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Detroit Future City: 2012 Detroit Strategic Framework Plan

Detroit Future City: 2012 Detroit Strategic Framework Plan



In 2010 an ambitious effort to reimagine a better future for one of the world’s most important and storied cities was launched. ...

In 2010 an ambitious effort to reimagine a better future for one of the world’s most important and storied cities was launched.

Now – after hundreds of meetings, 30,000 conversations, connecting with people over 163,000 times, over 70,000 survey responses and comments from participants, and countless hours spent dissecting and examining critical data about our city – we are proud to present Detroit Future City. Within this document lies a path forward towards realizing the aspirations of an entire city; Within it lies a guide for decision-making that is now exclusively for one entity or one mayor or one generation, but for each of us — and those who come after us — in our roles as citizens, philanthropists, developers, business people, neighborhood champions, parents and beyond.

Ambitious but attainable, Detroit Future City begins to align our assets with opportunity, mapping a framework that best coordinates investment of our resources — people, time, money, brainpower and more –in ways that can move us forward collectively. How to best use our abundance of land (particularly publicly owned land), create job growth and economic prosperity, ensure vibrant neighborhoods, build an infrastructure that serves citizens at a reasonable cost, and maintain a high level of community engagement that is integral to success. and each is addressed with the understanding that in many ways they are all interlinked.

Perhaps most importantly, we understand that this is not the end, but the end of the beginning. We realize that this document is a large body of work that represents over 2-years of conversations and thinking, and it needs to be understood by the various audiences that will use it. We are committed to turning paper and possibilities into action and accomplishment, and have already begun to construct the mechanisms for doing so.

As we move toward implementation of Detroit Future City, Detroit stakeholders will be able to continue to meet with technical experts so they can dive into the portions of the plan that will best amplify work already being done, while aligning it with a broader vision for the city. The creation of a formal organization that can be a champion for Detroit Future City, evolve it as a living document, act as a service provider for anyone that wants to understand and access the plan, and coordinate targeted projects and the partnerships needed to make them happen, is underway. In addition, we are working to identify on-the-ground pilot projects that can happen quickly and spur bigger things to come.

We are pleased to present and celebrate what’s been accomplished so far, thank the thousands of you who have helped get us here, while looking towards a brighter future that reestablishes Detroit as the center of a vibrant region.


Detroit Works Long Term Planning Steering Team.



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  • This is a dumb plan that doesnt make any sense. Its ideologically conservative, positivist and brings a vision that cannot be reached while displacing people for no reason. Looks like a bunch junior high kids got together and wrote jibberish. Don't fool the world.
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    Detroit Future City: 2012 Detroit Strategic Framework Plan Detroit Future City: 2012 Detroit Strategic Framework Plan Presentation Transcript

    • DETROIT STRATEGIC FRAMEWORK plan december 2012
    • foreword 001 detroit is... 003 forward blueprint for detroit’s future 005 executive summaryguide to the strategic framework 017 how the plan 018 the planning elements 030 IMPLEMENTATION horizons is organized for changethe planning elements 033 the economic growth 091 the land use 155 the city systems element element element 203 the neighborhood 265 the LAND AND BUILDINGS ASSETS element element CIVIC ENGAGEMENT 317 supporting lasting civic engagement in detroit afterword 345 acknowledgements
    • EACH DAY, 1 $1.7B FOReWoRD IN GOODS CROSS THE ambassador bridge And 25% of all us-canadian trade crosses the bridge each year1 ...in the top 20 largest American cities. ...Home to 714,000 residents who are resilient and already working to change the course of the city’s prospects. ...a city of global economic assets, including intermodal border crossings and industrial infrastructure that cannot be replicated anywhere else in the region. UPPER PENINSULA ...known globally for a brand of innovation in “making things” and growing in reputation ST. CLAIR COUNTY for small-scale models of ingenuity. NORTHERN ...home of a civic network of committed, proactive community-based and MICHIGAN OAKLAND MACOMB LIVINGSTON COUNTY COUNTY COUNTY philanthropic organizations. 4.7M MID- MICHIGAN 300k WASHTENAW COUNTY WAYNE ...A land-rich environment that can accommodate growth and innovation without displacement. People live in southeast michigan. WESTERN MICHIGAN New jobs are projected COUNTY Approximately 700k live in SOUTHEAST for southeast michigan detroit2 MICHIGAN by 20403 ...poised to reposition itself as Michigan’s leading urban center once again, if there is a MONROE COUNTY coordinated regional urban agenda that enables more mutually beneficial relationships with the region, state, and nation. $422m 19M 10 foundations have invested nearly $422M in detroit from An average of 19 million annual visitors 18th largest 18th largest city in 20106 In 1940 detroit was the 4th largest city in the united states by population7 2008-summer 20114 and tourists come to downtown Detroit each year51) Detroit Regional Chamber; 2) US Census 2010; 3) Southeast Michigan Council of Governments (SEMCOG); 4) DWPLTPCivic Engagement Audit; 5) Detroit Economic Growth Corporation; 6) US Census 2010; 7) US Census 1940;
    • 3 blueprint for detroit’s futurea broad engagement of leadership leading detroit toward its future In 2010 an ambitious effort to re-imagine a better future for one of the Perhaps most importantly, we understand that this is not the end, but city of degc world’s most important and storied cities was launched. The project the end of the beginning. We realize that this document is a large body detroit MAYOR’S has been both an exciting and, at times, challenging journey. It has of work that represents over 2 years of conversations and thinking, also been a collective journey, inviting diverse input from technical and it needs to be understood by the various audiences that will use ADVISORY steering committee experts within Detroit and around the world and, most importantly, the it. We are committed to turning paper and possibilities into action and TASK FORCE community experts and everyday citizens who would be most affected accomplishment, and have already begun to construct the mechanisms by its recommendations. Each has played a critical role in forming what for doing so. we hope will become a living framework for change and development long-term strategy team in Detroit. As we move toward implementation of Detroit Future City, Detroit stakeholders will be able to continue to meet with technical experts so Now––after hundreds of meetings, 30,000 conversations, connecting they can dive into the portions of the plan that will best amplify work Planning civic with people over 163,000 times, over 70,000 survey responses and already being done, while aligning it with a broader vision for the city. short-term INTER-AGENCY team engagement comments from participants, and countless hours spent dissecting and The creation of a formal organization that can be a champion for Detroitstrategy team WORK GROUP examining critical data about our city––we are proud to present Detroit Future City. We believe that within this document lies a path forward Future City, evolve it as a living document, act as a service provider for anyone that wants to understand and access the plan, and coordinate toward realizing the aspirations of an entire city. Within it lies a guide targeted projects and the partnerships needed to make them happen, is for decision making that is not exclusively for one entity or one mayor underway. In addition, we are working to identify on-the-ground pilot process leaders or one generation, but for each of us––and those who come after us–– projects that can happen quickly and spur bigger things to come. in our roles as citizens, philanthropists, developers, business people, We are pleased to present and celebrate what’s been accomplished so neighborhood champions, parents, and beyond. ROUND TABLES WORKING GROUPS far, thank the thousands of you who have helped get us here, and look Ambitious but attainable, Detroit Future City begins to align our to a brighter future that reestablishes Detroit as the center of a vibrant assets with opportunity, mapping a framework that best coordinates region. investment of our resources––people, time, money, brainpower, and We look forward not only to the great things that will happen, but to the more––in ways that can move us forward collectively. How to best use remarkable outcomes of our continued work together. our abundance of land (particularly publicly owned land), create job growth and economic prosperity, ensure vibrant neighborhoods, build Sincerely, an infrastructure that serves citizens at a reasonable cost, and maintain a high level of community engagement that is integral to success. And THE DETROIT WORKS PROJECT LONG-TERM PLANNING each is addressed with the understanding that in many ways they are STEERING COMMITTEE all interlinked. RESIDENT, GOVERNMENT, NONPROFIT, BUSINESS, INSTITUTIONal, CIVIC, PHILANTHROPIC, FAITH-BASED
    • DETROIT STRATEGIC FRAMEWORK plan december 2012
    • foreword 001 detroit is... 003 forward blueprint for detroit’s future 005 executive summaryguide to the strategic framework 017 how the plan 018 the planning elements 030 IMPLEMENTATION horizons is organized for changethe planning elements 033 the economic growth 091 the land use 155 the city systems element element element 203 the neighborhood 265 the LAND AND BUILDINGS ASSETS element element CIVIC ENGAGEMENT 317 supporting lasting civic engagement in detroit afterword 345 acknowledgements
    • 5 blueprint for detroit’s future EXECUTIVE SUMMARY “There were times when I thought I couldn’t This document, the Detroit Strategic Framework, articulates a shared vision for Detroit’s future, and recommends specific actions for reaching that future. The 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 Michigan’s largest urban vision resulted from a 24-month-long public process that drew upon interactions center, Detroit is home to the largest concentration of workers, health, education, last for long, but now I think I’m able to carry on 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 cultural, and entertainment institutions; the busiest international border crossing in North America for international trade; host to 50 million annual tourists and visitors; the results of this citywide public engagement effort, in turn, a team of technical a city of beautiful historic neighborhoods and commercial areas, including 245 It’s been a long, a long time coming 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 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 tobut I know a change is gonna come, oh yes it will” information and community feedback throughout the process. New York City. These assets make up the city’s physical and economic capital. The work of the Detroit Strategic Framework was guided by a talented Steering Detroit’s assets also include the resiliency, creativity, and ingenuity of its people Committee of individuals from within Detroit, whose knowledge of civic and organizations—the city’s human and social capital. Detroit’s impressive talent “A Change is Gonna Come” Lyrics by Sam Cooke, 1963 engagement, nonprofit community work, key areas such as land use and economic base includes 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 ƒƒ business leaders who forever changed the culture of industrial production of local expertise with leading thinkers and practitioners from around the globe. A and music; list of the Planning and Civic Engagement Teams, along with the committees that ƒƒ pioneers in new forms of transportation, infrastructure, and community guided the work and the Process Leaders who helped create the vision, is provided food production; in the acknowledgements appendix of this document. ƒƒ civic leaders who have organized and empowered community residents to A FRAMEWORK THAT BUILDS ON ASSETS. Detroit is no stranger to plans and exercise their voices and actively participate in the fate of their futures; and proposed solutions to its need for urban revitalization. Twice in the past 15 years, ƒƒ faith leaders who have held up Detroit communities by tending to their Detroit has prepared a full citywide plan for its future: The 1998 Community spiritual and human needs. Reinvestment Strategy Plan (which was never formally adopted), and the state- mandated Master Plan of Policies governing land use, created in 2004 and adopted by the City Council in 2009. The Detroit Strategic Framework marks the first time in decades that Detroit has considered its future not only from a standpoint of land use or economic growth, but in the context of city systems, neighborhood vision, the critical question of vacant land and buildings, and the need for greater civic capacity to address the systemic change necessary for Detroit’s success. This plan is also the first to accept and address Detroit’s future as a city that will not regain its peak population of nearly 2 million people.
    • 6 7 blueprint for detroit’s futuredetroit future city | DECEMBER 2012 how we arrived at this vision A PROCESS ROOTED IN BUILDING TRUST AND AUTHENTIC ENGAGEMENT. The Strategic Framework is aspirational toward a physical and social vision for CHALLENGES. It is no news that Detroit faces serious challenges, including fiscal A BLEND OF TECHNICAL AND COMMUNITY EXPERTISE. The Long-Term The history of civic engagement in Detroit includes many examples of commitment the city; actionable, with strategies for new policies and implementation; and constraints, unemployment, housing foreclosures, crime, education issues, service Planning initiative was also designed to balance technical expertise with community and vision, but also includes planning fatigue and lack of trust, which have left accountable, with assignment of implementation responsibilities. delivery challenges, healthy food access, and environmental pollution. Yet these expertise that draws on personal and organizational experiences and observations. residents to feel a sense of hopelessness, confusion, and skepticism about the conditions can sometimes change rapidly from year to year. The planning process The leaders of the process developed and implemented a careful methodology for intentions and outcomes of public conversations. There is a real perception that Four core values were put in place at the beginning of the process, to create a was based on a careful examination of the best available information about the gathering, integrating, and synthesizing anecdotal as well as data-driven inputs to after years of promises and plans, there has been no visible change in the city. This, shared vision and plan of action: city’s current conditions and trends. inform the Framework’s final recommendations. coupled with the severity of the city’s current fiscal crisis, has prompted residents to The recommendations and actions proposed in this Strategic Framework are ƒƒ Aspirational where it should be and practical where it must be The Community Experts, along with the Planning Team and Civic Engagement Team, focus on what can be done in the immediate future to meet their critical community informed by a wide range of reliable source materials that provide a comprehensive needs, making it hard to focus on planning for five, ten, or twenty years out. ƒƒ Respectful of the city’s history, community efforts, and new ideas snapshot of the city’s current conditions, policies, and trends. Eight audits were collaborated to diversify engagement opportunities beyond traditional meetings, compiled to help shape the Framework recommendations: reaching out to people in many different ways, not only to give them information Any proposal to lift and transform Detroit must first acknowledge this critical ƒƒ Just and equitable in seeking to create benefits for all but also to ask them to share information. From the Detroit Stories oral history film reality, not as a barrier to progress but as a vital reminder that public engagement ƒƒ Transparent and inclusive of all voices participating to improve our 1. Public Land Disposition Policies and Procedures project (detroitstoriesproject.com) and the Detroit 24/7 online game to the drop- around the city’s future must be authentic, transparent, interactive, and aligned community in HomeBase in Eastern Market, telephone Town Halls, and “Roaming Table” that 2. Urban and Regional Economy with neighborhood goals for the well-being of all residents. In addition, the made the rounds to Detroiters in their own neighborhoods, the Detroit Works civic HOW WE ARRIVED AT THIS VISION. The Long-Term Planning initiative was 3. Urban Agriculture and Food Security Detroit Strategic Framework was created with an understanding that no single engagement activities deepened and broadened the available information for the led by a Mayor-appointed Steering Committee of 12 civic leaders representing sector—government, business, nonprofit, resident and neighborhood groups, 4. Neighborhoods, Community Development, and Housing process, adding to the research and data with valuable first-hand experiences and business, philanthropy, community, faith-based institutions, and government. The or philanthropy—can achieve the city’s brighter future alone. A broad range of suggestions rooted in daily realities. Such ideas are not usually captured in planning Detroit Economic Growth Corporation (DEGC) managed the initiative, overseeing 5. Landscape, Ecology, and Open Space community sectors and leadership will need to act collectively to implement the efforts of this scale and comprehensiveness. the work of the Planning Team of local, national, and international consultants actions of the Strategic Framework, and to put Detroit on the path to stability, 6. Land Use and Urban Form representing the disciplines of urban planning and design, economics, engineering, sustainability, and ultimately transformation into a model 21st century American landscape architecture, and real estate development. A Civic Engagement Team 7. Environmental Remediation and Health city. was also created to interact with many community groups, business leaders, and residents. The local partners led the Civic Engagement process along with a host 8. City Systems, Infrastructure, Transportation, and Sustainability At the present time, many people and organizations remain living and/or working in silos, either by issue (education, housing, environmental justice); sector (public, of community and advocacy organizations as well as Process Leaders who aided in Through the early phases of the Strategic Framework planning initiative, this private, nonprofit); geography (neighborhood, city, region, state); or more gaining citywide input into the initiative as the Framework took shape. evidence was shared with the residents and stakeholders of Detroit, and combined destructive divides such as racial and economic disparities, with only a few existing with their “on-the-ground” experience of living with these issues in everyday life. The work of this diverse collaboration has created a process and a guide for decision examples where diverse groups sit at the same table for collective dialogue and It became clear that if we did nothing, the quality of life and businesses in Detroit making for Detroit’s future—The Detroit Strategic Framework—with innovative action. There is no time to lose: Detroit’s future rests on the ability and willingness would continue to decline. strategies to move toward a more efficient and sustainable city and improve the of these strong, but sometimes separated, groups to come together and help quality of life and business in Detroit. activate the change necessary to enable Detroit’s recovery and resurgence. The scope of the planning effort focused on priorities for change and clearly defined INFORMATION-DRIVEN KNOWLEDGE OF THE CITY’S ASSETS AND goals for improving human health, family and business wealth, safety, and the The Detroit Strategic Framework emerged from the Detroit Works Project (DWP), physical condition of the city. The ultimate objective of the Framework became launched in 2010. DWP included a track for Short-Term Actions and a Long-Term to uplift the people, businesses, and places of Detroit by improving quality of life Planning initiative. The Long-Term Planning initiative was a 24-month planning and and business in the city. A strategic approach to advancing these quality of life and civic engagement process that resulted in the vision and strategies described in this business goals involves a strategic focus on the “things we must do” to bring about document, a comprehensive and action-oriented blueprint for near- and long-range change. This focus has been captured in the 12 Imperatives on the following pages. decision making.
