Greater Downtown Strategy

8/12/2019 Greater Downtown Strategy

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greaterdowntown

todstrategy

prepared for:downtown detroit partnershipdetroit economic growth corp.

prepared by:

hamilton andersondecember, 2011

M - 1 T O D


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Funding for this project was provided by theFord Foundation.

Members of the Greater Downtown PlanningGroup included:

Detroit Economic Growth Corporation Downtown Detroit Partnership Midtown Detroit, Inc.

Kresge Foundation Hudson Webber Invest Detroit Compuware Detroit Medical Center Henry Ford Health System Illitch Holdings Quicken Loans

Wayne State University City Planning Commission DDOT P&DD DTC/DPM

Hamilton Anderson Associates providedtechnical and graphic support for thisdocument.

Acknowledgements

1.0 Understanding the Greater DowntowWoodward Corrid

1.1 The Opportunity

1.2 What is TOD?

1.3 Incorporating Active Plans

1.4 National Best Practices

1.5 The Challenge

1.6 The Greater Downtown Today

4.0 Action Pla

4.1 Corridor

4.2 District

4.3 Neighborhood

3.0 The Greater Downtown TOD Strate 3.1 Complete Districts and Neighborhoods

3.2 Aspiration, Capacity and Demand

3.3 The Greater Downtown TOD Strategy

3.4 Phasing and Funding

3.5 Priority Walking Streets

3.6 Community Building

3.7 Implications of Station Locations

3.8 Development Case Study: Portland Pearl Distric

2.0 Building a Shared Visi 2.1 People and Process

2.2 Greater Downtown TOD Planning Group

2.3 Stakeholder interviews and work sessions2.4 Community Engagemen

2.5 Guiding Principles

2.6 Objectives and Prioriti es

4.1.1 Land Use and Regulatory Changes 4.1.2 Financing

4.1.3 Infrastructu re 4.1.4 Parking

4.2.1 CBD 4.2.2 Midtown

4.2.3 New Center

4.3.1 Financial District 4.3.2 MGM/DTE

4.3.3 Greektown/BCBS

4.3.4 Entertainment District 4.3.5 Lower Cass 4.3.6 Brush Park

4.3.7 Detroit Medical Center 4.3.8 Wayne State University

4.3.9 Art Center 4.3.10 Milwaukee Junction

4.3.11 Northend


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4 Draft for review and comment Draft for review and comment

1.0 Understanding theGreater DowntownWoodward Corridor

1.1 The Opportunity

1.2 What is TOD?

1.3 Incorporating Active Plans

1.4 National Best Practices

1.5 The Challenge

1.6 The Greater Downtown Today

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2.0 Building a Shared Visionfor the Greater DowntownCorridor

2.1 People and Process

2.2 Greater Downtown TOD Planning Group

2.3 Stakeholder interviews and work sessions

2.4 Community Engagement

2.5 Objectives and Priorities2.6 Guiding Principles



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s/priorities

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Central Business District

Prioritize primarily residential districts north of Gratiot and

Lafayette

Develop phasing strategy with first priority placed on Woodward

Integrate residential developments into subdistricts of a critical

mass instead of isolated developments

Create districts around quality public space

Midtown

Residential growth is the highest priority in Midtown (15,000 new

residents)

Prioritize residential development within mile of Woodward

Prioritize renovation and adaptive reuse of historic buildings

Encourage an integrated mix of housing types and income diversitythroughout district

Prioritize residential development in traditional South Midtown

neighborhoods (Brush Park)

New Center

Grow residential population with a coordinated strategy and buy-

in from New Center, TechTown, HFHS, and North End/Vanguard

Use residential development on West Grand Boulevard to create a

walkable connection between HFH and Woodward Avenue

Locate new workforce housing in close proximity to employment

centers

Address security issues at Seward and Woodward to stabilize New

Center residential neighborhoods

Prioritize safe and walkable connections along Woodward and

Grand Boulevard from New Center/North End neighborhoods to

transit stops

Stabilize North End with residential rehabilitation and infill tools

(financing/incentives)

Objectives and Priorities - Residential

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Objectives and Priorities - EmployeesCentral Business District

Prioritize commercial development within mile of Campus

Martius and Grand Circus Park.

Create mixed use commercial-residential district within mile of

Grand Circus Park

Prioritize completing Campus Martius development on Hudsons and

Monroe blocks

Develop phasing strategy that prioritizes sites on Woodward Avenue

No new superblock/campus development in the CBD; all new

development must retain existing street grid

Midtown

Coordinate new institutional development with TOD planning.

All new residential development in support of the Anchor Strategy

(WSU and DMC) must be within mile of Woodward New facility development must engage streets and neighborhoods

Connections between institutions and light rail stops must be directly

accessible from the street (no rear main entrances)

Existing institutional dead zones (lawns, setbacks, etc.) must

incorporate active programming uses that promote walkability and

street life

New Center

Connect job centers to Woodward Light Rail in a walkable

environment

Prioritize safe and walkable connection along West Grand Boulevard

between Henry Ford Hospital and transit stop

Incorporate mixed-use development commercial, retail, residential

in the TechTown area to encourage the development and

expansion of the mission of TechTown/New Economy Initiative

Partner with educational and health care institutions to incorporate

new economy and health care production, manufacturing and

distribution uses on former industrial sites

New institutional development (HFHS) must engage Grand

Boulevard to facilitate connections to New Center and Woodward

Light Rail

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Objectives and Priorities - VisitorsCentral Business District

Prioritize vibrant, entertainment-driven mixed-use district around

Grand Circus Park.

