist neighborhood organizations and CDOs as partners to increase enforcement capacity.
Provide higher level of property maintenance. Enlist neighborhood organizations and CDOs as partners. Use alternative site treatments to reduce maintenance costs and stabilize neighborhoods.
Prioritize demolition of blighting vacant structures where they are likely to affect neighborhood stability.
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MODERATE-VACANCY 1 MODERATE-VACANCY 2
Identify key moderatevacancy areas, based on criteria such as proximity to low-vacancy areas or particular physical, civic or locational assets, where public land activities should be prioritized to further neighborhood stabilization and revitalization. Facilitate transition in other areas to Green Residential or other typologies. Develop targeted strategies for each Atypical Area.
36,403
VACANT PARCELS
24,339
PUBLICLY OWNED PARCELS
39,717
VACANT HOUSING UNITS
11,199
PROPERTIES IN TAX FORECLOSURE
AREAS OF MODERATE-VACANCY
Acquire properties only in key locations within priority and Atypical Areas.
20,651
PROPERTIES OWNED BY THE CITY OF DETROIT
4,094
PROPERTIES OWNED BY THE WAYNE COUNTY TREASURER
2,969
PROPERTIES OWNED BY THE MICHIGAN LAND BANK FAST TRACK AUTHORITY
Dispose of individual parcels to qualified users, including side lots to adjacent homeowners in stabilization priority areas and properties to neighborhood organizations and other users for green uses. Do not hold properties for assembly except in special cases.
Implement strategies to increase maintenance standards and accountability of owners of vacant land in stabilization priority areas, including targeted strategies to address problems of absentee landlords. Enlist neighborhood organizations and CDOs in those areas as partners to increase enforcement capacity.
Provide higher level of property maintenance in stabilization priority areas, including enlisting neighborhood organizations and CDOs as partners. Use alternative site treatments to reduce maintenance costs and stabilize neighborhoods in stabilization priority areas.
Prioritize demolition of key blighting vacant structures where they are likely to affect neighborhood stability in stabilization priority areas.
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Identify key high-vacancy areas, based on criteria such as proximity to low-vacancy areas or particular physical, civic or locational assets, where public land activities should be prioritized to further neighborhood stabilization and revitalization. Develop targeted strategies for each Atypical Area.
HIGH-VACANCY
1 2 4 MILES
49,160
VACANT PARCELS
36,499
PUBLICLY OWNED PARCELS
13,908
VACANT HOUSING UNITS
2,856
PROPERTIES IN TAX FORECLOSURE
AREAS OF HIGH-VACANCY
Acquire selected properties only in key locations within priority and Atypical Areas, or where needed to further blue/green infrastructure strategy.
32,244
PROPERTIES OWNED BY THE CITY OF DETROIT
1,826
PROPERTIES OWNED BY THE WAYNE COUNTY TREASURER
3,482
PROPERTIES OWNED BY THE MICHIGAN LAND BANK FAST TRACK AUTHORITY
Dispose of individual parcels in stabilization priority areas to qualified users, including properties to neighborhood organizations and other end users for green uses. Retain public ownership of land to be used for blue/ green infrastructure.
Implement strategies to increase maintenance standards and accountability of owners of vacant land in stabilization priority areas, including targeted strategies to address problems of absentee landlords. Enlist neighborhood organizations and CDOs as partners in those areas where available to increase enforcement capacity.
Maintain properties in stabilization priority areas where neighborhood organizations and CDOs are available to enlist as partners. Use alternative site treatments to reduce maintenance costs and stabilize neighborhoods in stabilization priority areas.
Prioritize demolition only of key blighting vacant structures where they are likely to affect neighborhood stability in stabilization priority areas.
THE LAND AND buiLDiNgs AssETs ELEmENT : A sTRATEgic APPROAcH TO PubLic AssETs
PROPERTIES
PRIVATE PROPERTIES
MAINTENANCE
DEMOLITION
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Detroit contains thousands of acres of vacant land largely in public ownership for which no substantial redevelopment potentialin the sense of new buildings exists within the time frame of this plan. At the same time, Detroit faces significant challenges to quality of life and air and water quality, particularly with respect to stormwater management and pollution from interstate highways and heavy industry. By reusing large amounts of the public land inventory for blue and green infrastructureto address air quality and stormwater management issuesthe City can improve its quality of life, transform blighting expanses of vacant land into productive public assets, and realize significant fiscal benefits with respect to future sewerage system expenditures.
MAXIMIZING RUNOFF REDUCTION. High-vacancy areas will be the priority locations for designating existing public land and targeting future acquisition for blue infrastructure for maximum runoff reduction, with the possible addition of selected Moderate-Vacancy 2 areas trending toward significant population decline. In addition to the priority areas noted above, priority parcel criteria include
frontage on or close proximity to stormwater boulevard; location in advantageous topographic areas; location within relatively low points in city topography; location along Rouge or Detroit Rivers; location along wet buffers (these can include edges between framework zones or along interstate highways, where particularly well-suited for stormwater collection due to runoff direction/topography); and size greater than a half-acre or feasibility of assembly into larger parcels through consolidation of public holdings or selective public acquisition. Sites with strong potential for blue infrastructure should be retained in public ownership in order to ensure that they can be incorporated into the emerging system. DWSD would be responsible for maintenance of properties designated for blue infrastructure.
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LOW TOPOGRAPHY: HIGHEST PRIORITY LOW TOPOGRAPHY: SECONDARY PRIORITY WET BUFFER PUBLICLY OWNED VACANT PROPERTY
imPLEmENTATiON AcTiONs
1 2 Hold land between interstates/industrial areas and neighborhoods for green infrastructure (do not release for future residential development). Acquire available land for blue infrastructure in key locations.
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EARLy AcTiON
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Sources: Stoss Landscape Urbanism
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High-vacancy areas present the greatest opportunities for blue infrastructure because of the availability of vacant land. Within high-vacancy areas, low-lying areas and edges of infrastructure and framework zones are especially effective locations for blue infrastructure.
PiLOT PROjEcTs
1 2 Stormwater Boulevard Blue Infrastructure Master Plan
THE LAND AND buiLDiNgs AssETs ELEmENT : A sTRATEgic APPROAcH TO PubLic AssETs
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sTORmWaTER bOUlEvaRD
In partnership with DWSD and SEMCOG, convert short segment of arterial road to stormwater blvd. Narrow the road, install swales and bicycle lanes, and construct retention ponds on adjacent vacant, publicly owned land. Image Source: Delaware Center for the Inland Bays
NEAR-TERM PRIORITIES FOCUS ON HIGH-IMPACT, LOW-COST SOLUTIONS. Near-term top priorities for blue
infrastructure are two-fold: Use blue infrastructure as a neighborhood stabilization approach (in Low-Vacancy areas); Implement inexpensive techniques that are highly effective in reducing stormwater runoff, and that do not require any additional land acquisition (in High- or Moderate-Vacancy 2 areas).
EARLy AcTiON
These are generally smaller-scale strategies that can begin right away on suitable land that is already in public ownership. Small to moderate-scale projects in high-vacancy areas provide the opportunity to test new ideas at relatively low costs. For instance, curb cuts and minimal regrading of site topography is a simple, low-cost option for converting vacant lots along major roads to retention/detention sites, which can capture stormwater runoff. Following construction, impact of these projects should be measured to quantify the benefits (gallons of runoff diverted, treatment costs avoided, maintenance costs reductions, etc.). The focus of this kind of project is to deliver high results for reducing stormwater runoff with low costs. Smaller-scale projects should also be tested in lower-vacancy areas, to measure the impact of these uses on neighborhood stability. These uses might take the form of rain gardens or small retention ponds on vacant, publicly owned residential lots, slightly larger blue infrastructures on the grounds of a closed school, or the conversion of a limited maintenance park to an infiltration park that combines stormwater management with recreational features. Here, measuring runoff avoided is still valuable, but feedback from residents and metrics of property values and changes in vacancy rates will be even more important. Near-term priorities should also include planning necessary for future projects. An Infrastructural Master Plan should be undertaken right away, and targeted acquisition of key parcels for blue infrastructure should begin (for example, purchasing suitable vacant lots at auction). Statewide, environmental policy does not fully recognize the benefits of blue infrastructure, requiring investments in expensive conventional (hard) infrastructure for long-term control plans. Advocacy is needed to change state policies and allow value of blue infrastructure to be counted in these plans, so that additional investments in conventional infrastructure are reduced. Instead, future infrastructure investments should be in more multifunctional systems that clean stormwater and provide other environmental benefits and can include recreational components.
City Center District Center Traditional Medium Density Traditional Low Density
Landscape typology
298
Right-of-way or incorporated within existing public land (like park or closed school grounds)
Within 500 feet of general industry or highway, 200 of light industry or 1/2 mile of heavy industry
Priority Site1
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PiLOT PROjEcT
REUSE/DISPOSITION OPTIONS
In the longer term, projects like large lakes that have high detention/retention capacities should be prioritized. These are the projects with the greatest impact on reducing runoff that enters the combined system, but will require land acquisition first. Interim maintenance strategies can be implemented on acquired sites while additional acquisition is ongoing. Construction of the systems should proceed as soon as sufficient land is available.