    • 12 imperative actions the THINGS WE MUST DO quality of life/quality of business imperatives1. We must re-energize Detroit’s economy to increase job opportunities for The Detroit community and planning experts worked together to identify the important core values, project goals, quality-of-life, and quality-of-business elements Looking carefully at the data revealed by the policy audits described earlier, it became clear that “if we did nothing”, the quality of life and businesses in Detroit 9 Detroiters within the city and strengthen the tax base. that have driven the recommendations in this Framework. Early engagement would continue to decline. The scope of the planning effort focused on priorities efforts revealed that issues of access to jobs, safety, education, human health, and for change as defined by the 12 imperatives. blueprint for detroit’s future neighborhood appearance were universally critical to address. These sentiments2. We must support our current residents and attract new residents. were uniformly raised regardless of neighborhood population, ethnicity, income, or geography. Residents and businesses alike wanted an improved city and a better quality of life and business environment.3. We must use innovative approaches to transform our vacant land in ways Through these public conversations, the Long-Term Planning initiative focused its that increase the value and productivity and promote long-term sustainability. work on defining what an improved quality of life and business would require, and created a set of “mandates” that must be established if Detroit is to achieve visible and sustainable change. These 12 Imperatives are drawn from the quality-of-life4. We must use our open space to improve the health of all Detroit’s residents. and quality-of-business elements identified in the collaborative dialogue between technical and community experts.5. We must promote a range of sustainable residential densities. KEY Quality of Life and Business definitions QUALITY OF LIFE ELEMENT QUALITY OF BUSINESS ELEMENT QUALITY OF LIFE ELEMENTS6. We must focus on sizing the networks for a smaller population, making them more efficient, more affordable, and better performing. quality of life and business definitions that have been defined through civic7. We must realign city systems in ways that promote areas of economic potential, encourage thriving communities, and improve environmental and SAFETY HEALTH EDUCATION PROSPERITY AND INCOME COMMUNITY PHYSICAL CONDITION HOUSING PUBLIC SERVICES MOBILITY human health conditions. engagement process The sense of Mental and The opportunity The opportunity The inherent The state of Quality dwelling Core services The ability to physical and physical well- to gain a quality for long-term, sense of constructed options that provided by the effectively and emotional being for all education for all fulfilling belonging with and natural provide shelter city government efficiently access security, Detroiters ages, incomes, employment neighbors, surroundings and safety for all and allied employment, primarily and abilities that allows for sharing common residents providers, housing and8. We must be strategic and coordinated in our use of land. focused on the individual or family, but also personal growth, self-sufficiency, and wealth interests and working together to ranging from utilities to maintenance services extending to creation achieve common and sanitation surroundings goals9. We must promote stewardship for all areas of the city by implementing short- and long-term strategies. QUALITY OF BUSINESS ELEMENTS10. We must provide residents with meaningful ways to make change in their communities and the city at large. $ i11. We must pursue a collaborative regional agenda that recognizes Detroit’s ENVIRONMENT RECREATION CULTURE RETAIL SERVICES AND AMENITIES REGULATIONS ACCESS NETWORK COST SERVICES INFORMATION strengths and our region’s shared destiny. The physical, chemical and Places to accommodate Numerous events and Places to facilitate Permitting, Strategic improvements Proximity to related The operating cost environment Effective and reliable Access to necessary zoning and other biotic factors physical activity cultural material, codes that need that are businesses, for businesses government knowledge and that affect the and social activities that service and to be aligned necessary to suppliers, compared to services that data for aligning surroundings interaction define the social entertainment ensure efficient and business regional and are necessary to businesses12. We must dedicate ourselves to implementing this framework for our future. to support job and conditions composition of needs growth access via services peer cities support private with workforce, in which a daily life highways, rail, investment incentives person, animal ports, and local and public or plant lives streets assistance
    • Detroit Today making the case for change: why business as usual WILL NOT work 10 11 blueprint for detroit’s futuredetroit future city | DECEMBER 2012 It is often difficult to enter into a planning process that talks about the future “People do live here,” said Wayne Ramocan, a DETROIT’S POPULATION. Just over 700,000 people live in a city originally DETROIT’S LAND VACANCY AND LAND USE. The city’s 20 square miles of total city when community stakeholders believe that their basic needs are not being designed for 2 million people. Detroit’s population has been in decline for vacant land is roughly equal to the size of Manhattan. This characterization sufficiently met. Detroiters have long been anxious about the future of the city— participant in the Detroit Stories project. “People decades and this trend is expected to continue. The Southeast Michigan Council of of Detroit is supported by the housing statistics of rising foreclosure rates, falling concerned about the safety of their children and property, their increasing taxes talk about the city like people don’t actually live Government (SEMCOG) forecasts for the city predict that the population will fall to home and property values, and an excess of vacant land and homes for which and expectations for quality city services, their access to jobs and the cost of driving from the 2010 Census figure of 717,000 to 610,000 by 2030—a long way from the there is not enough demand to fill before property deterioration sets in. Many to work, the value of their homes, the ability to keep up with a mortgage, and the here…They just talk about the city as maybe an city’s peak population of over 1.8 million in the early 1950s, but still keeping Detroit homeowners in particular have been unable to balance their checkbooks as they growing vacancy and abandonment surrounding them. Residents and businesses investment, or ‘it’s only land here,’ or, ‘it’s only in the top 20 largest cities in the U.S. The composition of the city’s population is see housing and transportation expenses account for over 50% of their monthly alike have been concerned about whether utilities would be shut off in the more also undergoing gradual changes. Today, the city has 6% more single-female headed income, while the value of their investments continues to decrease. vacant parts of the city, whether families might be forced to move from their blight and vacant houses,’ but it’s more to it than households, 7% fewer children, and a senior population that is expected to grow With nearly 150,000 vacant and abandoned parcels scattered throughout the homes (as in the days of urban renewal), or whether some city departments or that….Detroit is not barren.” from 11% to 17% over the next 20 years. Detroit families make on average only city, every area of the city is vulnerable to some levels of disinvestment. Despite a community facilities would be shut down completely. $28,000 per year compared to families in the region making $48,000 annually, and one-third of Detroit families make less than that. common perception, the majority of residents in the city live in areas that have only The challenge is that Detroiters’ important strides forward have gotten lost in the While there has been much speculation and fear around such unfair, unjust, low or moderate levels of vacancy, less than 30%. This is not ideal, especially when shuffle because they are often responses to crisis or solely issue- or neighborhood- unacceptable (and unnecessary) actions, one thing has become very clear— These factors, together with the demographics of the current population, suggest more stable neighborhood options exist elsewhere in the region. This still leaves focused. Yet the emergent or engaged civic institutions and residents who have the way things are and “business as usual” are no longer acceptable. Detroiters that the total number of people in the city may not be as important as the diversity nearly 10,000 residents in areas of the city that are sparsely populated and unlikely taken on the city’s toughest challenges at this level of detail have the ability and demand and deserve reliable city services, safe streets, healthy environments, of its residents and the robustness of its job base. Detroit can be a vibrant city of to return to their previous traditional residential neighborhood character. the vision to do more: They just need the capacity, in the form of information access to food, jobs, public transit, and places to play, learn, and engage with one 700,000 people or less if deliberate actions are taken to increase family wealth and and resources. If these change leaders cannot engage broadly and permanently Detroit must transform its image of vacancy into an image informed by the new another. Civic leaders in the public, private, nonprofit, grassroots, institutional, and the earning power of people who are now in poverty, retain young people in the to speak to the promising reality, real problems, and ambitious vision for Detroit, possibilities for 21st century land uses. This means creating new opportunities for philanthropic sectors understand that the city’s economic drivers, cost to provide city, attract recent graduates as new workers, welcome foreign-born families, and there will continue to be a flow of “solutions” that don’t fit Detroit’s real needs and vacant land to become assets that contribute tax dollars, produce jobs, or become service, sources of funding, and service delivery mechanisms must be realigned to ensure the city’s oldest residents can choose and afford to age in their homes. aspirations, or a “business as usual” and crisis-driven approach to problem solving a public amenity. Nor does it mean that the people who might remain in higher- achieve a better quality of life for residents, businesses, and visitors. for the city. Five key trend areas help to drive this point home and make the case DETROIT’S EMPLOYMENT. There is only 1 job for every 4 Detroit residents. The vacancy areas should not receive essential city services. It does mean that becoming RENEWING THE CIVIC CONVERSATION. The nature of civic interactions, for change: fall in Detroit’s population has been accompanied by a loss of jobs both in Detroit a more affordable city for families and government means land uses, regulations, actions, and conversations about Detroit’s future also needs to change—both and the region in the last decade.. There are approximately 350,000 in Detroit and investments must be strategically coordinated to create more efficiency and SAFETY, EDUCATION, HEALTH, AND PROSPERITY. Everyone in Detroit within and beyond the city limits. One of the most important findings from the today, with half being produced by private companies, and the remaining found sustainability now and over the long-term. unanimously agrees that the key to Detroit’s recovery and long-term Strategic Framework process was that although Detroit has many talented people in self-employment, part-time employment, and state or federal government prosperity requires a city to be safe, have better-educated youth and adults, DETROIT’S CITY SERVICE DELIVERY SYSTEMS. The high taxes and costs of city and committed organizations, they are too disconnected from one another for employment. provide healthier living environments, and offer access to jobs that pay at services do not produce enough to improve service delivery or make the city collective dialogue and action on behalf of the city. least a living wage. A recent survey of Detroit residents revealed that nearly one- SEMCOG’s baseline forecasts for Detroit over the next 20 years project a meager more affordable. Detroit has large, centralized infrastructure systems that were Just as there is no shortage of talented leaders in and for Detroit, there has been no third of the respondents would leave the city within five years, citing safety as the annual growth of only 0.1%. This is well below the 1.2% annual growth Detroit could designed to support a population of at least 2 million, with large areas of heavy, shortage of discussion about Detroit. Reclaiming this conversation and reframing top reason. Two years ago, attempts to take on wholesale reform of the educational capture if it had a strategic plan for attracting sectors that are growing nationally. polluting industry. As a result, today’s Detroit has systems that are oversized for it demands that everyone who cares about Detroit set aside what they think they systems failed. Almost one-third of Detroit children suffer from asthma, a rate three Nor do the projection take into consideration that both Detroit and Wayne County the current population and no longer aligned with where people or businesses now know about the city, and cultivate a deep, mutual understanding of what the city times the national average. Two-thirds of the total population suffers from obesity. have outperformed the United States as a whole, and forecasts for sectors already reside or will likely be in the future. The current systems of water, energy, roads, and really is right now. Then, instead of “What to do about Detroit,” the question Poverty increased 40% over the last decade, now affecting 36% of households. located in the city like manufacturing, health and business services. This goes a long telecommunications are not sufficiently oriented to a new economy that focuses on becomes, “What can be done in Detroit, by Detroit, and with Detroiters?” To gain way toward signally that Detroit is no longer a “one-company” automobile town. less resource-intensive manufacturing and new service sectors. The community’s common response to these conditions is to request more police momentum and credibility for this new discussion, Detroit must be ready to show on the street, lower student-teacher ratios, faster clean-up of land contamination, Much discussion and debate has focused on the availability of jobs and the The systems are also aging. Many have reached the end of their effective design what it is already doing, speaking in many voices of a shared vision and specific and more job training. Many people feel that Detroit does not have the luxury to readiness of Detroit’s workforce to take those potential jobs. That discussion lives, and many more will do so during the next twenty years. Typically, this recommendations that suit Detroit as it is today, and as it could be in ten or twenty endure a long-term transformation: They need change to happen now. should be framed not as an “either/or” but as a “both/and.” Too few jobs, high means that they are less reliable and use more energy and water than necessary years. Fortunately, part of the answer—despite very real barriers and challenges, from under-performing municipal services and constrained resources to decades- unemployment, poverty rates, the challenges of K-12 educational reform, and to serve people, while contributing to both local and global pollution. Lower Effective land use planning can create more densely populated communities that old racial and economic tensions—is that Detroit not only can do quite a lot, Detroit reduced workforce development funding all have an impact, not only on household demand (fewer users) in fewer areas means low usage levels (sometimes as low are more affordable to serve and can be safer, with more “eyes on the street.” is already doing it. incomes, but on the taxes and fees the city takes in to run and maintain essential as 30-40% of designed capacity), which results in inefficient operations and more Innovative landscape treatments can treat contaminated lands while providing services. Addressing this “chicken and egg” problem requires a strategy that system breakdowns. Crucially, it also means significantly reduced revenues from a recreational amenity at the same time. Surplus vacant land can become new New industries. Tech start-ups. Fresh, local food production. Collaborative work addresses job creation in Detroit and the reform of K-12 and adult education as user charges and taxes. In spite of this situation, agencies are required to maintain opportunities to produce in-town jobs and put young people and those in spaces. Downtown living. Neighborhood collaborations. Innovative and door-to- equally urgent priorities. uniform high service levels across the city and reinvest in maintaining the network alternative economies to work. And the network of educational institutions (K-12 door approaches to social and human services. World-class health care institutions as a whole. If we maintain “business as usual”, the gap will continue to widen and higher education) can create campuses and programming that prepare the and universities. Large-scale public art projects. Youth training and development, between the availability of revenues and the cost to provide service, undermining next generation for the jobs of the future. infant mortality prevention, and senior housing and other critical residential the ability to maintain and upgrade systems, and having unacceptably negative development by CDCs and churches. All of it happening right now. consequences for the city’s people, economy, and environment.
    • detroit future city The future Detroit can be envisioned through a series of time horizons, showing clear vision and approach 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 for detroit’s future vision shown on pages 30-31. 12 13 blueprint for detroit’s futuredetroit future city | DECEMBER 2012 By 2030, the Detroit metropolitan region By 2030, Detroit will have a By 2030 the city will have two or three jobs has an integrated regional public By 2030, Detroit will become a city for all Stabilized population for each person living in the city transportation system By 2030, Detroit will have a stabilized population between 600,000 – 800,000 Instead of one job for every four Detroiters, by 2030 the city will have two By 2030, the Detroit metropolitan region has an integrated regional public By 2030, Detroit will be enhanced and sustained by a broad-based and ongoing residents, and will remain one of the largest top 20 cities in the United or three jobs for each person living in the city. Seven districts of employment transportation system that efficiently serves the region’s 21 dispersed, yet civic stewardship framework of leadership drawn from among philanthropists, States. More importantly, the composition of Detroit’s residents will be diverse located through all quadrants of the city will provide jobs, business start-ups, interconnected employment centers. A new regional transportation authority business, residents, faith institutions, major civic and cultural institutions, and a and welcoming to all, including and business growth opportunities in modern industry, information technology, aids the region in creating better transit connections, while public transit within range of regional and national supporters. creative production, healthcare, education, and local entrepreneurship. City Detroit will create better connections among neighborhoods and Detroit’s seven ƒƒ residents with deep generational roots in the city; residents, as well as people from the region, will find opportunities to link their new employment districts. A new public transit loop will create a ring through the The Framework recognizes that achieving the future vision for Detroit will not specific levels of education with job prospects, as each growth industry will need middle of the city, intersecting each of the key radial boulevards to provide more happen overnight, but will require a phased approach, with clearly defined ƒƒ the children of today’s families deciding to stay in the city for higher workers with a wide a range of skills and education to fill jobs. efficient intermodal connection points and different vehicle modes of rapid transit, implementation “horizons’ or targets with metrics for evaluating the success of education, finding work, and starting a business and a family; from light rail to bus rapid transit, to mini-buses. The boulevards themselves will be change. Along the path toward this goal, stakeholders can review progress and ƒƒ families and individuals who have transitioned from poverty because of The current and new residents of the city will also have a range of choices for the right size to accommodate bicyclists, pedestrians, transit, and motor vehicles refocus priorities and strategies for the next phase of development. access to new job opportunities and housing choices; where to live in the city. Detroit has traditionally been dominated by single-family within landscaping that helps siphon off stormwater, buffer residents and workers detached housing. However, with the changing demographics of the city, a more By 2030, Detroit will become a city for all, with an enhanced range of choices ƒƒ college graduates from Michigan and around the country relocating from pollution, and aid in the overall image of a green, sustainable city. diverse range of housing options will be available by 2030 to support different for all residents, especially those who have stayed through the hardest times. to Detroit as a place to live and work as new professionals and young lifestyle needs and choices. Residents will have the ability to choose from among This system complements a multimodal freight and commercial system that By 2030, Detroit is a city of enhanced, varied, and active neighborhoods with strong entrepreneurs; several options for residential living in the city: upholds Detroit’s role as the nation’s busiest border crossing. This system will civic support and a range of approaches to what it means to be “home.” By 2030, ƒƒ senior citizens who want to grow older in the city and have the convenience build on Detroit’s emerging role as a global hub for transportation, distribution, the city has developed a strong, collaborative, community-based approach to the of walkable neighborhoods, access to health care, and cultural amenities; ƒƒ Traditional neighborhoods with single-family houses, front yards, and and logistics (TDR) to contribute to a healthy economy and prosperous households. most difficult question it faced in 2010: how best to serve the approximately 10% of and garages; Detroiters who then lived in areas of highest vacancy, while also making decisions In the spirit of innovation that has made the city great, Detroit will lead the that would support and grow neighborhoods with more population. Residents who ƒƒ families from other countries seeking new opportunities for themselves and ƒƒ Neighborhoods that are more dense with townhouses, mid-rise and high rise world in developing landscape as 21st century infrastructure to transform chose to stay in the highest-vacancy areas of the city continue to receive services, their children. apartments, and condominiums that have improved access to public transit; vacant land areas into community assets that remediate contaminated land, while residents who formerly had no choices now have opportunities to move to ƒƒ Neighborhoods where housing is integrated into an open-space environment manage stormwater and highway runoff, and create passive recreational amenities different neighborhoods if they wish, with new incentives such as “home swap” with recreation opportunities and a connection to nature; to improve human health and elevate adjacent land values—all without residential programs and progressive efforts that help increase family wealth and access to ƒƒ Neighborhoods that integrate housing with land stewardship and food displacement, a big change from the urban renewal efforts of the 1960s and 1970s. affordable homes throughout Detroit. Neighborhoods that were once on the verge production; and The iconic boulevards and freeway corridors of the city can be transformed to of such vacancy have been saved through strategic investment, while areas that reinforce a new civic identity through the creation of linear carbon forests that had relatively stable population in 2010, or that grew since then, continue along ƒƒ Neighborhoods that allow for the combination of living and production clean air, and stormwater management landscapes that collect, treat and recycle a sustainable path. Because the Strategic Framework also provides the flexibility (Live+Make), whether clean manufacturing, processing, or creative arts. water. 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.