Diversify uses to include residential, retail, and office in order to

create a more active district

Build-off of existing retail amenities along Park Ave.

Midtown

Unlock visitor populations from interior-focused cultural

institutions to create a more active district

New facility development must engage streets and neighborhoods

Connections between institutions and light rail stops must be directly

accessible from the street (no rear main entrances)

Existing institutional dead zones (lawns, setbacks, etc.) must

incorporate active programming uses that promote walkability and

street life

New Center

Unlock hidden visitor populations (HFHS, CCS, WSU) from

interior-focused destinations to create a more active district

Use new HFHS development south of Grand Boulevard [retail/public

space components] to help draw visitors out of the main hospital

building

Provide evening and weekend service retail for hospital and student

visitors

Create safe and walkable connections between visitor destinations

and Woodward Light Rail

Partner with adjacent institutions (HFHS, WSU, DMC, CCS) to

support one New Center hotel

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Objectives and Priorities - RetailCentral Business District

Woodward retail between Campus Martius and Grand Circus

Park with a clear strategy towards its success.

Fill ground floor retail on Woodward between Campus Martius and

Grand Circus Park with a high-quality mix of boutiques, bars, and

restaurants that will be a destination for the city and region

Create entertainment-related retail streets on Woodward and Park

north of Grand Circus Park incorporating a high-quality mix of bars,

restaurants, and visitor-centered amenities

Create neighborhood retail district around Capitol Park

Midtown

Create critical mass of new retail amenities to support residential

targets.

Prioritize development of independent, neighborhood retail along and adjacent to Cass Avenue

Prioritize destination retail on Woodward in support of cultural

institutions and eds/meds Midtown visitors

Prioritize service retail along John R to cater to DMC employee and

visitor populations

New Center

Create viable retail nodes to support both employee and resident

populations and reinforce walkable connections

Create priority walking street along West Grand Boulevard between Woodward and HFHS, incorporating a series of active outward

facing retail establishments and public spaces

Create high-quality contiguous neighborhood-oriented retail strip

along Woodward between Baltimore and Pallister (use Royal Oak

Ferndale retail as model)

Use new development with first floor retail on West Grand Boulevard

between Second Avenue and HFHS to enhance walkable pedestrian

connections

Incorporate street-facing retail into new HFHS investments south of

the Boulevard

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Objectives and Priorities - Public SpaceCentral Business District

Seamlessly connect Woodward Light Rail to the Riverwalk and

other major public spaces within an overall strategy to promote,

maintain, and program public space throughout the CBD as a

community benefit and to spur development.

Concentrate new development around public space investments

Any new riverfront development should support physical and visual

public connections to the river

Midtown

Public space must be created, promoted, maintained, and

programmed as a community benefit, to help spur development

and to reinforce neighborhoods.

Prioritize development of additional public space to serve growing

residential Midtown neighborhoods

Assemble and retain contiguous areas of vacant land to be held

until planning is complete for targeted strategic redevelopment

New Center

Public space must be created, promoted, maintained, and

programmed as a community benefit, to help spur development

and to reinforce neighborhoods.

Incorporate high-quality public space into HFHS development south

of Grand Boulevard

Use public space to enhance pedestrian experience at intermodal

rail site

Promote, maintain, and program public space adjacent to

residential neighborhoods

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Objectives and Priorities - TransitCentral Business District

Seamlessly connect Woodward Light Rail to the Detroit People

Mover to maximize connectivity of dispersed destinations, job

centers and modes of transportation.

Enhance DPM service to maximize efficiency of an integrated transit

system (evaluate two-way service to major destinations)

Create priority walking streets between transit stops and major

destinations: Renaissance Center, Cobo, CBD hotels, Greektown

BCBS, etc.

Midtown

Promote several safe, walkable east-west connections to

connect stations to destinations.

Transit stops must be visible and accessible to the institutions they serve

Transit service must be frequent and regular to promote maximum ridership Transit stop locations must tie seamlessly into other modes of transportation

including sidewalks, bus routes, bike lanes, and park-n-rides.

Transit stops engage streets and neighborhoods

New Center

Create an exciting, attractive and efficient intermodal gateway to

the City that maximizes the visitor experience

Create a seamless connection between light rail, busses and

commuter rail at Amtrak intermodal exchange less than 100 feet

between connections Prioritize development that reinforces or enhances intermodal

connections at rail and freeways (intermodal facility, park-n-rides,

distribution centers, streetscape between intermodal connections)

Use TOD immediately around intermodal station to create a more

vibrant and active district

Prioritize comprehensive plan for revitalization of gateway

connections off of I-75 (Service Drive/East Grand Boulevard) and

I-94 (Trumbull/I-94 Service Drive)

If shuttle or bus connections are used between Woodward Light Rail

and HFHS, they must be seamless and attractive, similar to the light rail experience

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3.0 Greater Downtown TODStrategy

3.1 Complete Districts and Neighborhoods

3.2 Aspiration, Capacity and Demand

3.3 The Greater Downtown TOD Strategy

3.4 Phasing and Funding

3.5 Priority Walking Streets

3.6 Community Building

3.7 Implications on Station Locations

3.8 Development Case Study: Portland Pearl District



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Greater Downtown Strategy

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