THE LAND AND buiLDiNgs AssETs ELEmENT : A sTRATEgic APPROAcH TO PubLic AssETs
SITES FOR NEIGHBORHOOD STABILIZATION. Since the plan recognizes that demolition in low-vacancy areas over the coming years is likely to substantially exceed the amount of infill construction likely to take place, a substantial number of additional vacant lots are likely to be created in these areas. Blue infrastructure is a highly appropriate use for these properties, because it offers the opportunity to create attractive, productive uses for these sites, many of which can be maintained by neighborhood organizations, block groups, or individual homeowners. Blue infrastructure can also be added to the grounds of closed schools or to limited maintenance parks, which can include recreation elements like paths and sitting areas. For larger sites like these, DWSD may need to be involved in maintenance. While larger parcels (> acre) or parcels which can be assembled into larger sites are most desirable, small parcels can also be used for blue infrastructure in low-vacancy areas.
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Green infrastructure uses include carbon forests and industry buffers that can improve air quality and enhance the quality of life and attractiveness of the city. Priority parcels for green infrastructure are those located within 500 feet of an interstate or major arterial highway, and parcels located between major industrial (or polluting infrastructure facility) areas and residential neighborhoods. As with blue infrastructure, these uses should be seen as permanent ones, with future land use changes limited to those that do not affect the capacity of the system. Implementing these new uses may take time, especially in areas where suitable vacant land is scarce. Parcels in public ownership that meet these criteria should not be released for new development (with the exception of some areas, which may be suitable for industrial use where demand exists), and should be planted densely with seedlings.
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COOPERATION NEEDED FOR IMPLEMENTATION. Carbon forests will require cooperation from many different local, regional, and state agencies. Many different landowners will need to be involved, especially for carbon forests. Within 500 feet of an interstate, land is typically owned by at least three different parties:
Interstate right-of-way owned by Michigan Department of Transportation Adjacent local road owned by Wayne County Adjacent lots may be privately or publicly owned, by any number of agencies Industry buffers too may combine vegetation planted on the same lot as the industrial use as well as forests beyond the site border. Outside of industry parcels or road rights-of-way, these forests could be owned by the City, Land Bank, Trust, DOT, DWSD, or institution and could incorporate recreational features like trails.
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CONSTRUCTION COSTS AND MAINTENANCE REQUIREMENTS. Planting a forest like this is very inexpensive. Seedlings typically cost around $1 each, and if planted using a 10 x 10 grid spacing, so that the cost per acre is less than $450. Maintenance efforts required will include the following.
Biomass maintenance (take care of fallen trees, etc.) Succession maintenance (thin out/remove trees as needed; seed later species) Trash removal Maintain visual access/ sightlines for safety Maintenance of any trails incorporated into forests Neighborhood residents, other volunteers, researchers, or students could undertake these tasks. Research activities could be incorporated with maintenance, as these forests provide opportunities for measuring urban air quality, carbon sequestration, and other related topics. Tree selection can also reduce maintenance needs. Initially, fast-growing trees should be planted. These trees will help shade out grasses, improving visibility through the forest floor for improved safety. Later, interplant with slow-growing dominant forest-type species that will ultimately grow and out-shade the fastgrowing species. Finally, the forest floor can be seeded with diverse forest floor species, creating a rich ecological experience for residents and habitat for local wildlife and migrating birds.
Projects like the Riverwalks wetland filter clean the water and bring back animals. More of those would be helpful, especially around River Rouge. You can see the dirty water from Google Earth. :(
I appreciate adding the green aspects to the city for true sustainability, especially buffering the industrial areas. Karen, DWP email comment, September, 2012
Detroit 24/7
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Vacant land in public ownership that lies between neighborhoods and major sources of air pollution (industry corridors and interstates) should not be released for future residential development. Instead, it should be planted as a forested buffer to absorb pollutants.
THE LAND AND buiLDiNgs AssETs ELEmENT : A sTRATEgic APPROAcH TO PubLic AssETs
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APPLICABLE AREAS
Industrial land use change adjacent to any land use Industrial land use strength adjacent to highvacancy area Areas where existing adjacencies between industrial and residential land uses will likely dissipate.
MITIGATION/BUFFERING OPPORTUNITIES
Not applicable.
1
Buffering opportunities: Required setback distance needs additional consideration
Some buffer needs can be addressed through changes to zoning regulations: adjust setback distances and landscape requirements.
Current industrial areas that are likely to undergo substantial renovation or construction in the future. Land that is not currently industrial, but which is targeted for potential conversion to industrial in future.
Current businesses are replaced with new industry (Industrial Land Use Strength)
In the near term, zoning changes will have limited impact on many existing industrial uses. In these cases, look for opportunities outside of industrial parcels for shortterm impacts.
Existing industrial areas where current businesses are unlikely to change in near- to mid-term (zoning changes would not impact these businesses, which would likely be grandfathered in until a change in ownership or significant construction triggered compliance with new zoning). For buffering to occur, look for opportunities immediately outside of the industrial parcel on publicly owned land.
Buffering opportunities: Where underutilized commercially zoned land sits between industry and residential, it could be converted to a green buffer Where residential blocks have high-vacancy adjacent to industry, they can provide room for a green buffer Parks or vacant school sites can be planted to act as buffers
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In these situations alternative means of reducing negative impacts on nearby residents should be pursued. Existing industrial areas where current businesses are unlikely to change in near- to mid-term, and opportunities for creating physical buffer are minimal. For example, in many areas of Southwest Detroit, blocks of homes with very few vacant lots abut directly against industry. Mitigation opportunities: If industry exceeds allowable pollution discharge limits, increase enforcement of standards If industry is within allowed discharge limits, but still negatively impacts neighbors, consider raising standard to higher level
ADJACENCIES
ModerateVacancy 1
ModerateVacancy 2
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High-Vacancy
No buffer needed
Acquisition plans for new Industrial land should incorporate buffering considerations.
In areas that are not currently industrial, but are identified for future industry, multiple options exist for buffering. Changes to the industrial zoning rules can create buffers on-site for new industrial uses. In addition, any zoning changes or land acquisition can allow sufficient buffering space between future industry and current/ future residential neighborhoods.
Buffering opportunities: On-site: change rules of industrial zones to increase set-back distances and create buffers on-site Off-site: coordinate land acquisition and zoning changes with current/future adjacent land uses
Look for opportunities outside industrial land (where possible): vacant commercial, publicly owned vacant lots, parks, carbon forest overlap; and ensure discharge standards are strictly enforced
Adjust zoning details for industry: increase setback distances and add additional landscape requirements
Incorporate green buffer planning into future zoning/land acquisitions around these areas
THE LAND AND buiLDiNgs AssETs ELEmENT : A sTRATEgic APPROAcH TO PubLic AssETs
NUISANCE POTENTIAL
PROPERTY CONDITION
PiLOT PROjEcT
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REUSE POTENTIAL
Develop and implement a strategy in partnership with DPS and community stakeholders to maximize the impact of a major school investment, focusing on vacant properties near the facility and building the schools role as a center of community. Image Source: Detroit Public Schools
Of the many different facilities that government maintains, the future of the citys schools and parks has the most direct impact on residents quality of life, and is likely to have the greatest impact on Detroits future. Over the past decades, many schools have been closed, and many parks have been closed or neglected. What to do with closed facilities, and how to make decisions about future school closings and park maintenance issues, are critical decision-making areas for the citys public agencies and residents.
imPLEmENTATiON AcTiONs
1 2 3 4 5 6 7 Create priority system for public land and parks acquisition. Create joint policies and system for disposition of public property. Adopt coordinated maintenance strategy for public land. Adopt targeted demolition strategy based on stabilization priorities. Use new and upgraded schools as community anchors for stabilization. Review criteria for school closing to reflect neighborhood stability factors. Park management: update parks and recreation facilities planning to reflect current and future populations and budgets (update aspects of 2006 Strategic Master Plan by the DRD). Parks and recreation planning at neighborhood scales: refine city-wide strategy of DWP through smaller-scaled analysis.
DETROIT PUBLIC SCHOOLS. In recent years, faced with shrinking enrollment, the
Detroit Public School District (DPS) has closed many schools around the city, while investing significant resources in building, expanding, and upgrading other schools for the remaining enrollment. In light of the trends, still more schools may be closed in future years. The reuse of vacant school facilities, as well as the selection of which schools may be closed in the future, should take place strategicallyin conjunction with the citys land use and neighborhood stabilization goalsin order to reduce the blighting effect of vacant buildings and the potential destabilizing effect of future closings. At the same time, targeted neighborhood strategies around new or significantly upgraded schools along with co-location of other community-serving activities can maximize their value as neighborhood assets. Maximizing the value of schools as community assets, however, may require some rethinking or reworking of the current DPS citywide open enrollment policies. Closed public schools and their sites can become neighborhood assets. Some closed public schools are already being used for charter schools or for other purposes. Options include adaptive reuse for community benefit facilities such as child care or community centers; secure mothballing of historically or architecturally significant buildings for future reuse; or demolition to facilitate reuse of the site for economic development, open space or large-scale stormwater retention projects.
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NEIGHBORHOOD IMPACT
The principle behind the use of neighborhood stabilization criteria is straightforward, and involves three distinct questions: How will closing this school affect the stability and vitality of the neighborhood in which it is located? Are there alternative ways of using the school that will keep it open (either as a public school or some other community-serving facility) to maintain its benefit to the neighborhood? What other activities are underway, by government, CDCs, neighborhood associations or others, to stabilize or revitalize the neighborhood that would be affected by the school closing? This is particularly important in the Low-Vacancy framework zones and in other areas designed as priority stabilization areas. Schools can become centers of community. The use of high-quality school facilities as anchors for neighborhood stabilization should be actively promoted, along with other measures to strengthen those schools, including prioritizing demolition of derelict buildings in their vicinity, while fostering rehabilitation of reusable buildings and community-serving vacant lot treatments. These strategies can include conversion of schools into community- or neighborhood-based schools and colocation of other facilities and services that provide community benefits into school facilities.