    • 14 15 blueprint for detroit’s futuredetroit future city | DECEMBER 2012 landscapes as infrastructure: rethinking approaches to 20th century infrastructures Much of Detroit’s 19th and 20th infrastructure is nearing the end of Landscape systems have benefits that carry far beyond the inherent THE TIME IS NOW. We have known for some time that doing business as usual its productive life. Although replacing and maintaining conventional function they serve. Landscape infrastructures provides a wide range of is no longer an option for Detroit. The financial recession and foreclosure crisis infrastructure will remain important to Detroit’s future, landscapes can benefits: in 2007—which undermined the city’s progress in diversifying its economy and also function in similar ways, yet are less expensive to
 construct and bringing back residents—drove home this reality and provided a distinct moment in maintain than conventional systems. Landscape can be adapted to
serve ƒƒ Environmental benefits: cleaner air, soil, and water; captured time for strategic action. It created a heightened sense of urgency and opportunity stormwater/wastewater, energy, roads/transportation, and waste stormwater; habitat for local wildlife and migrating birds. among Detroiters, and has resulted in this initial work to solidify a public consensus infrastructure
systems. ƒƒ Fiscal and economic benefits: reduced maintenance and utility for systematic reform and innovation. costs, fulfilling some roles of traditional systems; job creation, Blue infrastructures are water-based landscapes like retention ponds, To transform Detroit into a new, healthier, safer, more prosperous, and socially just production of fresh food and other tangible products; an attractive, and lakes that capture and clean stormwater, reducing the quantity and city requires a new understanding of the city as it is right now, an imperative to unique environment that can draw new businesses to Detroit. improving
the quality of water that enters the combined stormwater/ share information and decision-making power, and a willingness to abandon fixed sewage system. ƒƒ Social benefits: recreation and social life opportunities; ideas and old approaches, in favor of fresh, clear-eyed understanding. neighborhood stabilization by acting as an amenity that helps to Green infrastructures are forest landscapes
 that improve air quality increase property values; improvement of resident health and The more than 700,000 Detroiters who have stood their ground or chosen to come by capturing air-borne pollutants from industry, vehicular
 exhaust comfort; new uses for and management of currently vacant land; here are people who do not shy away from a challenge. That’s good, because many along interstates, and infrastructure facilities like the Detroit Recovery renewal of the physical image of the city 
 more challenges lie ahead. Many of the recommendations of this plan can create Facility,
 which incinerates household waste. Green infrastructure also successes in the very short term, perhaps as soon as two years from now. Yet the Landscapes can address environmental justice by cleaning contaminated includes greenways,
paths, and dedicated lanes for bicycling, walking, and major and most sweeping innovations will take 20 or more years to realize. The soil, improving air quality, buffering impacts of industry/infrastructure on running. ambition and aspiration embodied in this plan will be needed to continually inspire residents, and reducing the cost of service (by reducing construction and and replenish action, while its pragmatic approach to building on existing progress Landscape infrastructure can act as multiple kinds of infrastructure at operating costs). In short, landscape can help ensure that environmental and conversations is intended to ground it in realistic possibilities for action. once. For example, a combination blue (water) and green (plants and burdens are not born disproportionately by Detroit’s lower income and trees) corridor might capture stormwater along drainage swales alongside children. To reach the goal of a Detroit Future City will call forth and try every one of the a major road, while integrating a greenway for bicycling and walking--to traits that have made Detroit great in the past and helped it survive to the present: support connections among home, work, and services. By 2030, an enhanced and multi-functional open space system will ingenuity, innovation, civic commitment, and an unflinching, steel-spined ability to provide a new and strong identity for the city, picking up where efforts stand tall while facing the worst of the city’s daily realities, yet while also embracing like the Detroit RiverWalk have set a successful precedent. its possibilities. A network of parks, plazas, wetlands, ponds and lakes, recreation centers, Detroit won’t be “fixed” because no city is ever “fixed.” Cities are living places that forests and orchards, community gardens, and remediation fields that require ongoing awareness and firm yet flexible approaches to decision making clean the air and water through “blue” (water) and “green” (plants and which acknowledge changing realities and multiple voices, leading to pragmatic and trees) landscapes will populate the city, all connected by a multi-modal agreed-on solutions. The Planning Elements in the Strategic Framework illustrate greenway for pedestrians, bicycles, automobiles and transit. specific strategies that can be put in place now to create permanent change and transform Detroit.
    • DETROIT STRATEGIC FRAMEWORK plan december 2012
    • foreword 001 detroit is... 003 forward blueprint for detroit’s future 005 executive summaryguide to the strategic framework 017 how the plan 018 the planning elements 030 IMPLEMENTATION horizons is organized for changethe planning elements 033 the economic growth 091 the land use 155 the city systems element element element 203 the neighborhood 265 the LAND AND BUILDINGS ASSETS element element CIVIC ENGAGEMENT 317 supporting lasting civic engagement in detroit afterword 345 acknowledgements
    • WHO USES THE PLAN? For Advocacy Groups, the plan helps to elevate may of the policies and strategies advocacy and professional organizations have been developing and seeking adoption for. By lifting up these ideas, the further helps to illustrate their importance andADVOCACY potential to address key priorities identifies by the Detroit communityGROUPS 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 17BUSINESSES growth existing and new businesses and target training for new growth sectors. guide to the strategic framework 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 HOW IT iS USEDDEVELOPMENTCOMMUNITY innovative strategies to be deployed for different areas of the city. For the Faith-Based Development Sector, the plan recognizes the added value of The Detroit Strategic Framework establishes a set of policy directions and actions The Strategic Framework is also not the Master Plan of Policies, the legally neighborhoods and small-scale interventions, and recommends a range of currently designed to achieve a more desirable and sustainable Detroit in the near term and mandated, long-range document of land development policies that support theFAITH-BASEDCOMMUNITY accepted as well as innovative strategies to be deployed for different areas of the for future generations. The Strategic Framework is organized into Five Planning social, economic, and physical development and conservation of the city, proposed city. These organizations can also use the plan as a tool to design and facilitate more Elements and a civic engagement chapter. These Five Elements include: by the Mayor and approved by the city council in 2009. There are specific statutory localized community planning efforts. procedures and formats required for that type of document, and it is typically ƒƒ The Economic Growth Element: The Equitable City executed by the municipality’s planning agency. ƒƒ The Land Use Element: The Image of the City For Institutions, the plan identifies key areas of business sector growth, investment, The aim of the Strategic Framework is to recognize and adapt to an unpredictable ƒƒ The City Systems and Environment Element: The Sustainable City future. The Strategic Framework is designed for flexibility and choices that will and human capital development that can inform current and future programming,INSTITUTIONS ƒƒ The Neighborhoods Element: The City of Distinct and Regionally Competitive enable different sectors in Detroit to act both collaboratively and independently, hiring, contracting and the long-term growth of education, medical and cultural Neighborhoods and over different periods of time, but in a coordinated way. As a comprehensive institutions in the city. ƒƒ The Land and Buildings Assets Element: A Strategic Approach to Public Land 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 These Elements outline a detailed approach to addressing the realities and the city; and 2) actionable, with strategies for new policies and implementation; imperatives that will enable Detroit to move toward a more prosperous future. and 3) accountable, with assignment of implementation responsibilities. For the Philanthropic, Intermediary, and Community Banking Sector, the plan outlines PRAGMATIC, ADAPTABLE BLUEPRINT. The Framework represents the specificsPHILANTHROPIC the areas where strategic investment and collaboration between public, private and WHO THE FRAMEWORK IS FOR, AND WHO SHOULD MAKE IT HAPPEN. The of a vision that can remain flexible and be refined and enriched over time. It is nonprofit sectors can be best leveraged. Detroit Strategic Framework is one shared vision designed to guide the decisions not a master plan, but a shared framework that guides decision making among of a wide range of implementers, investors, and regulators participating in theSECTOR individuals, institutions, businesses, organizations, and neighborhoods toward revitalization of Detroit. Every sector of Detroit will play an important and critical a future city, which is culturally rich and offers opportunities for all of Detroit’s role in executing the vision, both independently and in collaboration with one residents, institutions, businesses, and neighborhoods. another. Each sector can use the plan to guide its own decisions about investments, For the Public Sector, including city, county, state and federal governments, the plan The Strategic Framework is an inclusive shared vision that uses engagement localize planning, align with public funding programs, conduct or encourage interim and permanent development, inform decisions about buying and selling land andPUBLIC SECTOR provides policy recommendations designed to help guide public investments and to look beyond the city’s historic barriers of geography, race, and economic differences. Equally important, it focuses on the assets of all areas to illustrate that businesses, and create partnerships across sectors. 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 all communities can be unique and be a part of the bigger image of Detroit, where HORIZONS FOR CHANGE. Just as the Strategic Framework is intended to offer regulatory frameworks including the Master Plan of Policies, Zoning Ordinance, and a variety of neighborhood types is encouraged. recommendations and approaches that can adapt to changing realities in Detroit, City Sustainability Plan. so also the 10-, 20-, and 50-year Horizons adopted for the Framework are intended WHAT THE STRATEGIC FRAMEWORK IS AND ISN’T. As the Detroit Works process went forward, many people asked, “How is this plan different from any not as literal forecasts, but as aspirational possibilities and an aid to imagining the For Residents, the plan communicates a clear direction for the city’s improvement and other?” and “How will it improve the quality of life in my community or for my city’s changes. These Horizons also offer three useful ways to look at progress and growth, and establishes metrics by which progress can be measured and evaluated. business?” The answer is that, while the Strategic Framework addresses issues and change in Detroit: Stabilization, Improvement, and Sustainability. Residents can find strategies for improvements to their communities at the block or presents recommendations in a similar format to other planning documents, it alsoRESIDENTS neighborhood scales that can be implemented by their neighbors. Grassroots groups is not intended to be a conventional “Vision Plan.” That type of plan is usually highly can also use the plan as a tool to design and facilitate more localized community aspirational and often presents static illustrative projection for what the future of planning efforts. a region, city, or community will look like, with little detail on how to achieve the vision.
    • the planning elements an integrated approach to transforming the city and its neighborhoods 18 19 CIVIC ENGAGEMENT: A THE THE THE THE THE CRITICAL FOUNDATION ECONOMIC GROWTH LAND USE CITY SYSTEMS FOR THE CITY’S FUTURE guide to the strategic frameworkdetroit future city | DECEMBER 2012 NEIGHBORHOOD LAND AND BUILDINGS ELEMENT ELEMENT ELEMENT ELEMENT ASSETS ELEMENT 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 Economic Growth Element proposes five The Land Use Element offers land use strategies that This Element describes the imperative of This Element proposes six specific strategies to To transform the vacant land of Detroit into a The five implementing recommendations strategies to grow Detroit’s economy in a way that are situated between the city’s existing conditions moving toward a more affordable, efficient, and create a diverse range of neighborhood styles and potential asset for the city’s future, this Element calls related to the Strategic Framework are is equitable for all Detroiters, supports Detroit’s and a range of preferred futures. The Detroit environmentally sustainable city through reforms choices that will appeal to a wide variety of people, for all the different public agencies that hold land to ƒƒ Establish a Detroit Strategic Framework economic sectors, and can attract new residents and Strategic Framework organizes a wide variety of to how services are delivered throughout the city, while strengthening all neighborhoods across the align their missions around a single shared vision Consortium, charged with stewarding the implementation and the civic engagement businesses: potential land use types within three levels of scale and through transformation of the systems and city: that reflects the aspirations for the city as a whole, of the Strategic Framework into the and purpose: networks that carry the city’s water, waste, energy, as expressed in its land use and environmental plans, future. Enlist additional champions for ƒƒ Support the Four Key Economic Growth Pillars and transportation. This chapter proposes six ƒƒ Address quality-of-life issues that affect all economic growth strategies, and neighborhood implementation and policy reform. that have already demonstrated promising job ƒƒ FRAMEWORK ZONES that guide citywide and strategies: Detroiters with a set of citywide strategies revitalization efforts. Such a transformative strategy ƒƒ Enlist additional champions for growth: education and medical employment investment decisions in terms of the best that work in all Detroit neighborhoods. must provide an integrated approach to land and implementation and policy reform in (“Eds and Meds”), digital and creative jobs, ways to make positive change in areas with a ƒƒ Reform system delivery to adapt to the buildings across the entire city, whether publicly or addition to the Consortium membership. ƒƒ Create dense, walkable, mixed-use industrial employment (both traditional and range of physical and market characteristics. current population and to better coordinate privately owned. Specifically, the Land and Buildings ƒƒ Inform, educate, and equip key neighborhoods in some parts of Detroit. new technologies, large-scale and artisanal, The most influential characteristic is vacancy, public and private service provision for more Assets Element proposes six strategies: stakeholders to continue to “take the plan manufacture, and processes), and local because of its drastic effect on physical and efficient and reliable services that will adapt to ƒƒ Fuse art and industry in “Live+Make” to the city.” entrepreneurship. market conditions of an area. future needs. neighborhoods in functionally obsolete areas ƒƒ Target vacant public land and buildings in ƒƒ Strengthen and complement the of Detroit. employment districts for growth. public sector with a regional agenda ƒƒ Use place-based strategies to create core ƒƒ LAND USE TYPOLOGIES that provide the ƒƒ Create innovative landscapes (green and blue that recognizes Detroit’s strength and investment and employment corridors, future vision for land use within the city. They infrastructure) that actively clean the air and ƒƒ Repurpose vacant land to make Urban Green ƒƒ Use vacant public land in neighborhoods as a the region’s shared destiny, and that focusing on seven employment districts are divided into three primary categories: water to provide better environmental quality neighborhoods that take landscape as the tool for neighborhood stabilization. extends and shares ownership of civic where job growth is already occurring. neighborhood, industrial, and landscape. and public health for Detroit. predominant transformative element; engagement in recognition of Detroit’s ƒƒ Transform largely vacant areas through blue role in the nation and the world. ƒƒ Encourage local entrepreneurship and ƒƒ DEVELOPMENT TYPES that visualize how ƒƒ Reshape transportation to establish Detroit ƒƒ Renew amenities in traditional, usually historic and green infrastructure. ƒƒ Report back for transparent and ongoing minority-owned business. the physical development of buildings and within a regional, multimodal network that neighborhoods of single-family housing; progress. ƒƒ Link public facility and property decisions to landscape may occur within a particular land better serves commercial and personal ƒƒ Use productive landscape as a basis for ƒƒ Improve education and skills development. larger strategies. The three engagement strategies for a use typology. They are divided into four major transportation needs, especially in terms of a sustainable city by tapping innovative sustainable civic capacity on behalf of Detroit ƒƒ Transform the city’s land into an economic categories: residential, commercial, landscape, connecting neighborhoods and employment ƒƒ Make landscape interventions central to over the long-term are broad-scale alternative uses of green and asset. and industrial. districts, as well as better serving Detroit’s Detroit’s revival. ƒƒ Extend capacity by building on four key blue infrastructure and other productive freight industry. landscapes, while upholding the quality of ƒƒ Use aggressive regulatory tools to reinforce components of long-term civic capacity: In addition, the Detroit Strategic Framework city government; philanthropy; Detroit recommends the following supportive strategies for ƒƒ Improve lighting efficiency throughout the life for residents already in these areas of land development, reuse, and management institutions (including the nonprofit and land use: city. increasing vacancy. strategies. business sectors; and Detroit residents). ƒƒ Enhance communications access in Detroit. ƒƒ Develop and share knowledge and ƒƒ Create a new and diverse open space system information inclusively, continually, with for the city, ƒƒ Actively manage change, by continuing transparency, and demonstrating that the discussions that have already begun input has value and is being used. ƒƒ Redefine corridors and complete streets, and removing regulatory barriers, to interagency ƒƒ Engage people with a mosaic of tactics ƒƒ Develop innovative regulatory reform. cooperation at the city and regional levels, as that have varied and broad appeals and possibilities, and that are woven together well as establishing an interagency platform to have combined effectiveness. for coordinated decision making about city services.
    • corktown eastern market the economic growth element 21% 15% 3% 2 1 5% 4% 6% 49% TRANSFORMATIVE IDEAS IMPLEMENTATION strategies and actions downtown employment midtown mt. elliott secondary remainder of city as percentage of citywide employment districts 1 A mcnichols southwest SUPPORT FOUR KEY ECONOMIC PILLARS A CITY OF ROBUST JOB GROWTH 1 Align cluster strategies with the Detroit Strategic Framework. 2 Establish cluster-based collaboration with labor market intermediaries. 20 2 A CITY OF EQUITABLE ECONOMIC GROWTH B USE A PLACE-BASED STRATEGY FOR GROWTH 1 Align public, private, and philanthropic investments in employment districts.detroit future city | DECEMBER 2012 VAN DYKE GRATIOT 2 Develop detailed action plans for primary employment districts. TELEGRAPH a city of physically and 3 strategically aligned 3 4 Encourage industrial business improvement districts (IBIDS). Become a national leader in green industrial districts. WOODWARD economic assets 8 MILE UPPER CONNER CREEK 4 C GRAND RIVER MT. ELLIOTT A LEADER IN URBAN INDUSTRIAL ENCOURAGE LOCAL ENTREPRENEURSHIP AND MINORITY BUSINESS PARTICIPATION McNichols ACTIVITY 1 Promote short-term approaches to increase the number and success of MBEs and DBEs in the City. 2 Support the development of low-cost, shared spaces for clusters with high levels of self employment. 3 Provide young Detroiters with exposure to and experience in Digital / Creative and other new economy clusters. LYNDON LOWER CONNER CREEK 5 A City of Regional and Global Economic Assets 4 Develop a comprehensive long-term strategy to increase and strengthen the City’s MBEs. D IMPROVE SKILLS AND SUPPORT EDUCATION REFORM I-96 E. JEFFERSON DEQUINDRE/ EASTERN MARKET 6 A City That Encourages Minority Business Enterprises 1 2 “Hire Detroit”: Strengthen local hiring practices. Link workforce investments to transportation. 3 Coordinate workforce development best practices. LIVERNOIS 4 Revitalize incumbent workforce training. WESTFIELD A City of Immediate and 7 MIDTOWN 5 Expand public-private partnerships for workforce development. Long-Ranging Strategies for CORKTOWN Resident PROSPERITY 6 Commission a study to identify levers to improve graduation rates and poor labor market outcomes of Detroiters. E LAND REGULATIONS, TRANSACTIONS, AND ENVIRONMENTAL ACTIONS FORD DOWNTOWN We must re-energize Detroit’s 1 Create an industrial side-lot program. economy to increase 2 Create a priority permitting process for employment districts. SOUTHWEST 3 Focus on land banking industrial and commercial property. MICHIGAN job opportunities for 4 Identify alternative capital sources for real estate development. 5 Articulate a reverse change-of-use policy. EMPLOYMENT DISTRICTS Detroiters within the city 6 Create master-planned industrial hubs. PRIMARY EMPLOYMENT DISTRICTS and strengthen the tax 7 Address underutilization of industrial building space and land. DIGITAL / CREATIVE EDS & MEDS AND DIGITAL / CREATIVE base. 8 Address weaknesses in the local brokerage sector. W. JEFFERSON INDUSTRIAL / CREATIVE FORT GLOBAL TRADE / INDUSTRIAL SECONDARY EMPLOYMENT DISTRICTS We must support our INDUSTRIAL / CREATIVE current residents and Source: DWPLTP Planning Team INDUSTRIAL attract new residents. The DWP Framework identifies seven primary Employment Districts that provide the 1 2 4 MILEs best opportunity for large-scale job growth. Located across the city, these districts represent a diverse cross-section of Detroit’s economy.
    • the land use element 5% 8% 18% 16% 17% 17% 11% 2% TRANSFORMATIVE IDEAS IMPLEMENTATION strategies and actions greater low-vacancy 1 low-vacancy 2 moderate-vacancy 1 moderate-vacancy 2 high-vacancy industrial land downtown use strength by land area industrial land use change 1 a city OF MULTIPLE EMPLOYMENT DISTRICTS A CREATE A CITYWIDE FRAMEWORK FOR GROWTH AND INVESTMENT 1 Establish framework zones and future land use maps as the basis for public, private and philanthropic investment. 2 Base land use decisions on the fundamental physical and market conditions of the city: low-vacancy, 22 2 a city CONNECTING PEOPLE TO OPPORTUNITy 3 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.detroit future city | DECEMBER 2012 VAN DYKE GRATIOT TELEGRAPH B A Green City where 3 landscapes contribute to SUPPORT A NETWORK OF NEW AND EXISTING NEIGHBORHOOD TYPES WOODWARD health 1 Establish land use typologies as the vision for the future city. 8 MILE 2 Reorganize land use around neighborhoods, industry, and landscape. GRAND RIVER 4 A City of Distinct, Attractive Neighborhoods C INTRODUCE NEW FORMS OF DEVELOPMENT 1 Align framework zones and future land use typologies to determine appropriate locations and types of development across the city. 2 Introduce new and innovative landscape-based development types. 3 Introduce form-based development criteria. We must use innovative E. JEFFERSON approaches to transform our vacant land in D CREATe a new and diverse open space system for the city 1 Implement blue and green infrastructure. ways that increase 2 Encourage reuse of vacant land with productive landscapes. its value and 3 Diversify park networks. productivity and 4 Encourage partnerships between universities and firms in productive landscapes to conduct research and provide job training opportunities. promote long term FORD sustainability. E REDEFINE CORRIDORS AND COMPLETE STREETS 1 Develop tiered transit network that ties into regional system. 2 Incorporate multi-modal transit design into all street improvements. MICHIGAN We must use our open space 3 Focus commercial development in walkable nodes or auto-oriented strips based on physical/market conditions and future land use vision. framework zones to improve the health 4 Introduce blue and green infrastructure as integral to corridor development. GREATER DOWNTOWN HIGH-VACANCY of all Detroit residents. 5 Implement blue infrastructure along arterial and other roads. LOW-VACANCY 1 INDUSTRIAL LAND USE STRENGTH LOW-VACANCY 2 INDUSTRIAL LAND USE CHANGE W. JEFFERSON MODERATE-VACANCY 1 MAJOR PARKS F ENACT INNOVATIVE REGULATORY REFORM FORT MODERATE-VACANCY 2 CEMETERY 1 Phase land use vision over 3 horizons (stabilize/improve, sustain, transform). 2 Revise/amend City Master Plan of Policies and Zoning Ordinance. 3 Update public, private, and philanthropic policy guiding documents. Source: DWPLTP Planning Team The Framework Zones map was developed from thorough research and analysis of the city’s physical and market conditions. The composite mapping is framed around degrees 1 2 4 MILEs 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.
    • the city systems element 60% 30% 10% TRANSFORMATIVE IDEAS IMPLEMENTATION strategies and actions motorized private motorized public non-motorized transit routes transit routes transit routes 1 Strategic infrastructure renewal A REFORM DELIVERY SYSTEM 1 Use the framework plan to create certainty around residential and employment density in each area of the city. 2 Right-size systems so that network capacity matches residential and employment demand for each area in the 2 24 medium term. LANDSCAPE AS 21ST CENTURY VAN DYKE INFRASTRUCTURE 3 Balance investment in areas of greatest need with investment in areas of greatest potential. 4 Address equity: ensure that a good standard of core services are provided to all groups in all areas including GRATIOTdetroit future city | DECEMBER 2012 high-vacancy areas. TELEGRAPH 3 DIVERSIFIED TRANSPORTATION B WOODWARD FOR DETROIT AND THE REGION CREATE LANDSCAPES THAT WORK 8 MILE 1 Deploy surplus land as multifunctional infrastructure landscapes, primarily addressing flood water mitigation and air quality. GRAND RIVER 2 Bring health and social benefits associated with landscapes and green facilities to lower income groups with poor access to transportation. We must focus on sizing the networks for a C RECONFIGURE TRANSPORTATION 1 Realign city road hierarchy to provide faster connections between employment, district, and neighborhood centers. smaller population, making 2 Enhance transit service and increased ridership by realigning transit system to provide integrated network them more efficient, more based on fast connections between regional employment centers, supported by feeder services from E. JEFFERSON residential areas. affordable, and better 3 For higher-vacancy areas, provide smaller-scale, flexible on-demand services. performing. 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. We must realign city 6 Provide large-scale multimodal freight interchange facilities to support local industry and overall city logistics FORD systems in ways that role. promote areas of economic potential, encourage D ENHANCE COMMUNICATIONS ACCESS 1 Ensure high-speed data networks are in place to serve existing and new economic sectors and wider community. MICHIGAN thriving communities, and 2 Develop e-government platform to maximize efficiency of social service delivery. improve environmental and 3 Utilize improved data network to develop smart infrastructure systems which deliver improved service with future public transit routes smaller capacity infrastructure. PROPOSED PUBLIC TRANSIT BY TIER PROJECTED 2030 POPULATION DENSITY human health conditions. LIGHT RAIL 0–2 PEOPLE PER ACRE E IMPROVE LIGHTING EFFICIENCY 1 Reduce number of lights and upgrade all remaining lights to low-energy LED type. W. JEFFERSON TIER 1 BRT ROUTES 3–6 2 In high-vacancy areas, take some parts of the network off-grid, using solar power for generation. 7–10 FORT TIER 2 CROSS TOWN ROUTES 3 Transfer ownership of the network to a new Public Lighting Authority which can procure services from the EMPLOYMENT DISTRICTS 11–14 private sector competitively. TRANSIT NODES 15–18 >19 F reduce waste and increase recycling 1 Reduce total levels of waste through citizen education and work with packaging industry. 2 Develop targeted and citywide curbside recycling program. Source: DWPLTP Planning Team 3 Ensure that incinerator emissions remain at or below US EPA standards and international best practice. 1 2 4 MILEs A simpler and more reliable transit system that creates space for alternative modes of transportation and provides for faster transfer between those modes. G ACTIVELY MANAGE CHANGE 1 Adopt Strategic Framework Plan as basis for systems transformation and put in place rolling review program. 2 Create an interagency platform to coordinate change across public and private sector bodies. 3 Communicate with affected communities and monitor processes for emerging success and unforeseen adverse impacts.
    • the neighborhood element 4% 22% 22% 29% 15% TRANSFORMATIVE IDEAS IMPLEMENTATION strategies and actions mixed use traditional green landscape industrial A neighborhoods by neighborhoods neighborhoods 1 ADDRESS QUALITY OF LIFE CHALLENGES THAT AFFECT ALL DETROITERS land area A city OF MANY KEY ASSETS 1 Realign public safety network to reinforce neighborhood stability. 2 Establish neighborhood-based/community-based schools as neighborhood anchors. 3 Develop strategies to address the divide between high taxation rates and low quality city services. 2 26 A city of neighborhood choices Develop regional transit system. 4 Support programs that promote diverse, mixed-income communities.detroit future city | DECEMBER 2012 VAN DYKE GRATIOT TELEGRAPH 3 A CITY OF DIFFERENT STRATEGIES FOR DIFFERENT NEIGHBORHOODS B CREATE DENSE, WALKABLE, MIXED-USE NEIGHBORHOODS 1 Stimulate residential market demand (LIVE programs, equity insurance, etc.) WOODWARD 2 Establish dedicated public, private and philanthropic gap funding sources. 8 MILE 3 Create financial and regulatory density incentives. GRAND RIVER 4 A city of diverse housing types for diverse populations Develop walkable retail nodes. 4 Guide development to reinforce transit/public space investment (TOD). 5 A city of residents who engage in their own futures C REGENERATE NEIGHBORHOODS THROUGH FUSION OF ART AND INDUSTRY 1 Relax business start-up and use regulations to stimulate entrepreneurship. 2 Develop comprehensive start-up incentives and support packages for small businesses. 3 Support training and skills development programs to unique local industries (advanced manufacturing, urban agriculture, green tech). E. JEFFERSON 4 Create tailored development package for industrial adaptive reuse including brownfield remediation costs. 5 Develop a variety of colocation spaces for residential, artistic and entrepreneurial uses. We must promote a range 6 Incorporate local arts into comprehensive public space master plan. of sustainable REPURPOSE VACANT LAND TO CREATE GREEN NEIGHBORHOODS residential densities. D 1 2 Undertake massive demolition/deconstruction program. Create community-based open space master plan. FORD 3 Deploy a variety of low cost, low maintenance open space improvements. 4 Assemble large areas of public land for green reuse. 5 Prioritize rehabilitation of historic or significant structures. 6 Integrate blue and green infrastructure as part of open space plan. MICHIGAN 50-year land use scenario CITY CENTER GENERAL INDUSTRIAL renew traditional neighborhoods DISTRICT CENTER NEIGHBORHOOD CENTER LIGHT INDUSTRIAL GREEN RESIDENTIAL E 1 2 Prioritize safety initiatives including streetlight renewal in target areas. Prioritize city services maintenance and renewal in target areas. GREEN MIXED-RISE INNOVATION PRODUCTIVE 3 Prioritize neighborhood stabilization within 1/2 mile of schools. W. JEFFERSON TRADITIONAL MEDIUM DENSITY INNOVATION ECOLOGICAL 4 Colocate services and amenities at schools to anchor neighborhoods. FORT TRADITIONAL LOW DENSITY LARGE PARK 5 Target code enforcement on absentee property owners and landlords. Live+Make CEMETERY 6 Incentivize neighborhood retail nodes with links to transit network. HEAVY INDUSTRIAL GREEN BUFFERS UTILITIES UTILIZE PRODUCTIVE LANDSCAPES AS THE BASIS FOR A SUSTAINABLE CITY Source: DWPLTP Planning Team F 1 Establish voluntary house-to-house program. 2 Assemble large contiguous areas of public land for productive reuse. The 50-year land use map reflects the long-term vision for a city of diverse 3 Revise regulatory framework to allow wider range of landscape-based uses. 1 2 4 MILEs neighborhoods, employment districts and productive landscapes.