PREcEDENTs
1 2 Natur-Park Sudgelande Romanowski Farm Park
PILOT PROJECTS
1 2 3 School Investment Target Area Nature Park Priority Greenway Projects
Market for redevelopment Consider blue/green infrastructure reuse Evaluate future potential carefully before making decision Reuse for blue/green infrastructure Explore other neighborhoodcompatible reuse possibilities Incorporate into other public holdings for future reuse Hold and mothball for future redevelopment
Detroit Public Library is helping to improve the city by bringing in programs and speakers to help the community feel together and do things that can bring a sense of community to the users.
DECISION OUTCOME
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AREAS TO CONSIDER NEW PARKS EXISTING GREENWAY, OFF STREET EXISTING GREENWAY, ON STREET PRIMARY GREENWAY, OFF STREET PRIMARY GREENWAY ON STREET PROPOSED ON STREET BICYCLE PATH PROPOSED ON STREET BICYCLE LANES OTHER PROPOSED GREENWAY RECREATION CENTER
CONVERT TO MULTIUSE PARK CONVERT TO INFILTRATION PARK IN NEAR TERM CONVERT TO INFILTRATION PARK IN LONG TERM
I think that all of Detroit is beautiful, but one of my favorite places to go is the river. From the Ambassador Bridge, to Hart Plaza to Chene Part and Belle Isle, the riverfront is one of the most beautiful places in the city limits. It is serene and picturesque and the one place you are guaranteed to see an entirely different country just by standing near a window. Aria, Detroit 24/7, 5/2012
W. JEF
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The vacant land or buildings should be used to make a park, or something equivalent to that. These buildings are being broken down and used to make houses, which I honestly dont think we need more of. Lets give the kids a reason to get off their butts and go outdoors!
I like the idea of farms and parks, bike trails and flower gardens! Evone, Environmental
The future Park System will provide new opportunities for open space within Detroit. While many parks will remain open, some can be converted to multi-use or infiltration parks, which will include elements of blue infrastructure or ecological landscapes.
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adapting existing parks to uses that still benefit communities but are less expensive to operate and maintain, such as stormwater management or wildlife habitat; finding potential park maintenance partners, such as neighborhood groups, nonprofit organizations, businesses, and others; partnering with other city agencies to adapt and maintain parks to fulfill multiple goals, such as partnering with DWSD to create a blue infrastructure / infiltration park that both captures stormwater and provides recreation opportunities; and exploring partnerships with state or regional agencies for maintenance of large parks. As parks fulfill different roles in Detroit, their maintenance requirements will change in response.
1 2 3 4
Existing park
Hold, maintain, improve, and increase access to city-owned parks Keep parks clean and safe, even in the evening Increase access to parks
DETROiT fuTuRE ciTy | DEcEmbER 2012
Maintained
Limited maintenance
Empower residents/ neighborhood organizations to maintain existing parks Diversify types of parks (e.g. add more parks with natural areas)
CREATING AN OPEN SPACE NETWORK. The future open space network will provide more diverse recreation
opportunities to Detroiters and visitors, and will be better aligned with existing and future residential densities, supplementing traditional parks with a wide range of new park configurations, including nature parks, infiltration parks, and multi-use parks, and linked by a robust network of greenways. Additional recreation features will be incorporated into areas reused for blue and green infrastructure. The new network will be significantly less expensive for the City to maintain, both by changes in its physical configuration and by the opportunities it will provide for a wide range of neighborhood groups, nonprofit organizations, and others to participate in park maintenance.
ModerateVacancy 2
High-Vacancy
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ADDITIONAL CONSIDERATIONS
5
PREcEDENT EARLy AcTiON PiLOT PROjEcT
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Park borders area with lower vacancy that has insufficient park access
naTURE paRK
RECOMMENDED ACTIONS
Create a Nature Park in partnership with local non-profit group in a limited maintenance park or on a large vacant lot with mature vegetation. Park construction should incorporate monitoring/research component in partnership with local universities or high schools on urban ecology topics. Image Source: Detroit Conservation Leadership Corps
Keep open
Close in long-term
Close in near-term Convert to non-traditional open space use or blue/green infrastructure Identify temporary use as holding strategy for future development Reopen as multi-use park or nature park Convert to infiltration park Urban garden
THE LAND AND buiLDiNgs AssETs ELEmENT : A sTRATEgic APPROAcH TO PubLic AssETs
MAKING MAINTENANCE AFFORDABLE. If Detroit is to have a functioning park system, it must align its
maintenance costs with its budget realities. Key steps may include reducing the total number of parks;
$$$
MAINTAINED LAWN
$$
LOW GROW LAWN
$$
PHYTOREMEDIATION
$-$$
MEADOW
$$
LOW GROW LAWN
$$
PHYTOREMEDIATION MEADOW
$-$$
RAPID REFORESTATION
MODERATE-VACANCY AREAS
$$$
SAFETY: Residents have real concerns about personal and property crime associated with unmowed lots; residents often walk in the middle of streets rather than on sidewalks because of concern that someone could be lurking in shadows of tall grass next to the sidewalk. PSYCHOLOGY: Unmowed lots are perceived as blight, give the impression that no one is looking after them, and invite illegal dumping and other illicit activities. PRACTICALITY: Some residents use vacant lots for parking, and advocate for
mowing so they can continue to do so.
As properties are demolished, particularly in low-vacancy areas, the demolition specification should incorporate the preferred basic landscape treatment for each property, and wherever possible, a maintenance plan developed in partnership with the residents of the neighborhood in which it is located. The typology of vacant lot strategies presented here is only the beginning. Additional work will be needed to make possible a systematic maintenance strategy for vacant lots, including refining the typology, developing more precise cost estimates, estimating the benefits, and reaching out to potential community partners.
MAINTAINED LOT
310
$0
EMERGENT FOREST
HIGH-VACANCY AREAS
I would like to see smart uses for vacant land, including partnering with Greening of Detroit for lowmaintenance landscaping ([versus] wasteful mowing of parcels).
More use should be made of creative landscape interventions that reduce maintenance costs, or shift maintenance responsibilities to other entities. Individual lots in low-vacancy areas should be sold or leased where possible to private entities, whether sold to homeowners as side lots, used as community open space, or maintained by neighborhood associations or block groups. Simultaneously increasing enforcement of maintenance standards on private owners of vacant properties will motivate them to take responsibility for their properties or pay the City to maintain them. Vacant lots provide opportunities for a wide range of new uses, including interim uses if permanent uses are not anticipated for some time. General maintenance strategies include the following: Identifying potential non-development reuse alternatives for vacant parcels. Finding opportunities to engage residents, neighborhood organizations, and others in vacant land maintenance. Using alternative lot treatments to reduce the cost of maintaining those parcels that need continued public sector maintenance. Reducing maintenance of public land in high-vacancy areas except to the extent needed for blue infrastructure purposes. Adopting and enforcing minimum maintenance standards for privately owned vacant land, including developing enforcement partnerships with neighborhood associations. 2 3 1
imPLEmENTATiON AcTiONs
Adjust city maintenance standards, strategies, and practices to vary by framework zone and future land use (do not mow all vacant lots in city regardless of location, but instead adopt different lower cost maintenance strategies in different areas); look for partnerships to help with land maintenance. Form partnerships with community groups and other organizations, businesses, and individuals to help maintain land. Refine set of landscape maintenance typologies and develop cost estimates to implement.
$-$$
RAPID REFORESTATION
NO COST TO CITY VERY LOW COST TO CITY MINIMAL COT TO CITY HIGH COST TO CITY
$0
ORCHARD
$$
LOW GROW LAWN MEADOW
$$
$0
LEGEND
$ $$ $$$
PREcEDENT
1 Vacant Lot Program: Philadelphia
PILOT PROJECT
1 Implement maintenance pilot projects across multiple framework zones
CODE EnFORCEmEnT
Because even the vast public land inventory represents less than half of the estimated 150,000 vacant land parcels and vacant buildings in Detroit, the condition and ownership of privately owned vacant properties affects the Citys neighborhoods, as well as affecting Detroits ability to move forward on economic development and other strategies requiring land assembly and reuse. Many of the privately owned vacant lots and buildings in the city are neglected, while in many areas with strong economic development, potential owners sit on key parcels, doing nothing to improve or maintain them, but blocking the city from assembling sites for redevelopment and reuse. On top of that, many occupied buildings are underutilizedparticularly in the citys industrial areasor in the case of absentee rental properties, destabilizing vital but threatened neighborhoods. The problem has been made worse by the Citys budget, and the low priority given code enforcement among the many competing demands faced by the City. In many respects effective code enforcement is as much a factor in the Citys level of public safety as are effective police and fire departments. Public health and safety issues are deeply interwoven with those affecting the public land inventory. Because private owners are responsible for more than half of all vacant properties in Detroit, code enforcement is critical to Detroits turnaround. If the City does not act aggressively to enforce standards for private ownership, the effectiveness of the public land strategies recommended in this Framework will inevitably be compromised. Reflecting the Citys fiscal constraints, it must address these issues in ways that do not unduly overburden the municipal budget, by building strong community code enforcement partnerships with business development groups, neighborhood organizations, and CDCs and by focusing more aggressively on cost recovery from private property owners. Two issues come to the forefront for urgent attention to code enforcement: addressing privately owned vacant land, and addressing the problems associated with absentee landlords. Each of these priorities demand targeted enforcement strategies.