    • the land and buildings assets element 7% 29% 64% TRANSFORMATIVE IDEAS IMPLEMENTATION strategies and actions parks landscape typologies other land uses 1 A a city that shares a vision: coordinating the management of TARGET VACANT LAND AND BUILDINGS IN EMPLOYMENT DISTRICTS FOR ECONOMIC GROWTH vacant land 1 Identify strategic targets for acquisition of properties by public entities. 2 Adopt policies for targeted disposition and holding of properties in economic growth areas. a city where everything is 3 Increase the cost of holding vacant property. 28 2 connected: viewing vacant and problem properties within interrelated system 4 Adopt program to foster greater use of underused buildings. Bdetroit future city | DECEMBER 2012 USE VACANT LAND AS A TOOL FOR NEIGHBORHOOD STABILIZATION VAN DYKE GRATIOT TELEGRAPH 3 A CITY OF STRATEGIC APPROACHES: 1 Reuse vacant lots to enhance neighborhood stability. RECOGNIZING THE UNIQUENESS OF EACH PROPERTY’S VALUE AND CHALLENGES 2 Adopt targeted demolition strategy based on stabilization priorities. WOODWARD 8 MILE 3 Address problem landlords. 4 Increase the cost of holding vacant property. GRAND 4 RIVER A NEW URBAN LANDSCAPE: USING 5 Pursue targeted neighborhood stabilization strategies. LAND FOR INFRASTRUCTURE AND INNOVATION A CITY WHERE PUBLIC FACILITY C TRANSFORM LARGELY VACANT AREAS THROUGH BLUE AND GREEN INFRASTRUCTURE 1 Hold land between interstates/industrial areas and neighborhoods for green infrastructure (do not release for 5 INVESTMENTS COUNT: ALIGNING PUBLIC FACILITIES WITH LAND USE TRANSFORMATION future residential development). 2 Acquire available land for blue infrastructure in key locations. E. JEFFERSON We must be strategic and D Link public facility AND PROPERTY decisions to larger strategies 1 Create priority system for public land acquisition. coordinated in our use of 2 3 Create joint policies and system for disposition of public property. Adopt coordinated maintenance strategy for public land. land. 4 Adopt targeted demolition strategy based on stabilization priorities. 5 Use new and upgraded schools as community anchors for stabilization. 6 Review criteria for school closing to reflect neighborhood stability factors. FORD 7 Update parks and recreation facilities planning to reflect current and future populations and budgets (update aspects of 2006 Strategic Master Plan by the DRD). 8 Parks and recreation planning at neighborhood scales: refine city wide strategy of Detroit Strategic Framework through smaller-scaled analysis. MICHIGAN future open space network CARBON FOREST BLUE INFRASTRUCTURE DISPERSED GREEN LANDSCAPE DISPERSED BLUE INFRASTRUCTURE E MAKE LANDSCAPE INTERVENTIONS CENTRAL TO detroit’s renewal 1 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 INNOVATION PRODUCTIVE LARGE PARK strategies in different areas); look for partnerships to help with land maintenance. INNOVATIVE ECOLOGICAL GOLF COURSE 2 Form partnerships with community groups and other organizations, businesses, and individuals to help W. JEFFERSON maintain land. GREENWAYS CEMETERY FORT 3 Refine set of landscape maintenance typologies and develop cost estimates to implement. INDUSTRIAL BUFFER use aggressive regulatory tools to reinforce land development, reuse, and F management strategies 1 Increase the cost of holding vacant property. Source: Stoss Landscape Urbanism 2 Address problem landlords. Future open space networks in Detroit include both larger landscape typologies and 3 Create formal partnership with Wayne County Treasurer for tax foreclosure auctions. 1 2 4 MILEs landscape development types integrated within neighborhoods. Landscape typologies each include a variety of different kinds of landscape development types.
    • IMPLEMENTATION horizons for change 30 31 guide to the strategic frameworkdetroit future city | DECEMBER 2012 horizon 1 stabilize Over the next five years, residents and stakeholders of Detroit will believe a new horizon 2 improve Over the next 10 years, Detroit is beginning to see the results of preparing residents horizon 3 sustain Within 20 years time, Detroit should see a more stabilized population and an increase horizon 4 transform Detroit regains its position as one of the most competitive cities in the nation, future is possible if they begin to see an elevated level of reliable and quality and business (existing and new) for economic growth opportunities and household in local jobs per resident. As such, the city should be well on its way to implementing the top employment center in the region, and a global leader in technology services to meet their basic needs, as well as stabilization of physical conditions prosperity by growing, recruiting, educating, and training in traditional and innovative, 21st-century systems of infrastructure and transportation, storm water and innovation, creating a healthy and sustainable jobs- to-resident ratio and through more efficient operational reforms, strategic investments, and stabilization emerging economic sectors. Residents are finding it a more affordable place to management, power, and waste management to support new growth. economic opportunities for a broad range of residents. Traditional and mixed-use or modest improvement in the economic conditions in the city. live and are beginning to find job opportunities in town. neighborhoods of the city, including city center, district centers and live+make ƒƒ The population has stabilized, and net loss in population has slowed. areas, have filled their density capacities and opportunities for new residential A 21st century city must have 21st century regulations that recognize the changing ƒƒ Public land is being positioned for new development of businesses, retail ƒƒ The gap between the number of job per resident in decreasing, with growth can be expanded into green residential areas. Productive and ecological needs of the city’s demographics and their requirements for new forms of land and housing, especially in areas with the potential for employment growth. unemployment declining. landscapes are now firmly established as the new form and image of the city. use and the long-term sustainability of those uses. Zoning, land use, and land ƒƒ Growth in local entrepreneurship is measurably increasing, especially among ƒƒ The first generation of youth coming out of education reform are entering dispositions policies and regulations must be realigned to accommodate these African Americans and young people. the workforce with jobs in the city. needs and opportunities. Other signs of stability in Detroit would include ƒƒ Traditional neighborhoods and the more mixed-use urban centers of the city ƒƒ All neighborhoods have become regionally competitive places to live ƒƒ Increased efforts to expand existing businesses in the target economic are starting to increase in residential and population density. because of housing and transportation affordability. sectors of industry, education, medical, information technology, creative ƒƒ The demotion program has slowed and is transitioning to reconstruction and ƒƒ New and convenient public transit options have been expanded to all parts industries, and local entrepreneurial development, especially among rehabilitation. of the city. minority-owned businesses and independent sole proprietors who could move from the informal economy to create businesses that have the ƒƒ A visible increase in mature landscapes for recreation and infrastructure are ƒƒ Strategic upgrades to water, energy, and telecommunications networks are capacity to grow and to hire. emerging throughout the city. advanced. ƒƒ Education reform is passed and critical workforce development funding is ƒƒ Reliable and schedule public transit is in place along the busiest transit ƒƒ The city is visibly more green, with air, land, and water quality metrics preserved. routes in the city and region. improving. ƒƒ The necessary land use regulations are revised that make the vision legal. ƒƒ Infrastructure upgrades to areas of growth are underway. ƒƒ The rates of blight and home foreclosures are visibly slowed. ƒƒ Essential public facilities have been co-located and programming enhanced to meet the needs of residents in convenient locations. ƒƒ All public land dispositions are aligned and coordinated with the Framework. ƒƒ 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. ƒƒ Local governance has been stabilized. ƒƒ An implementation organization has been identified and is working to ensure the vision of the Framework is achieved with local, regional, and national partners.
    • foreword 001 detroit is... 003 forward blueprint for detroit’s future 005 executive summaryguide to the strategic framework 017 how the plan 018 the planning elements 030 IMPLEMENTATION horizons is organized for changethe planning elements 033 the economic growth 091 the land use 155 the city systems element element element 203 the neighborhood 265 the LAND AND BUILDINGS ASSETS element element CIVIC ENGAGEMENT 317 supporting lasting civic engagement in detroit afterword 345 acknowledgements
    • the economic growth ELEMENT 035Transformative Ideas 043 REALITIES 047 IMPERATIVES and 049 STRATEGIES AND the equitable city quality of business IMPLEMENTATION
    • DETROIT FUTURE CITY TRANSFORMATIVE IDEASA Day in the Life Fulfilling our Economic Potential 35 ECONOMIC GROWTH the economic growth element : the equitable cityDarius lives in Northwest Detroit with his wife Barbara, a medical technician, and his two kids Unlike many of the country’s struggling cities, Detroit is challenged not with the the very “problem” that has plagued the city: its miles of vacant and underused creation of a new set of economic assets but with a geographic and strategic spaces. Two emerging industries for Detroit are most promising in this context:Bakari, 17, and Hope, 15. It’s been a tough decade, but things are looking up. Not too long ago alignment of existing assets. While it is true that the city’s original land patterns food production (taking advantage of Detroit’s resident urban farming movement, cannot efficiently serve its current residents, the real challenge is this: Detroit is the ingenuity of its people, and a growing nationwide interest in locally sourcedDarius was unemployed because of cutbacks at the auto factory he’d worked at since high not too big, its economy is too small. food); and CDER (construction/demolition/engineering/repurposing, which builds on Detroit’s industrial skills base and makes a virtue of the very necessity to changeschool. The only job Barbara could find was in the suburbs, and her daily commute began at The challenge of growing Detroit’s economy comes with an important imperative: the landscape). Both of these emerging industries, coupled with Detroit’s existing the need to enhance equity by creating job opportunities for Detroiters of all4:30 a.m. by bus so Darius could have the car. backgrounds and skill levels. This is not only a desirable output—the right thing strength in TDL (transportation, distribution, and logistics), will likely provide thousands of new jobs and entrepreneurial opportunities for Detroiters of all to do for people—but a key input for the city’s sustainable economic future—theHow’d they recover? In 2012, the city government and its business partners began focusing on smart thing to do for business. backgrounds and skill levels.four key areas of job growth, including 21st century industrial work. Through a new training The good news is that Detroit’s economy is changing, and its economic base is Every job—and every resident—is important to Detroit’s future. For the city’s economic alignment to yield its full potential, economic growth in Detroitpartnership between a local university and a foundation, Darius touched up his advanced- diverse, if modest. Four “pillars” of employment now account for well over half must be fair and must benefit all of the city’s residents. This plan recognizes of Detroit’s employment base: education and medical employment (“Eds and equitable growth not only because it is the right thing to do, but because ittechnology skills and landed a job within 60 days of receiving his certificate. Jobs in the city Meds”), digital and creative jobs, industrial employment (both traditional and makes good business sense: By increasing Detroiters’ access to employment and new technologies, large-scale and artisanal, manufacture and processes), andwere picking up rapidly, since the city had focused its business development in seven strategic local entrepreneurship. All of these are promising areas of 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.employment districts. Businesses locating in these districts attracted others in similar fields, local entrepreneurship in particular is the “sleeping giant” that could change the economic landscape of Detroit, especially in the areas of business-to-business As Detroit strengthens the key actors and assets within the city, it will also be ableand all of them were hiring. services (B2B), food processing, and construction/demolition/engineering/ to tighten the linkages between the city and regional economies, maintaining its repurposing (CDER). position as a global trade center. The vision of the Strategic Framework is a strong,Barbara soon got a job, too, at a new clinic in the “Eds and Meds” district in the McNichols Physical corridors of strength and investment have emerged within the city’s equitable urban economy that anchors the revitalization of the larger metropolitan economy.corridor. She takes one of the city’s rapid bus lines to work now, getting there in about 20 checkerboard development patterns. The Strategic Framework proposes an economic strategy that builds on existing trends and unique characteristics in The Framework is also designed to be adaptable to the conditions in the regional,minutes. Bakari and Hope take the rapid bus to school, too, and they even take the bus to after- seven employment districts in the city of Detroit, which will serve as strategic national, and international economies. The intent was to provide a framework for areas for investment and new growth, attracting residents and companies to action that is flexible and dynamic, yet establishes a strong structure to supportschool activities at the library (SAT practice for Bakari, digital photography for Hope). With exchange interests, ideas, and innovations. These seven primary employment both growth and equal opportunities.everyone’s commute time cut, dinner begins at 6 p.m. sharp: Just in time for a family report on districts account for about half of the city’s total employment but take up less than 15% of the city’s land. Detroit’s physical transformation is intended toeveryone’s day. create additional job opportunities and tap the incredible potential inherent in
    • Transformative Ideas comparative city employment ratios economic pillars global trade / INDUSTRIAL DIGITAL / CREATIVE LOCAL ENTREPRENEURSHIP EDUCATION & MEDICAL DETROIT 27 JOBS PER 100 RESIDENTS POPULATION: 714,000 size: 139 sq. miles JOBS: 193,000 36 37 economic Half of Detroit’s 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 growthdetroit future city | DECEMBER 2012 the economic growth element : the equitable city 35 JOBS PER 100 RESIDENTS POPULATION: 1,526,000 Transformative size: 134 sq. miles JOBS: 535,000 1 A CITY OF ROBUST JOB GROWTH 2 A CITY OF EQUITABLE ECONOMIC GROWTH ideas Despite six decades of population loss, Detroit’s future will Detroit’s economic growth must be based on fairness and equity. be driven by its ability to increase employment in the city. Detroit’s diversifying economy should be developed toward job growth for a variety ATLANTA Most discussions about Detroit’s future to date have focused on land area and of skill demands and business types. This approach will not only enhance equity, 73 JOBS PER 100 RESIDENTS POPULATION: 420,000 population. Yet if we compare Detroit with similar-sized cities, the number of jobs but will also foster growth by tapping under-utilized human capital, increasing local per resident is far more telling than the number of residents itself. Of the four cities incomes and consumer demand, improving educational outcomes, and reducing size: 133 SQ. MILES closest in size to Detroit, only one has more residents, but all four have many more fiscal, social, and human costs associated with poverty.1 More than half of Detroit’s JOBS: 307,000 jobs and a higher ratio of jobs to residents. In fact, this is true for most American current employment base comes from four economic pillars that are well suited cities: only 5 of the top 100 cities have fewer jobs per resident than Detroit. to creating jobs for people of all skills and backgrounds: education and medical employment (“Eds and Meds”); digital and creative jobs; industrial employment It is true that Detroit’s dramatic loss of population will call for reconfiguration (both traditional and new technologies, large-scale and artisanal, manufacture and and repositioning of its infrastructure and land assets to create a new city form of processes); and local entrepreneurship. diverse neighborhood types and land uses that are easier to serve, The key to fiscal PORTLAND sustainability and a better quality of life for Detroit is not simply higher population, Within each of these key employment “pillars”, job opportunities and professional although population increases would be welcome. Increasing the ratio of jobs growth should be cultivated for people with a variety of educational backgrounds, 55 JOBS PER 100 RESIDENTS POPULATION: 584,000 to residents will contribute to the financial stability of the city while creating skills, and interests. For example, in Eds and Meds, the innovative capacity of all size: 133 SQ. MILES economic opportunity for the city’s residents. workers— from medical staff, faculty, and researchers to maintenance, kitchen, JOBS: 321,000 and housekeeping staff—should be utilized and rewarded. In the small-scale industrial sector, and especially in the food sector, shared production spaces can offer low-cost options for local entrepreneurs and more broad-based ownership or sharing of business assets. Shared creative space is certainly vital to the information exchange and resource sharing necessary in the creative/digital fields, and can open up opportunities for training and career development, especially among youth and DENVER among adults seeking to start a second career. 60 JOBS PER 100 RESIDENTS POPULATION 600,000 A crucial step toward equitable job growth will also be the explicit recognition size: 153 SQ. MILES Text Sources: 1) Pastor, Manuel, and Chris Benner. “Been Down So Long: Weak-Market Cities and and dismantling of current barriers facing Detroit residents in terms of access JOBS: 360,000 Regional Equity.” In Richard M. McGahey and Jennifer S. Vey, eds., Retooling for Growth. New York: to skills development and employment and entrepreneurship opportunities. In American Assembly and Columbia University, 2008; Katherine S. Newman, James B. Knapp Dean of fact, those very barriers have forced many Detroiters into the informal economy While the population in the city has declined over the past 60 years the number of jobs the Arts and Sciences, Johns Hopkins University, Testimony to the Senate Finance Committee, Hearing as entrepreneurs, which in turn offers an opportunity to create new pathways located in the city has fallen at a sharper rate. This has left the city with relatively few on “Drivers of Intergenerational Mobility and the Tax Code,” July 10, 2012; Robert Weissbourd. to prosperity and job growth for an unknown number of sole proprietors who jobs for the number of people who reside here. Of the top 100 Cities only 5 have fewer Strengthening Communities for Regional Prosperity. The Living Cities Policy Series, 2006; Porter, jobs per resident. might one day be employers themselves. This is discussed in further detail in the Michael, Orson W. Watson, and Alvin Kwan. The Changing Models of Inner City Grocery Retailing. Strategies section of this chapter. Data Sources: 2010 LEHD – On the Map; 2010 SF1 Census; ICIC Analysis Initiative for a Competitive Inner City, 1998.
    • Transformative Ideas location quotient ranking among 100 largest cities Detroit’s economy is already unique. Compared to other cities, Detroit’s diverse economic base has an established foothold in traditional industrial activity and anchor institutions as well as substantial growth in new economy jobs. new economy growth 1998-2009 35 80 74 68 43 42 eds & meds, 2009 9 3 62 21 4 60 industrial, 2006 17 36 1 48 99 80 38 39 Data Source: SICE; ICIC analysis detroit, MI cleveland, oh newark, nj st louis, mo boston, ma chicago, il 1. 2.detroit future city | DECEMBER 2012 the economic growth element : the equitable city A City of Physically and 3 Strategically Aligned Economic 4 A LEADER IN URBAN INDUSTRIAL ACTIVITY T 8 MILE Assets TIO WO GRA ODW GRA NORTHWEST ARD ND ACTIVITIES RIV CENTER ER wcccd Detroit’s economy does not require entirely new economic Across the country, many have come to realize the critical role of manufacturing assets, but the physical and strategic alignment of existing activity in promoting and sustaining innovation, especially in clusters where product TELEGRAPH coleman a. young sinai grace university of detroit-mercy international airport ones. As in all successful cities, fostering economic strength and stability in Detroit and process are tightly linked, such as high-end apparel and biotech.2 Detroit hospital marygrove college will require a constant renewal and realignment of key business assets, education has a unique combination of educational and medical institutions, information and workforce development, innovation potential, and infrastructure. technology companies, low-cost industrial land, and an “industrial commons” i-94 industrial park that support manufacturing and industrial activity of all kinds. Detroit also has a wcccd gateway focus: hope On the side of land use and physical assets, tools such as zoning, public land skilled workforce, managers with operations experience, and broad design and industrial RUSSELL chrysler: jefferson disposition, incentives, and specific strategies can be used to promote concentrated engineering expertise among its residents. With proactive and coordinated center north assembly plant SON INDUSTRIAL FFER employment districts as focal points around which to pool public, private, and investment, Detroit can remain an innovative hub for production. CENTER E. JE GM assembly plant philanthropic investment. The implications will be far-reaching and have the henry ford potential to improve the cost structure, innovative capacity, and competitive In the food cluster, for example, Detroit has the assets and knowledge to lead in the hEALTH SYSTEM CULTURAL CENTER westfield industrial position of the city’s businesses in regional, national, and international markets. design and production of urban farming tools. In the medical cluster, the Henry Ford tech town detroit medical center center Important efforts to create districts of economic activity already exist, most notably Innovation Institute is focused on user-based innovation that translates insights wayne state UNIVERSITY in the food cluster around Eastern Market and the education and health-related from the city’s medical practitioners into the next generation of surgical tools and EASTERN MARKET clusters in Midtown. Existing efforts must be supported and expanded to include medical devices. These are but two examples of the ways in which Detroit can build Detroit’s most important traditional and emerging economic strengths. on its legacy of industrial activity, while creating new pathways to industrial and clark technology supporting jobs. park Organizational linkages must also be strengthened and sustained among city wcccd GENERAL MOTORS government and neighborhoods, business support organizations, employers and FORD HEADQUARTERS employees, and businesses and their suppliers. Although too many key companies AMBASSADOR Downtown detroit intermodal BRIDGE and organizations today are islands, physically, they have a strong interest in re- freight terminal knitting the physical, social, and cultural fabric that made Detroit’s economy great. new INTERNATIONAL IGAN trade CROSSING MICH assets for economic growth detroit water and sewage treatment DIGITAL INDUSTRIES INDUSTRIAL ANCHORS AND HUBS facility CREATIVE INDUSTRIES PRIMARY EMPLOYMENT DISTRICTS SPRINGWELLS INDUSTRIAL EDUCATION & MEDICAL PARK TRANSPORTATION AND INFRASTRUCTURE ASSETS N Source: DWPLTP Planning Team FERSO Text Source: 2) Gary P. Pisano and Willy C. Shih, “Does America Really Need Manufacturing?” Harvard Detroit has a wide range of economic assets that should be capitalized on to fuel W. JEF Business Review, March 2012. 1 2 4 MILEs economic growth. Assets include existing businesses, institutions and transportation infrastructure. Image Sources: 1) Marvin Shaouni; 2) Paul Sancya/AP
    • Transformative Ideas 40 41 3. 4. 5.detroit future city | DECEMBER 2012 the economic growth element : the equitable city 5 A City of Regional and Global Economic Assets 6 A City That Supports Minority Business Enterprises 7 A City of Immediate and Long-Ranging Strategies for Resident PROSPERITY Recently, the American automotive Detroit has a diverse base of businesses, organizations, Business ownership shapes the location of opportunity and power in an economy: Although Detroit has an urgent need to support and develop high-quality education and institutions that are essential to building and Business owners strongly influence organizational practices such as hiring, wage and skills to prosper in the 21st century, there is little evidence for the oft-stated sector has revitalized, and the role maintaining a competitive edge for Southeast Michigan setting, and procurement and often serve in positions of civic and social leadership. claim that “Detroit can’t fix its economy until it fixes K-12.” In fact, improving of Southeast Michigan in global in the 21st century. Beginning more than a decade ago, many public, One reason minority-owned business enterprises (MBEs) are so important to education and increasing economic opportunity are complementary private, and philanthropic leaders recognized that economic decline in the city Detroit is that they are more likely to hire minority employees and utilize minority strategies: providing economic opportunities for Detroit’s adults will automotive research and development and region was not temporary but reflected a broader crisis in local economic suppliers, thus increasing opportunity for a large number of Detroiters.4 improve fiscal conditions in the city, support the academic performance of expanded. The automotive renaissance assets and capabilities. These leaders and their organizations invested in the ideas, Minorities in Detroit already account for 89% of the city’s population; however, their children, and create the incentives for children and adults alike to invest assets, institutions, and culture to enable growth in innovation-driven clusters in education and skills development. in the region is part of a larger story like education and technology, while also remaking traditional economic clusters the firms they own account for only 15% of private company revenues. African- American-owned businesses account for 94% of the city’s MBEs, yet few of these The dramatic downturn in the regional economy has curtailed opportunities for in which U.S. manufacturing has like food to better serve local needs. Huge investments were made in expanding companies grow enough to hire even one employee: Only one in thirty African- lower-skilled workers across the region. This opportunity gap must be addressed the city’s institutions and economy: The College for Creative Studies added major become more competitive globally. new buildings, an MFA program, and a high school; the Detroit Creative Corridor American companies in the city has at least one employee compared to one in three alongside the skills gap. In fact, the lack of job opportunities seems to have white-owned businesses. profoundly weakened the link between educational attainment and prosperity One of the country’s most influential Center opened; Next Energy was founded; the education and medical institutions for Detroiters. Nationwide, high school graduation reduces the chance of living in Midtown became national models for maximizing local economic impact; Henry consultancies, Boston Consulting Ford Hospital opened an Innovation Institute to capture and commercialize the These numbers reflect the enormous challenges to the MBE community in Detroit in poverty by 56%, and going on to earn a two-year degree reduces poverty by an (as well as its potential). In a comparison of 25 U.S. cities, Detroit ranked seventh additional 51%. Yet in Detroit, the corresponding reductions are much smaller (39% Group (BCG), recently estimated that innovative capacity of medical practitioners; Wayne State University opened in African-American self-employment per capita. Strengthening business and 33%). TechTown and announced a $93 million biotech hub; and a local son returned to due to improved competitiveness, the Detroit with 7,000 workers and triggered a new wave of information technology ownership in the city’s largest population group is one of the best ways to grow businesses in the city. Strategies to combat the city’s poverty must acknowledge the need for a dual U.S. is likely to add between 2.5 and growth in Downtown. Concurrently, local leaders remade traditional industries, approach. Public, private, and philanthropic priorities should support a concurrent including the Detroit Food Policy Council and Detroit Black Community Food 5 million jobs in manufacturing and Security’s work in creating a vision for the national movement in food justice and approach to the creation of new job opportunities along with educational improvements. support industries by 2020.3 food security issues. Local organizations such as New Economy Initiative and DEGC are working to promote local procurement and entrepreneurship opportunities across the city. Text Sources: 3) Boston Consulting Group, “Why America’s 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
    • 61% 61% of employed detroiters 21% 30% 30% of detroit jobs are held 39% work outside the city by detroiters 70% REALITIES 21.5% of detroiters do not have access to a private vehicle2 39% of employed detroiters 70% of detroit jobs are held 1 43 THE STATE OF DETROIT’S ECONOMY work within the city 3 by commuters the economic growth element : the equitable city Detroit confronts major challenges to its revitalization, including issues with LABOR FORCE PARTICIPATION. Among working-age residents in Detroit, labor workforce preparedness and employment opportunities for Detroiters; the need to force participation rates (LFPRs) are low relative to the rest of the region and strengthen the performance of the city’s companies, including small- and minority- the United States. In the rest of the region, the participation rate is 79%, nearly owned companies; and the need to translate the city’s available land and buildings identical to the U.S. rate of 78%. If Detroit achieved national participation rates 300K into affordable, usable spaces that can accommodate growing companies and at each education level, about 38,000 additional Detroiters would be in the labor POVERTY attract new ones to the city. force and the city’s 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 300,000 new jobs Detroit is There are currently 27 jobs within the city per 100 Detroiters experience 68% of Detroiters without EDUCATIONAL ATTAINMENT. As in many areas that have historically relied small portion of the adult population. The greatest opportunity for impact in labor are projected projected to Detroit residents6 high poverty rates at a high school diploma on manufacturing to drive the economy, education levels among working-age force participation is among those with a high school degree and/or some college for southeast receive only 2% every level of education. are unemployed or do not michigan by 20404 of these new even 20% of two-year participate in the labor force8 Detroiters are well below the national average: (but not a four-year degree), who account for two-thirds of working-age Detroiters. regional jobs5 degree holders live in Consequently, if Detroiters without a high school degree participated in the labor poverty7 ƒƒ 20% do not have a high school degree; force at national rates, the city’s overall participation rate would increase from ƒƒ 35% have a high school degree but no further training; 65% to 68%; if Detroiters with a high school degree and/or some college matched ƒƒ 33% have a high school degree and at least some college; and national rates, the city’s overall participation rate would increase from 65% to 72%, 85% just below the regional average of 75%. 3% 2% ƒƒ 12% have a bachelor’s degree. 6% OTHER $12.2B $450M SCHOOL QUALITY. One oft-cited reason for poor labor force outcomes among 9% HIS The proportion of Detroit’s population between the ages of 25 and 64 who do W Detroiters is the low quality of the city’s public schools. Although Detroit’s school PAN HI not have a high school degree is 60% higher than the U.S. rate of 13%, while the TE system has some high performers like Cass Technical High School, Renaissance proportion of population holding a four-year degree is 60% lower than the average IC WHITE OTHER High School, Kettering West Wing, and the Bates Academy, the majority of schools for the United States. under-perform relative to those in neighboring school districts. The Michigan 12% Department of Education’s “Top-to-Bottom Ranking” of the state’s schools shows 83% But education alone is not the only indicator of Detroit’s workforce challenge: AFRICAN that in terms of statewide percentile ranking, schools in the Detroit Public Schools AMERICAN $1.7B 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 district averaged in the 12th percentile. Detroit school performance is also weak by the rest of the United States (68%). Completion rates are lower than the national the standards of urban school districts across the United States. In the most recent AFRICAN AMERICAN average, however: Among Detroiters with at least some college, only 42% have Trial Urban District Assessment of reading, mathematics, science, and writing skills completed a two- or four-year degree compared to 64% across the United States. of 4th and 8th graders in 22 cities, Detroit ranked last, but did show improvement Detroit’s potential Break down of revenue 15% of detroit’s Detroit is ranked In a comparison of 25 u.s. cities, over the previous assessment. workforce demographics at all detroit firms10 private employer firms 23rd out of 25 u.s. detroit ranks 8th in terms of (ages 25-64)9 are owned by african cities in african african-american business americans11 american ownership ownership relative to the size WEAKENED INCENTIVES AND CONNECTIONS. In all groups in all parts of the of firms with of black/african-american country, labor force participation rates are sensitive to the costs and rewards of employees* population* employment, including wages and commuting times. Detroiters of all education levels have wages that are lower than regional and national averages, with the Data Sources: 1) US Census 2010 Longitudinal Employer-Household Dynamics; 2) American Community*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, Survey 2010 5-Year; 3) US Census 2010 Longitudinal Employer-Household Dynamics; 4,5) SEMCOG largest gap for those workers without a high school degree and the smallest forMD; 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; 2012; 6) Initiative for a Competitive Inner City (ICIC) State of Inner City Economies (SICE) database, the college-educated. This would help explain why labor force activity is so low14) 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; US Census 2010; 7,8) American Community Survey 2010 5-Year, Integrated Public Use Microdata among the city’s least educated residents. Similarly, the challenges of using public24) Phoenix, AZ; 25) El Paso, TX Series (IPUMS); 9) US Census 2010; 10) US Census 2010 Longitudinal Employer-Household Dynamics; transportation to commute to suburban job centers disproportionately harms lessSources: US Census 2010, 2007 Survey of Business Owners 11) ICIC educated, lower-income individuals, who are less likely to own cars.