As with vacant properties, Detroit requires registration of all rental properties. That requirement is not effectively enforced, however, and in any event is but the first in a series of steps that must be taken to effectively address the challenge posed by absentee landlords. As a first step, the City should actively ensure that all properties are in fact registered. Inexpensive applications of web-based technology, combined with outreach to neighborhood organizations, can significantly increase the level of landlord registration at little cost to the City government. Once a reasonably complete list of absentee owners has been created, the City can create a database of bad apples who can be targeted for enforcement by matching that list with tax payments, code violations, and police calls. As with vacant properties, the City may want to initiate a landlord strategy in key neighborhoods where this issue is particularly important, and where a strong neighborhood organization or CDC is available and willing to work as a partner to leverage the Citys limited resources. Engagement of a neighborhood organization or CDC can make the difference between a strategy that looks good on paper, and one that actually works. In the end, though, an effective rental strategy should provide not only penalties, but incentives. While strictly enforcing the law against problem landlords, the City of Detroit should design a program of incentives for responsible rental property owners. Many landlord incentives can be provided at little or no cost to the public sector. While the goal of this strategy is not to further additional abandonment but to foster greater maintenance of privately owned properties, some owners may decide, if faced with serious enforcement of minimum standards, to abandon their properties rather than comply with maintenance standards. Other owners may continue to keep their buildings occupied, but fail to comply with orders to make repairs. Where the City government, as a result, must make repairs, maintain vacant lots, or secure or demolish vacant buildings, it should develop an effective process for recovering those costs from the owners. Such a process should not be limited to placing liens on properties, which usually have little or no value, but also include aggressive pursuit of judgments against the owners and their other assets, whatever they may be.
imPLEmENTATiON AcTiONs
1 2 3 Increase the cost of holding vacant property. Address problem landlords. Create formal partnership with Wayne County Treasurer for tax foreclosure auctions.
PREcEDENT
1 Cleveland Code Enforcement Partnerships
PiLOT PROjEcT
1 Code Enforcement / Landlord Strategy
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312
THE LAND AND buiLDiNgs AssETs ELEmENT : A sTRATEgic APPROAcH TO PubLic AssETs
I wish the City would contact the owners of the vacant buildings and somehow enforce the cleaning of debris or demolishing of property.
City-owned lots - Why arent they made available for purchase (free or a nominal fee) to homeowners to put property back on the tax rolls?
Support local community/neighborhood organizations in efforts to maintain quality of housing stock (i.e. code enforcement, public light maintenance, etc).
INCENTIVE STRATEGIES
THE LAND AND buiLDiNgs AssETs ELEmENT : A sTRATEgic APPROAcH TO PubLic AssETs 315
Rental licensing ordinance requiring health and safety inspection as condition of receiving rental license Point of sale or turnover ordinance requiring certificate of occupancy inspection when property is sold or re-rented Adopt responsible landlord guidelines for non-code areas (tenant screening, working with police, etc.)
Establish schedule of penalties for failure to correct violations and other bad actions Establish differential fee structure based on landlord track record
Systems for finding unregistered properties/ landlords - increasing coverage of registration ordinance (online system, landlord finders) Linking registration database to other relevant information - complaints, code violations, health violations, fires, police calls Create bad apple picker - system for classifying landlords based on track record
Code enforcement or reinspection strategy targeting bad apples - landlords/ properties with poor track record Community partnerships to leverage municipal code enforcement resources (diversion strategy) Create efficient nuisance abatement program focusing on nuisance conditions with significant impact on neighborhood stability Create remedial program for bad apples
Provide better access for Good Landlords to public officials (hot line, regular meetings, etc.)
Create efficient in personal collection procedure for fines, penalties, and nuisance abatement costs
TaX FOREClOsURE
When a property owner in Detroit fails to pay property taxes for three years, the property is put up for tax auction by Wayne County. The number of properties being auctioned by the county has more than doubled in the last three years, reaching more than 20,000 in the fall of 2012. This number would be far larger if the county brought every eligible property to tax auction. Under the Michigan land bank statute, the county can move these properties to a land bank entity created under state law; otherwise, properties are sold to the highest bidder. In recent years in Detroit, this has created a revolving door of properties being sold to speculators, and ending up back on the foreclosure list a few years later. While the tax auction process contributes to the problem, it can also contribute to the solution, by being a vehicle through which the city can pursue a targeted, strategic property acquisition effort, by building an ongoing partnership between the public landholding agencies and the Wayne County Treasurers office. The first step is for the key agencies and decision makers involved with public land to develop priorities for acquisition of properties into the public inventory. These may include key properties needed to create site assemblies for economic development, key properties affecting neighborhood stability, properties needed to consolidate land into suitable parcels for blue infrastructure, or other priorities. Based on those priorities, and working through land bank entities (either at the city, county, or state level), the City of Detroit should develop an ongoing process involving key public and quasi-public agencies such as DPD, DEGC and DSWD to identify specific acquisition priorities in advance of each years tax foreclosure auction, and work with the Wayne County Treasurer to create a straightforward process to utilize the provisions of the state land bank statute to enable properties to come into public ownership at minimum cost. This process represents potentially the single most effective way for public agencies to obtain control over key properties that will further the goals of the long-term framework plan at manageable cost. Through partnerships with CDCs and others, it can also be used as a way to help keep homeowners in their homes, and prevent further abandonment in key low-vacancy areas. At the same time, it must be recognized that the sheer scale of tax delinquency in Detroit at present and the resulting volume of properties coming to tax auctionvastly exceeds the capacity of the public agencies to take control, or to intervene effectively in the outcomes, of all but a small percentage of these properties. The only long-term or sustainable solution to the tax auction revolving door will be found in rebuilding Detroits economy and its neighborhoods, and restoring its quality of life so that property owners once again have confidence in the citys future, and their place in that future.
314
As the many properties have switched from owner-occupied to renter-occupied it is importation that the city develops and implement an effective landlord strategy. This should be a targeted strategy that focuses on enforcement of ordinances for bad apples and incentives for good landlords.
imPLEmENTATiON AcTiONs
1 Build community partnerships to leverage limited public resources. Work with the Wayne County Treasurer (WCT) to obtain properties at the fall 2012 tax foreclosure auction, identifying a limited number of properties in key target areas, which should include one key economic growth area and one neighborhood strategy area. Develop an ongoing process involving key public agencies to identify acquisition priorities in advance of each years tax foreclosure auction. Work with the WCT to create a straightforward process to utilize the provisions of the state land bank statute to enable properties to come into public ownership at minimum cost. Build an ongoing partnership with the WCT to ensure that key properties come into public ownership on an annual basis and to discourage land speculation through the tax foreclosure process.
PREcEDENT
EARLy AcTiON
PiLOT PROjEcT
2 3
PILOT PROJECT
1 Targeted Property Acquisition
detroit is...
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executive summary
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civic engagement
afterword
acknowledgements
CIVIC ENGAGEMENT
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Civic infrastructure can be considered an intrinsic system for the city of Detroit. It is an abundant asset that, like Detroits physical systems, has been stressed and burdened by economic and population losses, deferred or inconsistent maintenance, and a lack of renewal. To put it in more human terms: Detroiters
319
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should be recognized as our most precious asset, and the capacity and vibrancy of individuals and institutions deserve support and renewal. This
civic infrastructurestrong residents, strong leaders, strong organizations, and strong sectorswill enable Detroit to make ongoing, continual progress on pervasive, long-term community issues, such as public safety, equitable job access, education, or health.
COMMUNITY CONVERSATIONS & PREP (20) OTHER DWP MEETINGS (6) SUMMITS (7) TOWNHALL MEETINGS (11) PLANNING CLUSTER-BASED MEETINGS (11) MORE THAN ONE ENGAGEMENT TYPE AT LOCATION (13) DWPLTP HOME BASE
W. JEF
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Mappable engagements from both phases, including the types below. Many engagements occurred at the DWPLTP Home Base, and many (e.g. electronic engagements like Detroit 24/7) were not mappable.
CIVIC ENGAGEMENT
RENEWED WAYS TO LEAD AND COLLABORATE. Detroit is above all a city that makes things, and Detroiters can make things happen. There is no shortage of talented people in Detroit who dedicate their lives to making it a better place. They are neighbors, leaders, dreamers, and doers. You may be one of them: a Neighborhood Watch captain or foot patrol, a troop leader or teen leader, a teacher or police or fire/paramedic, a city employee who sees a practical solution, a shop steward with ideas for daycare at your factory, a deacon with a dream for a civic plaza, an entrepreneur who helps develop a thriving business corridor. You may have knowledge of or access to ideas, data, networks of individuals and institutions, or financial resources. Augmenting and leveraging peoples assets, resources, perspectives, and participation is what this section of the Detroit Strategic Framework is all about.
Community engagement is more than just listening to us rank imperatives. Please be more transparent about how community feedback is actually being incorporated into technical planning.
There needs to be clarity about what a person can influence in the process.
WHY ENGAGE? Civic engagement yields lasting benefits. This is true of any
development endeavor or long-term initiative, including the Detroit Strategic Framework. Heres why: First, civic engagement helps strengthen and expand the base of support for a given effort. More people become informed, activated and mobilized through engagement efforts. Opposition is less likely because concerns are addressed within the process. Secondly, engagement creates and empowers leaders who will advocate for and advance an effort. The more champions there are for a plan or an idea, the more likely it is to become a reality. Third, civic engagement strengthens collaboration and connections. It helps pave the way for long-term sustainability of an effort by increasing visibility, credibility, buy-in, accountability, and ownership of solutions and bright ideas. Fourth, civic engagement often nurtures and reinforces a strong connection to place and a sense of identity. Essentially, by engaging in something together, people can witness and feel a shared energy and commitment. Involvement feels rewarding, and the possibility of change and progress excites communities. Lastly, and perhaps most significantly for the Strategic Framework, civic engagement actually improves the substance or content of an initiative. An effort that has been supported by civic engagement will more accurately reflect the ideas of the people it affects, and helps them raise their voices to influence outcomes. It responds to present-day needs and priorities while incorporating a valuable range of perspectives and expertise. For all of these reasons, creating a sustained environment of strong civic fabric and a vibrant civic identity will not only enable the Strategic Framework to become a reality, but it also will allow Detroit to incubate and carry out successful efforts and initiatives well into the future.