    • Realities PERCENT OF detroit WORKERS WITH A HIGH SCHOOL DEGREE OR LESS BY TARGEt CLUSTER: 2009 privately owned firms with employees 55% 58% 57% 12% 53% 49% 50% 45% 32% 23% 19% 16% 16% 17% 14% 15% 15% 13% 7% 2% 5% 2% Information creative education healthcare transportation metal construction, automotive food and business to rest of the Technology distribution fabrication demolition, beverage business economy engineering, logistics repurposing processing Of vacant industrial parcels are less than 1 acre in size 6.8% african american white other Digital/Creative Eds & meds Industrial Local Other The target clusters that represent the best opportunities for economic growth in Detroit also represent Entrepreneurship $50,000 average revenue $780,000 average revenue $240,000 average revenue 44 opportunities to employ individuals with different education and skill levels. The importance of 1/6 of city average 2.6x of city average 4/5 of city average 45 education and skills training can’t be understated as businesses hire significantly higher percentages of Detroiters with less than a high school degree people with a high school degree than without. Detroiters with less than or equal to a high school degree Minority groups account for 89% of Detroit’s population but only 17% of total private firm revenue. 6.8% of the city’s vacant industrial land is publicly-owned Data Source: BLS, Employment Projections Program; ICIC Data Source: SBO 2007; ICIC analysis Data Source: Interface Studio, Detroit Industrial Land Use Surveydetroit future city | DECEMBER 2012 the economic growth element : the equitable city REGIONAL COMPETITION. Between 2002 and 2010, the proportion of Detroit jobs MINORITY BUSINESS OWNERSHIP HOLDS GREAT POTENTIAL. Although it The selected industries are often oriented toward local rather than regional, otherwise re-developable land in the industrial zones, for example, amounts to only held by Detroit residents fell from 42% to 30%. Changing skill demands do not seem is true that a large number of Detroiters have dropped out of the labor force, it national, or international markets; they also have higher failure rates.6 MBEs often 6.8% of the city’s total industrial land supply, with most of this found in residential to be the main culprit: The share of city jobs held by Detroiters declined almost is also true that many Detroiters have responded to the shortage of formal job select these industries because of their own work and business experience, but also parcels in Delray and formerly residential sites around the I-94 Industrial Park. With as much for jobs paying less than $1,250 per month as for jobs paying greater opportunities by starting businesses, becoming self-employed, or moving into because of lower levels of personal wealth than their white counterparts. MBEs so few opportunities to assemble property directly from public agencies, and limited than $3,333 per month. What did change during those years was the region’s the informal economy. African-Americans in Detroit are 15% more likely than their also are more likely than their white counterparts to experience “real and perceived resources to outright acquire private property, other strategies must be considered unemployment rate. During the 2000s, the region lost more than 400,000 jobs, counterparts nationally to be formally self-employed. Overall, there are about challenges in securing external capital.”7 to stimulate more productive use of vacant and vastly underutilized, privately held, 100,000 more than any other U.S. region, suggesting that the region’s jobs crisis 50,000 people who are formally self-employed or own businesses with employees commercial and industrial sites. The depth and breadth of challenges stemming has severely undercut opportunities for less educated workers. in Detroit, and perhaps as many as 100,000 more who are engaged in the informal Increasing the number and performance of MBEs must address short-term from the condition, location, and configuration of Detroit’s job-producing lands will economy, either as their only source of income or in addition to formal and/or self- strategies to increase demand for the goods and services provided by MBEs, and have to be met with a variety of strategies to improve the quality, availability, and The least educated workers faced competition for jobs from better-educated job- employment.5 provide assistance with business development and finance options. Longer-term productivity of private and public commercial and industrial land. seekers: in the city but also across the region, those without high school degrees strategies must increase minority participation in high-growth, capital-intensive participate in the labor force at rates well below the national average. The gap Minority residents are strongly represented in “nonemployer firms,” which sectors and address structural barriers to capital access. between regional and national labor force participation narrows with increasing generally represent formally self-employed persons. These businesses pay taxes education levels until it more or less disappears for the region’s residents who hold and are part of the formal economy but do not have the scale to hire employees. In LAND IS DETROIT’S GREATEST—AND MOST CHALLENGING—ASSET. Land in at least a bachelor’s degree. Detroit, there are about 60 self-employed firms per 1,000 residents: Detroit is a potential asset for long-term economic development. Unlike in many U.S. cities, Detroit does not currently suffer from residential encroachment on job- INEQUITY EVEN WITH EDUCATION. For all the discussion about the importance ƒƒ 74% are owned by an African-American, 25% have white ownership, and 1% is producing land or face supply limitations that preclude growth in industrial sectors. of education in addressing the city’s poverty, the disconnect between educational owned by a member of another group. However, the character, configuration, and spatial patterns of vacancy and neglect attainment and prosperity is profound for many Detroiters. At all education levels, on formerly job-producing land represent a significant challenge to economic ƒƒ African-American-owned self-employed businesses average about $14,000 Detroiters suffer much higher poverty rates than peers in the region and country: development in the city. in sales, compared to $32,000 for white-owned self-employed businesses in ƒƒ 31% of Detroiters with a high school degree and no college live in poverty, Detroit. In 2010, vacancies accounted for 22% of Detroit’s industrial land, a portion that has compared to 13% of identically educated Americans; ƒƒ Among private businesses with employees,15% are owned by African- likely increased with the further decline in manufacturing activity. Many of these sites Americans, 78% have white ownership, and the remaining 7% fall under are located along industrial corridors that have ceased to be competitive and now ƒƒ A Detroiter with a two-year college degree is 50% more likely to live in primarily Asian ownership. sit derelict and empty, contributing to and aggravating surrounding neighborhood poverty than the average American with only a high school degree; and blight. Of the sites that are located in more active and vibrant industrial areas— Text Sources: 5) By definition, the informal economy is very difficult to measure. One study estimates ƒƒ A Detroiter with a four-year college degree is more likely to live in poverty ƒƒ White-owned businesses with employees average $2.4 million in revenues, corridors with a “critical mass” of industrial activity—a significant portion consists that in Los Angeles County, 9% to 29% of total employment is in the informal economy (Losby, et than the average American with a two-year degree. African-American-owned businesses average $1.3 million in revenue, and of small, isolated, inaccessible, or oddly-shaped parcels with very limited potential al., 2002). Using this range, the number of people employed in the informal economy in Detroit would businesses with “other” (primarily Asian) ownership average $600,000. for viable industrial or commercial redevelopment. More than 95% of the vacant be about 25,000 to 105,000. The estimated range is as wide as 3% to 4% of the U.S. workforce In fact, if every working-age Detroiter invested in a two-year degree, the poverty ƒƒ When businesses with and without employees are included, the average industrial parcels in the city’s employment districts are less than one acre in size. (Nightingale and Wandner, 2011). Lower-income areas tend to have higher levels of informal activity, rate in this group would still be almost 21%, higher than overall poverty rates in 70% so Detroit would likely be on the higher end of any estimate. SOURCES: Losby, Jan L., John F. Else, revenue of all private businesses in Detroit is about $300,000; within this, The remaining parcels that are well-located and large enough to accommodate of U.S. cities. Marcia E. Kingslow, Elaine L. Edgcomb, Erica T. Malm, and Vivian Kao, “Informal Economy Literature the average for white-owned businesses is $780,000, for Asian businesses, viable modern industrial development are often so blighted, contaminated, or in Review,” ISED Consulting and Research and The Aspen Institute, December 2002; Nightingale, $240,000, and for African-American-owned businesses about $50,000. need of demolition that the anticipated costs can deter investment indefinitely. Demetria Smith, and Stephen A. Wandner, “Informal and Nonstandard Employment in the United The gap between white- and black-owned businesses in Detroit can largely be States: Implications for Low-Income Working Families,” The Urban Institute, Brief 20, August 2011. The major challenge in addressing issues of blight and land assembly in the industrial explained by the set of industries in which Detroit’s MBEs operate. MBEs across the areas is the patterns of ownership. Unlike in the city’s residential areas, where there 6,7) Timothy Bates, “Entrepreneur Human Capital Endowments and Minority Business Viability,” United States tend to select less capital-intensive industries, and thus face lower is significant public ownership of sites, the overwhelming majority of land in the 1985; Fairlie and Robb, 2008, p 134. Teresa Lynch and Lois Rho, “Capital Availability in Inner Cities: overhead but also lower overall growth prospects than white-owned businesses. industrial and commercial areas is privately held. Public ownership of vacant or What Role for Federal Policy?” Presented at the “Small Business and Entrepreneurship during an Economic Recovery Conference,” Washington, D.C., November 9-10, 2011.
    • IMPERATIVES AND QUALITY OF BUSINESS 47 ECONOMIC GROWTH ACTIONS AND IMPACT the economic growth element : the equitable cityWe must re-energize 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 WHAT WE LEARNED FROM CIVIC ENGAGEMENT FEEDBACKDetroit’s economy 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, ƒƒ Survey respondents ranked the “Re-energize like residents, desire a secure, attractive environment and a larger, vibrant business Detroits economy” as the most important of theto increase job opportunities community. For Detroit to thrive as a city, the quality of the business environment 12 Imperatives must be considered as important as the quality of residential life. This will require ƒƒ Survey respondents ranked EDUCATION as the most improvements in the following areas: important investment for Detroit’s futurefor Detroiters within the city ƒƒ Top economic strategies recorded from DWP costs: The operating cost environment for businesses compared to $ participants included: regional and peer cities. ƒƒ SUPPORT SMALL BUSINESSES - especially small, new, and resident-owned businessesand strengthen the tax base. Networks: Proximity to related businesses, suppliers, and business services are a key ingredient in location decisions and operating success. ƒƒ IMPROVE RESIDENTS’ WORKFORCE READINESS for better, well-paying jobs in the future informations: There are many information gaps that need to be i filled to align businesses with workforce, incentives, and public services. Services: Effective and reliable government services are needed toWe must support our support existing and new businesses. access: Detroit has a legacy of quality, and diverse infrastructure.current residents Strategic improvements are needed to ensure efficient access via highway, rail, ports, and local streets. Regulations: Permitting, zoning, and other codes need to beand attract new residents. 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 T TELEGRAPH TIO WO GRA ODW ARD STRATEGIES AND 8 MILE GRA ND RIV MT. ELLIOTT ER McNichols 48 E. JE FFER SON IMPLEMENTATION 49 DEQUINDRE/ EASTERN MARKET PLANS FOR ACTIONdetroit future city | DECEMBER 2012 the economic growth element : the equitable city MIDTOWN The Strategic Framework proposes five strategies to grow an equitable economy The strategies also emphasize strengthening the city’s minority business community CORKTOWN for Detroit: through expanded opportunities for business ownership and growth. Finally, the plan attempts to create linkages between education and training and opportunities ƒƒ Support the Four Key Economic Growth Pillars that have already to utilize newly developed skills and address skills gaps and opportunity gaps FORD DOWNTOWN demonstrated promising job growth: education and medical employment together, efficiently and fairly. (“Eds and Meds”), digital and creative jobs, industrial employment (both traditional and new technologies, large-scale and artisanal, manufacture, and The success of the plan will rest on the capacity of the strategies to unlock the SOUTHWEST processes), and local entrepreneurship. vast potential of the city’s land assets. Through preferential zoning, targeted MICHIGAN PRIMARY EMPLOYMENT DISTRICTS infrastructure investments, attraction of new capital into the city, and innovative DIGITAL / CREATIVE ƒƒ Use place-based strategies to create core investment and employment approaches to address under-utilization of land, the strategy aims to increase the corridors, focusing on seven employment districts where job growth is EDS & MEDS AND DIGITAL / CREATIVE value of and investments in the city’s highest-potential jobs-producing land. If already occurring; INDUSTRIAL / CREATIVE successful, the city’s available land can become its greatest economic asset. ƒƒ Encourage local entrepreneurship and minority-owned business; GLOBAL TRADE / INDUSTRIAL Sources: DWPLTP Planning Team ƒƒ Improve education and skills development; and N FERSO The DWP Framework identifies seven primary Employment Districts that provide the ƒƒ Transform the city’s land into an economic asset. T FOR W. JEF 1 2 4 MILEs best opportunity for large-scale job growth. Located across the city, these districts represent a diverse cross-section of Detroit’s economy. 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 “When we lost the jobs “Create and cultivate a more dense, economic conditions and changing needs in the city and region, and thus are and saw the increase active vibrant city from which not tied to specific horizons or timelines. They are consistent, however, with the in crime, that sense businesses can flourish and grow.” Strategic Framework’s vision for stabilization and transformation over a period of of common purpose/ 20 to 50 years. Detroit’s public, private, civic and philanthropic stakeholders should community was lost.” Entrepreneurs Summit align their investments and programmatic initiatives with the broader Framework PRIMARY EMPLOYMENT DISTRICT DESCRIPTIONS AND LOCATIONS Seniors Working Session, and with each other’s objectives. 2/15/2012 digital / creative eds & meds / digital and creative industrial / creative global TRADE / industrial The core mechanism for this coordination is strengthening seven existing Districts characterized by economic Districts characterized by economic Districts characterized by economic Districts characterized by economic employment districts in the city. Information from land surveys, data on the city’s economy, and interviews with key stakeholders formed the basis for mapping these description opportunities in information opportunities in education, healthcare, opportunities in industrial activity opportunities in global industrial technology and creative businesses research, technology and creative like food processing and automotive activity including automotive, metals districts. The unique characteristics of each district are identified not only for their such as design & advertising. enterprises. manufacturing as well as creative and logistics. economic potential, but for the diverse opportunities each offers to employ people enterprises and local entrepreneurship. with a broad range of interests and skills. The Framework recommends: locations Downtown Midtown Dequindre-Eastern Market Southwest ƒƒ Formalizing the importance of these districts through land use and zoning changes; and McNichols Corktown Mt. Elliott ƒƒ Encouraging public, private, and philanthropic investments in infrastructure and real estate to support these districts.
    • Strategies and Implementation 1 2 3 4 5 6 7 Seven transformative ideas : Five implementation strategies 111k 111,000 detroiters work A B outside of the city - this is 57% greater than the USE A PLACE-BASED STRATEGY FOR 70,700 detroiters who SUPPORT FOUR KEY ECONOMIC PILLARS GROWTH work within the city 50 51 Seven specific employment districts have the greatest potential to unleash large- A strategy that targets the sectors of the economy that are most likely to generate scale job creation in Detroit. These districts will promote a deliberate spatial pattern broad-based economic growth will allow the public, private, and philanthropicdetroit future city | DECEMBER 2012 the economic growth element : the equitable city to business activity, generate multiple benefits to the economy, and help alleviate sectors to align strategies and resources around economic growth “pillars” that critical fiscal and social issues in the city. Reinvesting in specific employment can create jobs, foster economic opportunity and social equity, and best utilize the districts will create the scale required for efficient investments in infrastructure and city’s land assets. These opportunities fall into four broad categories: Education and services; allow development of effective strategies for building demolition and land Medical; Industrial; Digital/Creative; and Local Entrepreneurship. assembly; and create dense employment nodes that can facilitate transportation connections between Detroit residents and businesses, an issue that currently The most recent 30-year regional employment forecast for Detroit, developed plagues the least-advantaged Detroiters but also employers who would benefit by the Southeast Michigan Council of Governments (SEMCOG), shows some from a larger labor pool with more reliable transportation options. This concept will employment growth in Detroit between 2010 and 2015, followed by a leveling off have a secondary (but critical) effect of raising property values in the employment after 2015. For the entire 2010-2040 period, SEMCOG projects the entire Southeast 70,700 detroiters live and Michigan regional economy will add 300,000 net new jobs, of which just over 7,000 districts, thus reducing the required subsidy for new construction and creating work within detroit conditions to support private real estate activity. will land in the City of Detroit. Although these projections provide an important sightline into the dynamics of the city’s and region’s economies, and can be used These efforts will rely on an alignment among all levels of government (city, as a baseline for understanding future job growth, they suffer from an unavoidable state, federal), the private sector, and the philanthropic community. Many in the flaw: They were developed assuming “business as usual.” private sector have voiced support for concentrating economic activity, with the understanding that it will increase the feasibility and efficiency of private-sector The “business as usual” projections do not account for or anticipate the potential attempts to address shortcomings in the existing operating environment. Some impact of aligning future investments with existing major civic investments in the private companies already pool resources to fund shared security and emergency four pillar economic areas. Coupled with critical changes in the city’s productive services. Concentrating activity would make these investments more efficient and landscape— including the resurgence of the downtown district and the emergence could create conditions for private-public-philanthropic partnerships to address where detroiters and of the city as a hub for digital and creative businesses—these investments indicate other critical issues like transportation linkages between residents and employment 163k commuters work that continued, intentional investment in the Four Key Economic Growth Pillars will yield potent benefits. opportunities. To help target resources and develop effective infrastructure, land use, and worker-support policies, each employment district will require a menu of 163,500 people commute strategies and investments tailored to the opportunities they present. into the city - 2.3 times the number of people commute 30% 70% of detroit jobs are into the city than live and held by commuters implementation actions implementation actions 30% work in the city. 1 Align cluster strategies with the Detroit Strategic Framework. 1 Align public, private, and philanthropic investments in employment 70% 2 Establish cluster-based collaboration with labor market intermediaries. districts. 30% of detroit jobs are held by detroiters 2 Develop detailed action plans for primary employment districts. 3 Encourage industrial business improvement districts (IBIDS). 4 Become a national leader in green industrial districts. 39% 61% of employed detroiters work outside the city Increasing employment opportunities within the city and decreasing travel 61% 39% 39% of employed detroiters work within the city times to work will have a positive affect for Detroit residents as many will have greater access to employment. Data Sources: 2010 LEHD – On the Map; ICIC Analysis
    • Strategies and Implementation 1 2 3 4 5 6 7 CIVIC ENGAGEMENT FEEDBACK AND PUBLIC Seven transformative ideas : Five implementation strategies PERCEPTIONS ƒƒ Ensure economic development improves RESIDENTS’ quality of life - BEYOND PROSPERITY AND INCOME ALONE ƒƒ Target industries that will provide jobs and C D E also improve quality of life throughout the city: ENCOURAGE LOCAL ENTREPRENEURSHIP IMPROVE SKILLS AND SUPPORT LAND REGULATIONS, TRANSACTIONS, AND recycling, deconstruction, retrofitting/rehabbing/ AND MINORITY BUSINESS PARTICIPATION EDUCATION REFORM ENVIRONMENTAL ACTIONS weatherization, senior care & services, urban 52 agriculture, clean/sustainable energy (solar, 53 geothermal, wind) As many Detroit leaders have recognized, growing the base of the city’s Skills building and education reform are key factors driving economic growth in The condition, location, and configuration of Detroit’s job-producing land presents entrepreneurs is a great opportunity for employment and wealth creation. Detroit. Even more important, they shape opportunity, incomes, and quality of life many challenges that are critical to address in order to generate economic activitydetroit future city | DECEMBER 2012 the economic growth element : the equitable city Opportunities for the self-employed and small businesses are likely to increase over for Detroiters. Although the Framework does not discuss K-12 reform, the strategies and jobs for all Detroiters. The regulation of land in employment districts can have time: Nationally, employment growth has been fastest in those parts of the economy here will complement K-12 improvement in the city’s public schools by increasing far-reaching impacts, including blight reduction, improved safety, and ultimately a that serve local markets rather than national and international (“traded”) markets. high school graduation rates and improving the value of two-year degrees held surge in private investment. These opportunities will grow as consumers turn increasingly to local products by Detroiters; better linking the needs of employers with workforce training A critical opportunity lies in developing and popularizing organizational and funding “While everybody is looking at and larger national and international companies continue to outsource secondary investments, a direction already underway among the city’s workforce training Detroit today and saying, ‘Oh, thank functions, such as building and facilities maintenance. These are significant but providers and community colleges; increasing training opportunities for degreed mechanisms for “clean and safe” programs to dramatically improve the character God we are not Detroit,’ I say many often overlooked opportunities. For example, the Local Business Services cluster Detroiters already in the workforce; developing strategies to address challenges and security of Detroit’s industrial and commercial zones and employment centers. people in America are going to wake (“Local B2B”) in Detroit employs about 25,000 people (including self-employed) faced by African American high school graduates nationally in securing full-time Perception is reality, so focusing on the look and feel of key employment areas is up 10 years from now surprised that and could employ thousands more if local demand for these services was met by employment opportunities;8 and in general, increasing overall opportunities essential to their success. Branding and character campaigns can also dramatically Detroit is rewriting the new chapter Detroit-based companies. The opportunities that exist in Detroit today can support for Detroiters by better linking residents to Detroit jobs as well as overcoming improve the allure of certain areas to specific economic clusters, while conceptual of what an American city looks like.” different forms of enterprise, self-employment, small business ownership, and challenges with physical access to workforce opportunities by better aligning site and district planning exercises can help brokers and developers to concretely Omar Blaik, Urban Development Expert scaling of existing businesses. employment and training locations with residential areas in the city. 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 The local business clusters are also a good opportunity to diversify the city’s This approach attempts to increase the opportunities and means for Detroiters employment districts that improve the health of workers and nearby residents. base of businesses. Many of the opportunities in the local clusters do not require to improve their education and skills levels, then reward these investments with large amounts of start-up capital, yet offer proximity to a large and broad base of job opportunities, career paths, and higher wages. The approach recognizes that “If this strategy includes reaching customers. Moreover, some of the infrastructure to support these initiatives has education and skills are the primary determinants of economic quality of life and into the communities, recruiting the must be matched with opportunities to utilize these skills and be rewarded. residents who have the skills and already been built. The Midtown educational and medical institutions are national training those who don’t, then it will leaders in identifying opportunities for local suppliers, and DEGC has started a multi- contribute.” year Local B2B initiative to increase local opportunities in this cluster. Broadening and deepening existing efforts and identifying new opportunities could lead to the Maria, Economic Growth Open House, creation of thousands of jobs in the city. 8/7/2012 implementation actions implementation actions implementation actions “Focus on providing services and 1 Promote short-term approaches to increase the number and success of 1 “Hire Detroit”: Strengthen local hiring practices. 1 Create an industrial side-lot program. products for the needs [of] under MBEs and DBEs in the City. resourced families. 1) Agriculture 2 Link workforce investments to transportation. 2 Create a priority permitting process for employment districts. to provide food products. 2) 2 Support the development of low-cost, shared spaces for clusters with high 3 Coordinate workforce development best practices. 3 Focus on land banking industrial and commercial property. Construction for low-cost efficient levels of self employment. home ownership. 3) Deconstruction 4 Revitalize incumbent workforce training. 4 Identify alternative capital sources for real estate development. 3 Provide young Detroiters with exposure to and experience in Digital / and reuse of materials from homes.” Creative and other new economy clusters. 5 Expand public-private partnerships for workforce development. 5 Articulate a reverse change-of-use policy. Jeff, Economic Growth Open House, 8/7/2012 4 Develop a comprehensive long-term strategy to increase and strengthen 6 Commission a study to identify levers to improve graduation rates and poor 6 Create master-planned industrial hubs. the City’s MBEs. labor market outcomes of Detroiters. 7 Address underutilization of industrial building space and land. 8 Address weaknesses in the local brokerage sector. Text Sources: 8) Margaret Simms and Marla McDaniel, “The Black-White Jobless Gap,” Philadelphia Inquirer, September 5, 2010.