Such engagement does not just happen, however. It requires deliberate and targeted investments and efforts by nonprofit organizations, the philanthropic sector, and public and private sectors to learn about it, support it, and initiate it. It also calls for individual leaders to be cultivated and equipped to forge and strengthen connections among constituencies, neighborhoods, organizations, and/ or sectors. And finally, it requires all of us to create an atmosphere of trust, respect, shared goals, and mutual responsibility. Everyone who has dedicated time to the future of Detroitboth within and beyond the city limitsis aware that too many excellent and civic-minded ideas and actions go unrecognized or under-funded because of lack of connections and coordination among all the groups and individuals who are working on solutions for the city. Supporting and investing in a strong civic and cultural fabric creates an enduring asset for Detroits long-term development and prosperity. When a citys people are strongly connected with each otheractive in civic life, focused on shared values, equipped to lead change, and committed to developing healthy and vibrant local institutions and businessesthe city becomes stronger and more sustainable. Engagement is not solely a vehicle to implement and govern change. It is also an outcome and a transformation in and of itself.
CIVIC ENGAGEMENT 321
IS A POWERFUL INFLUENCER
320
GENERATES RESOURCES
IS A VALUED COWORKER
IS AN INFORMED VOTER
FACILITATES CHANGE
96
There are 7 council
disTricTs 1
350
There are 350 communiTy
based organizaTions in deTroiT 3
There are 96
1.5k
PRETTy WELL
By ThE ENd of ThE PRocESS
45%
parTicipanTs undersTanding of dwplTp, on average, increased beTween december 2011 and sepTember 2012 from somewhaT To preTTy well5
dwplTp connecTed wiTh people over 163,000 Times beTween augusT 2010 and sepTember 2012, and dwplTp had 30,000
conversaTions wiTh parTicipanTs during ThaT Time
6
322
323
15k
*421,762,000 has been invesTed in The ciTy of deTroiT by 10 foundaTions* from 2008 To summer of 20118 15,000 advocaTes,
signers and followers on declare deTroiT9
parTicipanTs who parTicipaTed in deTroiT 24/7 said They felT more posiTive abouT dwplTp
process Than parTicipanTs who regisTered Through oTher engagemenTs10
approximaTely 100,000
Realities Sources: 1) City Planning Commission (CPC); 2-4) CPC, Michigan Community Resources (MCR); 5-7) MCR; 7-9) DWPLTP Civic Engagement Team; 10) MCR; 11) DWPLTP Civic Engagement Team *The ten foundations are: 1) Community Foundation for Southeast Michigan; 2) Ford Foundation; 3) John A and Barbara M. Erb Family Foundation; 4) Hudson-Webber Foundation; 5) John S. and James L. Knight Foundation; 6) Max M. and Marjorie S. Fisher Foundation; 7) McGregor Fund; 8) Kresge Foundation; 9) Skillman Foundation; 10) W.K. Kellogg Foundation Text Source: 1) Data Driven Detroit
CIVIC ENGAGEMENT
People believe its just another fad and they already got a plan for the city. And they believe theyve been burned by planning efforts before...,
Its an opportunity for me to go in and talk to people about what our role and responsibility is for change. Each Process Leader has made a decision, some type of decision to be at that table, and with that decision comes the responsibility to do something different to make a change.
I think it is incredibly important that a group be drawn from some of the most dynamic and powerful leaders that we have in the city and the regionand folks who do have at the same time some more local or neighborhood based connections. I think that so far Ive heard conversations existin the kind of polarity of both of thoseThey need to come together. Neither one can do this by themselves.
Their ideas were solicited, recorded, and shared, and I think that was good.
Still, Detroit also clearly has a long history of unique and valuable engagement assets. The city has a legacy of strong union organizing, particularly in the automobile industry. Detroit was once called The City of Churches, and the faith community includes trusted, prominent, and respected leaders that often serve as a galvanizing force. Networks of community development groups advocate for stable and rooted neighborhoods, and a variety of nonprofit organizations provide critical support and outreach to Detroit residents even in the face of constrained resources. Although there is a significant digital divide in the City of Detroit, there is nonetheless a vibrant digital culture that is addressing the divide and leading new ways of civic engagement. Environmental groups, food security advocates, and urban farming projects lead the nation in community organizing around green innovation. Other institutions engage the current and future workforce through their work to strengthen education and provide training opportunities. Vibrant arts organizations and cultural institutions engage communities through a variety of creative means and platforms. The list of people-driven assets in Detroit goes on. On a business level, many companies and leaders work vigorously to engage their colleagues and develop a vital and energetic entrepreneurial environment in the city. On a governmental level, the new City Charter and the new seven-district Council system suggest fertile ground for establishing a renewed sense of place and belonging, which should also secure stronger and deeper engagement between the community and their local representatives in city government. This in turn holds promise for strong links between neighborhood issues and concerns, along with citywide priorities. Community is calling for stronger alignment and accountability between municipal and other levels of government. And from the philanthropic sector, the city has seen renewed interest and investments in engagement. These are all positive steps forward for building sustainable civic capacity.
In addition to its rich legacy of groups, institutions, and sectors that have pioneered engagement, organizing, and advocacy efforts in past decades that continue to the present day, Detroit is full of important informal engagement entities that knit together communities and create a strong sense of city identity. Detroit block clubs and other informal groups, led by many resourceful residents, drive cleanup and beautification projects, neighborhood-watch efforts, and numerous other examples of neighbor-to-neighbor care and connectivity. Informal civic structures such as small businesses (the beauty and barber shop,) neighborhood places (playground, sidewalk, and store), and emerging digital communities such as Facebook and Twitter (especially important for young people) can be overlooked as models of engagement precisely because they are so natural and every day. This recognition was part of what drove the Strategic Framework process to engage with Detroiters where they already gather, through a series of strategies that mobilized conversations, invited stories, and took the dialogue out of the meeting room and into the streets. Other informal networks are more interest-based, and may not initially appear to be the strongholds for change that they can be. Throughout Detroit, local heroes have emerged from among car and motorcycle clubs, groups of street artists, and the sometimes serendipitous groups that share values they have not yet realized, such as skateboarders and trail or park-improvement advocates, maternal-child wellness advocates and urban gardeners, or a safety patrol and a mural artist who both have part of the answer to reducing gang tagging.
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325
CIVIC ENGAGEMENT
2010
AuG 10
Mayors Advisory Task Force (MATF) formed Interagency Working Group formed Soft Launch Meetings began with Citywide Partners to inform about the Detroit Strategic Framework Soft Launch meetings continued Detroit Works Project launched Website created
SEp 7,800
Street Team launched to assist with literature drops for the Townhall Meetings
oCT 9,000
THE CoNVErSATIoN
2011
jAN fEB 16,300 20,300
Planning Cluster-Based meetings began Planning Cluster-Based meetings continued Summit planning initiated
HOW THE CONVERSATION STARTED: DETROIT WORKS PROJECT CIVIC ENGAGEMENT PROCESS. The Detroit Works Project publicly began in September
2010 with the desire to rapidly plan and execute a wide array of meetings covering many geographic areas of the city. Since the first step was to introduce the project to the broad Detroit community, initial engagement happened through large town hall meeting gatherings. This initial round of engagement aimed to generate momentum and interest, and the volume of participation was inspiring and positive. It was clear that Detroiters were ready to engage in the process of citywide transformation. These first forums aimed to provide a context for current realities and set the stage for input in plans for the city over the long term. At the same time, the attendance in the hundreds proved logistically challenging, and limited the kind of participation and dialogue that could take place. The DWP team members began to learn how to best prepare participants in advance for what to expect of the discussions, how to participate, and what would happen afterward. These initial engagement activities, which are common to many city engagement processes, were also large-scale, with City officials and technical experts presenting and then inviting input, questions, and comments. Although this helped ground the events in current data and also demonstrated the Mayors commitment to questions of land use and equitable development, it did not yet allow for interactive dialogue and participant-focused engagement. The first set of community forums was immensely helpful in defining and shaping the 12 main imperatives of the Strategic Framework. Coming out of these meetings, it became clear that the community needed a space to also address urgent and nearterm needs and questions. In response, the Detroit Works Project was reshaped in 2011 to reflect a separate process for addressing very immediate concerns in the communityspearheaded by the mayors officeand a more long-range process for arriving at a vision for the city with broad input from residents and business leaders. For the reshaping process, three core principles guided how engagement unfolded: 1) incorporating community leadership in engagement decision making; 2) providing transparent information exchange, including valuing and integrating community knowledge; and 3) using communications as a core part of engagement efforts. These three principles are elaborated on below.
MAr 24,200
Summit planning continued
AuG 38,400
Reviewed community feedback from 1.0 to inform 2.0 Assembled DWP long term consultant team
SEp 40,400
Continued to review community feedback from 1.0 to inform 2.0 Recruited Process Leaders to help guide civic engagement Hired staff, developed civic engagement plan
oCT 42,800
Continued to review community feedback from 1.0 to inform 2.0 Continued to recruit Process Leaders to help guide civic engagement
NoV 45,200
Process Leaders meetings began and continued through rest of the process Continued to review community feedback from 1.0 to inform 2.0
dEC 53,700
First DWP 2.0 MATF meeting held
326
Hotline launched
Senior Summit
327
2012
jAN 65,300
Ambassador Training began and continued through process Stakeholder Roundtables launched Home Base opened
fEB 69,000
Introduction of 12 Imperatives Detroit Stories began and continued through process Introduction of Key Trends
MAr 74,600
Introduction of Directions Phase
Apr 81,900
Planning, City Systems, and Environment Toolkits made available Community Conversations began Introduction of Typologies
MAy 90,000
Introduction of Strategies Phase
juN 104,400
Roaming Table and Street Team continued
juL 108,700
Speakers Bureau deployed
AuG 130,500
Home Base Open Houses Introduction of Strategic Framework Plan
SEp 163,600
Community Conversations resumed
Telephone Townhall
CIVIC ENGAGEMENT
hERE IS WhERE WE
ARE. ThIS IS WhAT chANGEd BEcAUSE of WhAT yoU SAId.
FEMALE MALE Source: DWPLTP Civic Engagement Team
1 2 4 MILES
all regisTered parTicipanTs who provided age, 14.1% 17 years and under, 21.3% eighTeen years and under, 22.8% 35-54 years, 31.9% 55-74 years, 9.9% 75 years and older.
GENdEr
61.5%
female
AGE
38.5%
male
14.1%
17 & under
people aged
21.3%
people between the ages of 18-34
22.8%
people between the ages of 35- 54
31.9%
people between the ages of
9.9%
aged 75 & older people
55 - 74
ALL REGISTERED PARTICIPANTS WITHIN DETROIT WHO PROVIDED RACE & ETHNICITY
COMMUNITY LEADERSHIP: SHAPED ENGAGEMENT. From the start of the Detroit Works Project, leaders recognized that the work could not be incubated, owned, or shepherded by a select few. As initial engagement activities began in mid-2010, a 55-member Mayors Advisory Task Force (MATF) was established to help guide the development of the process. Then, as a broader set of engagement, technical, and communications practitioners were brought on board in mid-2011, additional community advisors were recruited to complement the Mayors Advisory Task Force and broaden the kinds of voices that represented the process. First, a Steering Committee was appointed by the Mayor, with recommendations from philanthropic leaders. This Steering Committee guided the overall effort and was represented by leaders in government, nonprofit, institutional, faith-based, community, and business sectors. The Mayors Advisory Task Force continued to meet regularly to stay up to date on progress and offer suggestions and recommendations.
In addition, a group of Process Leaders was selected for their expertise in civic engagement among different constituencies and geographic areas in Detroit. They advised the civic engagement process toward blending community and technical expertise. The Process Leaders helped establish a framework for this blended approach and initiated working groups with partners to guide and implement particular engagement activities.
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all regisTered parTicipanTs who provided race and eThniciTy, 46.8% black/african american, 30.3% whiTe caucasian, 13.8% hispanic/laTino, 3.8% oTher, 2.1% asian/asian american, 2.0% Two or more races, 0.8% american indian or alaskan naTive, 0.4% arab american
all regisTered parTicipanTs who provided geography, 11.3% high vacancy, 35.3 moderaTe vacancy, 26.2% low vacancy, 13.8% greaTer downTown, 12.8% non-deTroiT, 0.6% indusTrial
GEoGrApHy
46.8%
black/african american
The three groupsSteering Committee, Process Leaders, and the Mayors Advisory Task Forcerepresented different and complementary skills, networks, and expertise. They were instrumental in achieving the engagement goals of the Detroit Works Project, and they themselves greatly enriched the development of the Strategic Framework. Finally, trained Ambassadors and Street Team members were also enlisted to facilitate engagement amongst additional communities in Detroit. Altogether, more than one hundred leaders from different aspects of community helped ensure that the process was a far-reaching, authentic, and informed effort. (A full list of the people who helped shape and lead the engagement can be found in the Civic Engagement Appendix and in the Acknowledgements section.)
30.3%
white/caucasian
12.8%
nondetroit
13.8%
greater downtown
26.2%
low vacancy
35.3%
moderate vacancy
11.3%
high vacancy
refer to text
0.6% industrial
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Alternative means of sharing info via social media, email, web presence, etc, as well as for soliciting input.
We can engage residents... by announcing it, putting posters all over the place, and in newspapers.
COMMUNICATIONS AND ENGAGEMENT: MULTIPLE CHANNELS FOR OUTREACH AND EXCHANGE. Transparency was a chief concern voiced
HoMEBASE
opEN HouSES
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by residents. We wanted to avoid the No one talked with me problem, and community stakeholders wanted to be kept abreast of how the elements of the Strategic Framework were progressing along the way. To complement the knowledge-blending process, the Strategic Framework teams shared information and conducted frequent public updates throughout the process. Direct and simultaneous communication occurred through the Detroit Works HomeBase phone line, web site, the Detroit Stories web site, social media platforms such as Facebook and Twitter, a regular e-newsletter, periodic distribution of flyers, posters, postcards, and other print material. Phone message blasts delivered key project updates to thousands of homes. In addition, the HomeBase offices allowed for formal and informal face-to-face communication about the project, and the walls of HomeBase featured exhibits showing how the Strategic Framework began to take shape. Print, radio, and television media partners helped to extend the projects reach still further. All of these communications strategies, while not distinct from the information exchange process, helped engage a broad cross-section of people and communities in the important and timely questions of the Strategic Framework process. The combination of virtual and digital engagement served as effective ways to engage with a wide range of people.
roundtable work sessions, through which sector colleagues convened with technical experts to contribute expertise on relevant parts of the Strategic Framework; and two series of district-based Community Conversations, face-to-face interactive events during which people in an area of the city could engage in dialogue with DWP team members and with each other on priorities, hopes, goals related to quality of life, quality of business, and other important aspects of the Strategic Framework. Although it was challenging to remain transparent and wide-ranging even as the effort was rapid-paced and constantly evolving, the attention to communications linked with engagement proved largely effective for sharing, gathering, and blending information and knowledge. (See the Civic Engagement Appendix for more detail of how this occurred.)
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roAMING TABLE
worKING SESSIoNS
youTH ENGAGEMENT
In addition to the town hall forums, HomeBase, and the use of social media, additional engagement tactics included, but were not limited to: team members attendance and presentations at existing community meetings and events; the Roaming Table, a portable information booth, staffed and set up in a housing complex, a busy commuter junction, and other locations ideal for engaging in brief one-on-one conversations about Detroits future; an online gaming platform called Detroit 24/7, in which players could earn points for contributing perspectives and ideas related to planning and Detroits future; telephone town hall events, during which high numbers of callers could listen to Detroit community leaders, ask questions, and hear about upcoming events;
DWPLTP has garnered 136 stories that appeared on the television and radio programs or in the print and online publications of 40 different local and national news organizations, 119,312,772 unpaid print and online media impressions, and nearly five hours of unpaid television and radio coverage.
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4.60
average across eNgagemeNTs:
community conversations
When asked to rate their current feelings towards DWPLTP, participants gave an average answer of 3.92, closest to Somewhat Hopeful. The bar chart to the right shows the average response to this question for the different engagement techniques employed during DWPLTP.
dETroIT fuTurE CITy | dECEMBEr 2012
Telephone outreach
PromPT: What is your general feeling toward Detroit Works Project Long Term Planning?
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3.92
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4.15
3.98
3.93
3.86
3.76
3.64
District HomeBases can help establish a place and a connection at the neighborhood level. As an interviewed stakeholder stated, We can continue to use the tools that Detroit Works incorporated, and on a smaller scale in our neighborhood, continue the same process. District HomeBases would provide a physical place where people could come and discuss what can specifically happen in their neighborhood related to the implementation of Detroit Works Project Long Term Planning. The act of having a physical space where people can come to where information can be available and transparent is important to allowing community to be a part of the implementation process.
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This word cloud summarizes themes from participant feedback about the planning process. The size of the word corresponds to the frequency a participants comment addressed that word or phrase - the larger the word or phrase, the more frequently it was mentioned.
Most face-to-face DWP Long Term Planning (LTP) Civic Engagement activities included the opportunity to evaluate the DWPLTP process. The bar chart below shows responses to the Awareness, Feeling, and Understandingevaluation questions during each of the different engagement techniques used.
EXPAND CAPACITY FOR THE LONG TERM: BUILDING ON STRENGTHS TO EXTEND RANGE. To carry the idea of a civic infrastructure forward, a good
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Civic engagement capacity (or infrastructure) should have four components, like legs of a stool: (1) city government; (2) philanthropy; (3) Detroit institutions (including the nonprofit and business sectors; and (4) Detroit residents. Each of the four needs to be activated and involved at different times and for various issues, but there also should be strong connections and relationships across them. Within each of these four components, there is already a wide range of interest, experience and capacity around civic engagement in Detroit. Strengthening engagement capacity for each of these components has no one size fits all, but there are general areas of engagement capacity for potential development and investment. These include:
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000 Community Conversations Detroit 24/7 Outreach Electronic & Social Media Existing Community Meetings Open Houses Other DWP Led Engagements Roaming Table Telephone Outreach
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infrastructure is coordinated, resilient, and adaptive to changing conditions. It is designed to movebe it electricity or informationfrom without and within, to conduct flows across boundaries and throughout the system. It also must be designed for the long term and to have overflow capacity that permits it to withstand urgent needs without breaking down. At the same time, it must function efficiently and primarily for daily needs, not just critical hot spots. The remainder of this section begins to address the existing assets of Detroits civic infrastructure, identify capacity needs, and draw on the possibilities revealed by the Strategic Framework Civic Engagement process for building and renewing that civic capacity.
Implementation will require constant and open communication between government and residents!
What can this body do to assure, should there be an administration change, that they HAvE to pick this up. What can we do [to convince] candidates that: this is what we have done, are you on board with this?
My expectations are for now, short term - not long term. We need to go out there now.
Its really been embracing to know that we can all come together and work on projects, even if youre not from my community. Because a lot of people thats from the team they come from different areas, and everybody brings their own expertise to the table.
4) Incubate and support efforts for blending community expertise with technical expertise. Creating engagement opportunities that provide
mutual exchange of knowledge and learning is key. This principle is true for many kinds of civic engagement endeavors, be they issue advocacy, election cycles, creative place making, planning or others. For a planning effort in particular, we must find ways that neighborhood-level plans and concerns can feed up to the citywide level and vice versa, and how community input and feedback will be used. We can build on the efforts of Detroit nonprofit organizations to synthesize community expertise into integrated data sets in both formal and informal ways. Better information and data sharing not only can build transparency and trust, because people can see themselves reflected in a process. They can also lead to more informed decision making. This strategy, as with the others, requires dedicated support. In this case, it takes the form of both technical and human resources to facilitate information development, information sharing, and information blending.
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1) Support the development of robust and reliable data. Good data helps
you pinpoint problems, see their root causes, and identify the costs and viability of potential solutions. We must support and build upon the work of Detroit organizations and institutions to gather, synthesize, and analyze high quality and illustrative information that helps aid informed decision making.
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*Most face-to-face DWP Long Term Planning Civic Engagement activities included the opportunity to evaluate the DWPLTP process. Between November 2011 and September 2012, 1,725 participants responded to questions concerning their awareness of, feeling towards, and understanding of DWPLTP as well as if their feeling towards the process changed as a result of the engagement. The bar charts above show responses to the Awareness, Feeling, and Understanding evaluation questions during each month of DWPLTP Civic Engagement through September 2012, as well as the number of responses received during the different engagement techniques used.
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3) Detroit institutions: This component includes both the nonprofit sector and the private sector because the engagement capacities are very similar. Beyond the collaborative mechanisms and vehicles already referenced (such as tables, networks, and coalitions), Detroit institutions may benefit from leveraging new or deeper partnerships across other sectors. Organizations and institutions that are less familiar with civic engagement could become more effective through training, technical assistance, and partnering with organizations that are more adept at engagement. In addition, the work Detroit nonprofits in particular may be enhanced by building the skills and capacity of staff to plan and execute engagement tactics effectively.
Perhaps the most critical facet of civic engagement capacity is the connections, communications, and collaboration among sectors and networks. Supporting these connections requires dedicated investments. Detroiters have called on civic actors to move from unilateral actions (silos) to multifaceted networks, forums, tables, and collaborations based in shared issues and common self-interests. Many effective collaborations are opportunistic in nature: They simply identify what the various stakeholders have in common. What are the shared interests? What are the shared motivations for taking action? What can we achieve together, even if all of our priorities and theories of change do not align? Collaboration happens on a spectrum from deciding to mutually work on or contribute to a specific, time-sensitive project to having an ongoing, consensus-driven alliance. Longer term relationships and efforts often travel along this spectrum from initial shared interests or relatively short-term outcomes to ongoing and expanded dialogue for systemic change.
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INFORMED, INCLUSIVE DECISIONS: DEVELOPING AND SHARING KNOWLEDGE AND INFORMATION. Since transparency, accountability, and
trust are critical to any civic engagement endeavor, the way that information is collected, analyzed, and shared matters a great deal. But it is not only about input
and exchangeit is also about valuing and demonstrating that value when initiating a process. We learned through the Detroit Works Project that authentic
and routine information gathering, sharing, and processing yield an authentic and credible process with more widespread interest and support. In other words, when people feel informed and can see their fingerprints (their voice and perspective) in a plan or initiative, they are more apt to believe in it, actively support it, and tell others about it. They feel like they were asked, they were heard, and that what they said matters.
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A MOSAIC OF TACTICS FOR A MOSAIC OF PEOPLE: DIVERSE PLATFORM OF OPPORTUNITIES TO ENGAGE. Traditional engagement methods often ask
for people to give their comments, reaction, or input to a proposal or plan. But more recently, much has been written and discussed about the rapid changes in our society in terms of how, when, and why communities choose to engage. The next frontier of civic engagement is responding to changing social realities, especially in the way people engage face to face and online, which shape and complement peoples expectations that they will have access to the process and to decision makers, that their time and opinions will be valued, that they may have fun through engagement, and that they can rely on trusted messengers and neighbor-toneighbor recruitment and involvement, as well as organizations, institutions, and sectors in engagement efforts. Events and meetings are a time-tested way for community to gather, share concerns, gain knowledge, and build relationships. However, civic engagement is not limited to an event. Meetings and forums are not the only mechanism for developing relationships, seeking input and expertise, making decisions, and creating joint plans for action. Civic engagement efforts tend to reach much greater depth and/or breadth of reachand thus a greater potential for successif a range of engagement methods and tactics are designed in order to attract different audiences and networks. This includes both inviting community inthrough meetings, work sessions, events and other gatheringsas well as going to where communities already gather. Many new, creative, and innovative ways to engage people and institutions are being piloted and shared across the country. Annual working summits to gather cross-sector leaders on an issue or concern;
3.
Examples of such models, many of which were part of the Detroit Strategic Framework engagement process, include: Experiential learning, bike tours, or bus tours; Tabling and one-on-ones; Virtual town hall events; Canvassing and door knocking; Trained speakers bureaus or ambassador programs; Storytelling, community listening sessions, and oral histories; Presenting or participating in existing meetings of a professional association, a place of worship, or other scheduled gathering; Joint neighborhood councils, school councils, and other citizen spaces that have been made more participatory and inclusive; Proven processes for recruitment, issue framing, and facilitation of smallgroup discussions and large-group forums; New cross-sector models that approach an issue from the lens of collective impact (e.g. cradle to career), such as a broad-based consortium, task force, funders collaborative, or a strategic commercial/business network; Online tools for network-building, idea generation, crowd-sourcing or crowdfunding, dissemination of public data, and serious games; Youth leadership efforts; Using the arts for dialogue, consensus building, or creative place making; Buildings that can be physical hubs for engagement; Participatory budgeting and other approaches to making public meetings more efficient, inclusive, and collaborative; Action research and other methods that involve citizens in data-gathering, evaluation, and accountability; and Food, music, and other social and cultural elements that make engagement more enjoyable and fun.
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We can continue to use the tools that Detroit Works incorporated, and on a smaller scale in our neighborhood, continue the same process.
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Maintaining a real degree of integrity and meaningfulness in what you communicate to the publicI think its one area that we need to continue to improve on.
Image Sources: 1,2) Marvin Shaouni; 3-7) DWPLTP Civic Engagement TeamFlickr; 8) Marvin Shaouni; 9) DWPLTP Civic Engagement TeamFlickr; 10) Marvin Shaouni
CIVIC ENGAGEMENT
Successful civic engagement ultimately goes beyond a laundry list of tactics; it embraces a strategic and targeted plan in which a combination of tactics are woven together. A complete set of engagement tactics complement each other, because each is tailored to a specific group, such as an age group, an ethnic or cultural community, a specific neighborhood, a professional field (such as small business entrepreneurs or community developers), and so forth. Engagement can accomplish different goals at different times. Sometimes, as in much of the Detroit Works civic engagement, its about listening and getting input and feedback to shape something. Other times, as in the next phase for Detroit as it builds a permanent, sustainable civic capacity to sustain and grow beyond the Strategic Framework time frame, its about engaging people and groups to actually implement something togetherto take action. Its both a process and an outcome.
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detroit is...
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executive summary
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civic engagement
afterword
acknowledgements
STEERING COMMITTEE
George W. Jackson, Jr. President and CEO, Detroit Economic Growth Corporation Steering Committee Chair Bishop Charles Ellis Greater Grace Temple Lydia Gutierrez President, Hacienda Mexican Products Heaster Wheeler Assistant CEO, Wayne County Alice Thompson CEO, Black Family Development Phillip Cooley Owner, Slows Bar BQ Don Chen Senior Program Officer, Ford Foundation Tyrone Davenport CEO, Charles H. Wright Museum of African American History Rod Rickman President and CEO, Rickman Enterprises Dr. George Swan III, Ed.D. Vice Chancellor, Wayne County Community College District City Council Representative Marcell Todd Director, Detroit City Planning Commission Laura Trudeau Senior Program Director, Kresge Foundation Mayors Office Representative Marja Winters Deputy Director, Detroit Planning & Development Department
Olga Savic-Stella Vice President, Business Development, Detroit Economic Growth Corporation
PROJECT FUNDERS
Kresge Foundation Ford Foundation W.K. Kellogg Foundation John S. and James L. Knight Foundation Hudson Webber Foundation Erb Family Foundation Community Foundation for Southeast Michigan
McKinsey & Company Southeast Michigan Council of Governments The Reinvestment Fund Wayne State University, Urban Studies and Planning
PLANNING TEAM
Toni L. Griffin Project Director Hamilton Anderson Associates Project Management, Land Use and Neighborhoods Stoss Landscape Urbanism Landscape, Ecology and Environment Initiative for a Competitive Inner City Economic Growth Mass Economics Economic Growth Interface Studio Economic Growth Happold Consulting City Systems Center for Community Progress Land and Buildings Assets Carlisle Wortman Zoning AECOM Landscape, Ecology and Environment Audit Skidmore Owings and Merrill, LLP Urban Design Audit HR&A Advisors Public Land Audit
COMMUNICATIONS TEAM
Canning Communications Media Relations and Communications Strategy Lovio George Communications Strategy and Branding Applied Storytelling Project Narrative, Messaging, and Communications Planning
MAYORS OFFICE
344 Mayor Dave Bing Deputy Mayor Kirk Lewis
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CITY COUNCIL
Council President Charles Pugh Council President Pro Tem Gary Brown Councilman Kenneth V. Cockrel Jr. Councilwoman Saunteel Jenkins Councilwoman Brenda Jones Councilman Kwame Kenyatta Councilman Andre Spivey Councilman James Tate Councilwoman JoAnn Watson
ADDITIONAL CONTRIBUTORS
Brophy & Reilly, LLC Cloudburst Community Building Institute Community Legal Resources Data Driven Detroit Detroit Collaborative Design Center Justice & Sustainability, LLC Lisa Schamess
PROJECT MANAGEMENT
Malik Goodwin Vice President, Project Management, Detroit Economic Growth Corporation Wendy Jackson Senior Program Officer, Community Development, Kresge Foundation
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Erick Barnes University of Detroit Mercy Rufus Bartell Simply Casual Clothing Store Russ Bellant Helco Block Club Delores Bennett Northend Improvement Council Fay Beydoun American Arab Chamber of Commerce Austin Black City Living Detroit Robert Bland Councilwoman JoAnne Watson David Blaszkiewicz Downtown Detroit Partnership Paul Bridgewater Detroit Area Agency on Aging Edward Egnatios Skillman Foundation Tom Goddeeris Grandmont Rosedale Development Corporation Anika Goss Foster Local Initiatives Support Corporation, National Ponsella Hardaway Metropolitan Organizing Strategy Enabling Strength Charity Hicks East Michigan Environmental Action Council Adam Hollier Formerly: State Representative Bert Johnson Michelle Jackson Green Explosion Andre Johnson Detroit Recovery Project William Jones Focus : HOPE Christine Kageff JP Morgan Chase Foundation Luther Keith ARISE Detroit Renee Kent PNC Bank Community Development Ann Lang Formerly: Downtown Detroit Partnership Sharon Madison Madison International Conrad Mallet DMC- Sinai Grace Hospital Martin Manna Chaldean American Chamber of Commerce Scott Mason Youth Representative Patricia McCants You Can International Kwamena Mensah Detroit Black Community Food Security Network Faye Nelson Detroit Riverfront Conservancy Steve Ogden Formerly: Next Detroit Neighborhood Initiative Dan Ringo Formerly: International Union of Engineers, Local 324 Shenay Shumake Solid Rock Assembly of God Christianne Sims Urbanize (D) Shirley Stancato
New Detroit, Inc. Kim Tandy Sherwood Forest Neighborhood Association Tim Thorland Community Development Advocates of Detroit James Thrower JAMJOMAR Kevin Tolbert United Auto Workers Khary Turner Black Bottom Collective Jerome Warfield Brightmoor Alliance Inc Kathleen Wendler Southwest Detroit Business Ass. Alan Scott White WISE Commercial Real Estate Donele Wilkins Formerly: Detroiters Working for Environmental Justice Charles Williams Historic King Solomon Baptist Church Thomas Woiwode Community Foundation for Southeast Michigan
Judith Jackson Youthville Detroit Luther Keith ARISE Detroit Angela Reyes Detroit Hispanic Development Corporation James Ribbron City of Detroit Board of Zoning Appeals Rebecca Salminen Witt Greening of Detroit Christianne Sims Urbanize (D) Alice Thompson Black Family Development, Inc. Steve Tobocman Global Detroit Sandra Turner Handy Michigan Environmental Council Diane Van Buren Zachary and Associates Dan Varner Excellent Schools Detroit Heaster Wheeler Wayne County Guy Williams Detroiters Working for Environmental Justice
PARTICIPATING ORGANIZATIONS
12th Precinct Neighborhood Coalition Adult Well-Being Services Alliance of Rouge Communities Allied Media Projects (AMP) Alter Ego Management American Association of Retired Persons American Institute of Architects, Detroit Archdiocese of Detroit ARISE Detroit AT&T Bank of America Benteler BING Institute Black Family Development, Inc. Blight Busters Boggs Center Bridgewater Bridging Communities Brightmoor Alliance Brown Environmental Construction CB Richard Ellis Centric Design Studio Chadsey Condon Community Organization
City Council City Living Detroit City Mission City of Detroit Department of Environmental Affairs City of Detroit General Services Department City of Detroit Mayors Office City of Detroit Planning and Development Department City of Detroit Planning and Facilities City of Detroit Public Lighting Department City of Detroit Water and Sewage Department City of Detroit Water and Sewerage Department City Planning Commission Clark Construction College for Creative Studies Comerica Community Development Advocates of Detroit Community Foundation for Southeast Michigan Community Investment Compuware Conner Creek Greenway Core City Neighborhoods Corktown Housing LLC Corktown Residents Council DANA Automotive Data Driven Detroit Deloitte Touche Department of Housing and Urban Development Department of Public Works Detroit Area Agency on Aging Detroit Association of Realtors Detroit Black Community Food Security Network Detroit Catholic Pastoral Alliance Detroit City Airport Detroit Creative Corridor Initiative Detroit Department of Transportation Detroit Economic Growth Corporation Detroit Food Policy Council Detroit Hispanic Development Corporation Detroit Housing Commission Detroit Land Bank Authority Detroit Lives Detroit Neighborhood Forum Detroit Parent Network Detroit Public Schools Detroit Regional Chamber Detroit Riverfront Conservancy Detroit Summer Detroit/Wayne County Port Authority Detroiters Working for Environmental Justice DMC Group DTE Energy East English Village Neighborhood Association Eastern Market Erb Family Foundation First Independence Bank Focus: HOPE Ford Foundation Ford Motor Company Franklin Wright Settlements Fringe City Development Fulcrum EDGE GalaxE.Solutions GE Corporate IT Genesis HOPE
Global Detroit GM Ventures Grandmont Rosedale Development Corporation Great Lakes Bioneers Greater Corktown Development Corporation Greektown Casino Green City Growers Greening of Detroit Greenways Coalition Hantz Farm Harriet Tubman Center Heidelberg Project Henry Ford Health System Innovation Institute Henry Ford Medical Group Heritage Realty Services Highstone Associates Hinshon Environmental Consulting Hispanic IT Executive Council Hudson-Webber Foundation Invest Detroit Jackson Lewis James Group JE Electric Jefferson East Business Association John S. and James L. Knight Foundation Karmanos Cancer Institute Katherine Beebe & Associates Kresge Foundation Larson Realty Group Lawrence Technological Detroit Studio Lawrence Technological University Leamington Produce Lee & Associates Lewis & Munday Liberty Bank Local Initiative Support Corporation Lower East Side Action Plan Marygrove College Masco Corporation Foundation Mastronardi Produce Matrix Human Services McDougall Hunt CDC McIntosh Poris Associates, AIA Detroit MGM Detroit MichAuto Michigan Association of Planning Michigan Department of Transportation Michigan Economic Development Corporation Michigan Environmental Council Michigan Land Bank Michigan Manufacturing Technology Center Michigan State Housing Development Authority Michigan State University Midnight Golf Midtown Detroit Inc MOCAD National Association of Minority Contractors, Detroit National Heritage Academies National Organization of Minority Architects, Detroit Neighborhood Services Organization Neighbors Building Brightmoor New Detroit New Economy Initiative New Solutions Group
Newmark Knight Frank Next Detroit Neighborhood Initiative Next Energy Northwest Detroit Neighborhood Development Oakland Stamping Original United Citizens of Southwest Detroit, 48217 Pablo Davis Elder Living Center Peoples Community Services of Metropolitan Detroit PNC Bank Project for Public Spaces Puzzle Piece Theater Pyramid Farms QuickenLoans Recycle Here RNF LLC Robert Prudhomme Design Rock Ventures Roxbury Group Sacred Heart/St. Elizabeth CDC SER-Metro SHAR Foundation Sierra Club Skillman Foundation Southeastern Michigan Community College Consortium Southeastern Michigan Council of Governments Southwest Detroit Business Association Southwest Detroit Development Collaborative Southwest Detroit Environmental Vision Southwest Housing Solutions Southwest Solutions Steel Market Development Institute Strategic Staffing Solutions Strength Capital Suburban Mobility Authority for Regional Transportation TechTown The Brennan Group The Green Door Initiative The Reinvestment Fund The Villages CDC Transit Riders United TransLinked U3 Ventures University Commons Organization University of Detroit Mercy University of Michigan Urban Land Institute Urban Neighborhood Initiatives U-SNAP-BAC Vanguard CDC VITECH W.K. Kellogg Foundation WARM Training Warren Connor Development Corporation Wayne County Community College Wayne County EDGE Wayne County Land Bank Wayne County Treasurer Wayne State University Windham Realty WISE Commercial Real Estate Workforce Intelligence Network Young Detroit Builders Youthville Zero Waste Detroit
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ThANK YOU TO ALL PARTICIPANTS IN ThE DETROIT STRATEGIC FRAMEWORK PLANNING PROCESS. YOUR DEDICATION ShOWN IN MEETINGS AND ThROUGh FEEDBACK AND PARTICIPATION hAS GREATLY CONTRIBUTED TO DETROIT FUTURE CITY.
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