    • Strategies and Implementation “This strategy [continuing to grow “Provide ‘turn-key’ start up and support four key economic food production and processing growth pillars] builds upon existing opportunities and housing industries that current and aspiring opportunities that entrepreneurs Detroiters are familiar with, yet could lease if successful.” also allows for expansion and Economic Growth Open House, 8/7/2012 innovation.” Angie, Economic Growth Open House, 8/7/2012 54 FOUR KEY ECONOMIC GROWTH PILLARS A 55 THE IMPORTANCE OF THE FOUR ECONOMIC PILLARSdetroit future city | DECEMBER 2012 the economic growth element : the equitable city To provide a broader picture for Detroit’s economic growth, the Framework relies INDUSTRIAL includes those clusters in which processing, assembly, manufacturing, KEY ECONOMIC GROWTH CLUSTER CURRENT EMPLOYEES PROJECTED GROWTH IN REPRESENTATIVE JOBS on three sets of 20-year scenarios for the city’s employment. The first scenario repair, or distribution of physical goods is a central activity. A core set of industrial 10 YEARS* directly borrows SEMCOG’s projections for Detroit, resulting in total city job clusters is thought to drive to Detroit’s current and future economy: automotive; growth of 1.5% over 20 years. The second scenario applies SEMCOG’s growth rates construction/demolition/engineering/repurposing (CDER); food; metals and LOCAL ENTREPRENEURSHIP: 20,000 10% Accounting, landscaping, facilities maintenance, for Wayne County to Detroit, resulting in about 4% job growth over the period. The machinery; and transportation, distribution, and logistics (TDL). The physical short haul trucking, wholesale activities, Local Business to Business (B2B) third scenario applies projected U.S. growth rates to the city of Detroit, resulting in transformation of the city will spur significant job and business growth in the CDER recruiting, and delivery almost 20% job growth over 20 years, the equivalent of about 50,000 new jobs in the cluster and create additional opportunity in the food cluster as more land becomes city. Just as important, in this scenario, job growth in the city keeps pace with that in available for productive use. Together, companies in these clusters employ 27,000 TARGET INDUSTRIAL: 27,000 14% Assembly, fabrication, engineering, processing, the region and contributes to a more vibrant regional economy. people in industrial activity in the city and thousands more in non-industrial packaging, trucking, rail operation, construction positions. Many jobs in the industrial clusters do not require high levels of formal Automotive trades, management LOCAL ENTREPRENEURSHIP. This broad category includes a range of potential education but do pay above-average wages. There are three primary industrial Food and Beverage (F&B) transformative agendas including formalizing the informal sector; improving areas—Dequindre/ Eastern Market, Mt. Elliott, and Southwest—and multiple the economic lives of the self-employed by increasing their net wages and/or secondary industrial areas. Metal Fabrication (MF) helping them to transition from self-employed to small business owner; and Transportation, Distribution and Repair (TDL) aiding in business creation and expansion for Detroit’s entrepreneurs and would- DIGITAL/CREATIVE includes companies in Information Technology (IT) but more be entrepreneurs. One of the largest opportunities for entrepreneurs is in Local broadly, companies that use web-based technologies and platforms to deliver Construction, Demolition, Engineering and Business Services, i.e., “Local B2B,” a broad category that captures the opportunity service. The Digital clusters are centered around a few large downtown companies Repurposing (CDER) for small- and mid-sized local businesses to provide goods and services to other, that specialize in IT outsourcing for large corporate clients (GalaxE, Strategic usually larger businesses. Local B2B firms perform professional and support Staffing Solutions, VisionIT) but also Quicken, a mortgage lending company DIGITAL / CREATIVE: 12,000 6% Programming, engineering, industrial design, IT services like accounting, printing, and employee recruiting; local logistical services that revolutionized the use of on-line platforms in consumer lending; and Crain repair, web services, fashion, graphic design, arts like short-haul trucking and courier services; and facilities management functions Communications, which makes broad use of digital media. The downtown New Digital Industries (DI) including security, janitorial, and landscaping services. Local B2B companies can be Economy cluster is part of a larger regional cluster that includes the IT divisions Creative Industries (CI) successful at many scales, including sole proprietorships and very small companies. of global companies like General Motors and General Electric. Although still small There is a tremendous opportunity in this cluster today—Detroit currently has a relative to its potential, Detroit has one of the fastest-growing IT clusters in the Local B2B “gap” of about 10,000 jobs that could be supported by existing activity— country and is a key reason why the Detroit metro area led the United States in EDUCATION & MEDICAL: 50,000 26% Teaching, administration, medical services, and the cluster is expected to grow all across the United States in the next decade. tech-related job growth in 2010. Detroit’s creative cluster, which specializes in areas research, vocational training, dentistry, medical Education like design, advertising, and talent management, can be found in every part of the manufacturing EDUCATION AND MEDICAL, also known as “Eds and Meds” or the “anchor city but is most highly concentrated along the so-called Creative Corridor and in Healthcare institutions”, includes hospitals, health clinics, and health-related manufacturing Northwest around McNichols Road. like medical devices, as well as universities, community colleges, and some research other: 86,000 44% Retail management and sales, stocking, organizations. Together, these organizations employ 50,000 people in Detroit, headquarters activity, public service, nonprofit with concentrations of activity in the Midtown area and in the northwest around Retail management McNichols Road. In the city of Detroit, hospitals make up approximately 60% of Government the employment in Eds and Meds. Henry Ford Hospital is the largest with more Real Estate than 10,000 employees. Detroit’s colleges, universities, and professional schools employ over 8,000 while educating 65,000 people per year. In addition, many of Finance Michigan’s major universities now have Detroit offices or programs. Health-related Table Sources: Quarterly Workforce Indicators Census, ICIC Analysis organizations like home health care services and outpatient clinics also create large *Percentages exclude Public Administration numbers of jobs.
    • Strategies and Implementation detroit as a percentage of regional employment 14% regional employment Detroit Southeast Michigan detroit’s employment clusters 30% food industry 29% education 22% healthcare 57 56 17% creative industry Detroit Southeast Michigan Data Source: Quarterly Workforce Indicators (QWI), 2011 FOUR KEY ECONOMIC GROWTH PILLARS: STRATEGIESdetroit future city | DECEMBER 2012 the economic growth element : the equitable city regional auto assembly detroit population / national institutes of health (NIH) grants A.1 Align Cluster Strategies With the Strategic Framework A.2 Establish Collaboration with Labor Market Intermediaries in Each Economic Cluster The city and regional economies are loosely organized into clusters with strong, but The profound changes in city and regional labor markets have been accompanied by Detroit receives 14% detroit receives not always coordinated, local and regional intermediaries in the education, medical, a change in the workforce infrastructure and the role of various intermediaries. One of states NIH grants 90% of MSAs creative, digital and food clusters; as well as some coordination of the traditional of the key changes is the growing importance of temp agencies in identifying and NIH grants industrial clusters. This diverse set of organizations should create new strategies, placing potential workers. Temp agencies’ role in placing workers in manufacturing or update existing ones, to reflect the priorities and actions in the Detroit Strategic and technology-related firms has expanded greatly in Detroit and nationally. Today, ORION ASSEMBLY 7% 17% Framework, which will the space for cooperation within and across clusters on employers utilize temp agencies to screen for new hires that produce value in a 7% 17% Detroit has 17% common issues like workforce training, transportation, and security. Cluster organization and strategy development are perhaps the key mechanism for 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 Detroit has 7% identifying areas of cooperation and investment that mutually benefit the city a Detroit labor pool that can produce short- and long-term value for companies. of Michigan’s of MSA’s STERLING HEIGHTS population and regional economies and create strong and durable linkages between city and Detroit residents’ placement into jobs will be enhanced through tighter linkages ASSEMBLY population regional stakeholders. between temp agencies and traditional training intermediaries, and between the large suburban temp agencies looking for workers and the city residents looking WARREN TRUCK Given the current citywide shortage of available, turnkey, low-cost space, each for jobs. cluster strategy should include a real estate component that identifies real estate options, including shared-space options, for cluster companies and the self- JEFFERSON NORTH employed. In addition, each cluster strategy should identify a portfolio of capital ASSEMBLY options for funding necessary real estate investments and business development DEARBORN TRUCK and growth. In short, cluster leaders should look to cooperate with traditional WINDSOR ASSEMBLY MICHIGAN and non-traditional capital sources to align resources with growth clusters and implementation actions ASSEMBLY activities. Finally, each cluster strategy should outline a comprehensive approach REGIONAL AUTO ASSEMBLY Metropolitan for inclusion that ensures low-income and minority populations participate in and 1 Align cluster strategies with the Detroit Strategic Framework. WOODHAVEN STAMPING Statistical Area benefit from cluster growth. 2 Establish cluster-based collaboration with labor market intermediaries AUTO ASSEMBLY PLANTS Michigan (MSA) population AUTO ALLIANCE population INTERNATIONAL DETROIT 4,296,250 9,883,640 WAYNE COUNTY Detroit Detroit population population 3.5 7 14 MILEs COUNTY BOUNDARIES 713,777 713,777 Source: Interface Studio Data Sources: Census 2010 SF1 File; National Institute of Health, Research Portfolio Online Reporting Tools; ICIC Analysis Detroit has been and continues to be the center of the industrial network in Southeast Michigan. The Due to the strength of institutions in Detroit, the city receives a large proportion of the state’s NIH geographic location of the city at the center of the region and a larger international trade hub is a Grants. This puts Detroit at the center of medical research for the Region with the city receiving 90 strategic asset that can be leveraged to revitalize Detroit’s economy and increase opportunities for percent of grants by NIH in the metro area. the city’s residents.
    • Strategies and Implementation business strength land opportunity job opportunity detroit economic anchors 2010 2010 estimated vacant under- POTENTIAL AVAILABLE JOBS job capacity estimated estimated additional (acres) utilized at vacant number of employment* employment (acres) sites businesses capacity at >1 acre existing firms, 1990-2010 Detroit Water and Sewerage, Ford Pack Plant, Detroit Intermodal 850 7,500 3,000 405 588 Stock clerks and order fillers, truck drivers, first line 4,500 USE A PLACE-BASED STRATEGY FOR southwest GROWTH INVESTING IN Freight Terminal, Ambassador Bridge supervisors and managers, and Customs Complex Marathon carpenters, civil engineers EMPLOYMENT DISTRICTS B Refinery 58 59 GM Detroit Hamtramck Assembly 1,700 10,000 4,000 423 181 Assemblers and fabricators, 3,900 mt. elliotT industrial Plant, I-94 Industrial Park, Detroit machinists, truck drivers Chassis, Chrysler Axle, Chrysler Tool accountants, civil engineersdetroit future city | DECEMBER 2012 the economic growth element : the equitable city & Die, Cassens Transport Eastern Market, Russell Industrial 650 4,000 4,000 307 42 Packing and filling machine 4,600 Detroit was built around a diverse and distributed collection of employment SECONDARY EMPLOYMENT DISTRICTS. Not all existing economic activity occurs within the core employment districts. Other locations in Detroit provide e. market corridors. Concentrations of large institutions, including universities and medical industrial / new economy Complex, Detroit Resource Recovery operators, assemblers and centers, formed in Midtown and along McNichols Road (6 Mile); and Downtown valuable jobs, just not at the same density or scale as the core districts. These Facility, Pepsi Bottling, fabricators, advertising sales was built as a hub for business and entertainment. Industrial uses, long associated secondary districts represent many of Detroit’s remaining industrial areas and are Wolverine Packing agents, lawyers with Detroit’s innovative spirit, were developed alongside the city’s infrastructure characterized by established industrial businesses but also higher vacancy rates. networks (notably rail, the Port and, more recently, highways). Some formerly Due to the presence of larger tracts of vacant land, a few of these districts present Post Office, DHL, Michigan Avenue 750 2,500 200 124 8 Laborers and freight, stock, 1,600** some significant opportunities for redevelopment. However, due to location, retail, Ponyride, UPS, proximity to and material movers, stock active areas of industrial employment have indeed experienced the worst of the corktown infrastructure, and the level of investment needed to bring these sites to market, Downtown and Southwest Detroit clerks and order fillers, truck city’s decline. Fortunately, other areas remain strong today and provide the framing they have remained vacant. While valuable to the city’s economy, the secondary drivers, editors, advertising for creating concentrations of business activity. Detroit’s established employment districts lack a distinct niche or marketing identity that could help to spur additional sales agents corridors, therefore, face very different futures. private investment, and—in a world of limited resources— should generally not The fundamental challenge for economic development strategy and growth is not a absorb public or philanthropic dollars for new infrastructure or programmatic Quicken Loans/Bedrock, Renaissance 7,150 40,000 11,500 N/A† N/A† Computer programmers, N/A† investments. The strategy for these districts should include maintenance of existing Center, Comerica Park, Ford Field, computer support matter of the physical scale of the city, as is often claimed, but the lack of employment digital / creative infrastructure, retention of existing businesses, and flexibility to allow public and MGM Grand, Cobo Hall, Riverfront, specialists, advertising density. Attracting investors, new businesses, and employees to Detroit is now philanthropic dollars to follow the lead in the event of large-scale private-sector Municipal Center, Compuware, Blue sales agents, editors, lobby inhibited by physical deterioration, limited services, and aging infrastructure that investment. downtown Cross Blue Shield, GM Headquarters, attendants and ticket takers, comes with the reduction in the number of companies and employees in a given area. Similarly, potential public investments in key infrastructure like transportation TRANSITIONING INDUSTRIAL DISTRICTS. Some industrial land is no longer DTE Energy, Greektown, Olympia ushers are difficult to deploy efficiently because of the checkerboard pattern of business suitable for modern industrial use due to a combination of different factors Entertainment activity in the city. Detroit must strategically boost employment density to fuel 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, Wayne State University, Tech Town, 3,400 29,500 16,000 N/A† N/A† Specialists, postsecondary N/A† economic growth and investment and provide targets and a rationale for public what was formerly industrial is now institutional or commercial, all but eliminating Henry Ford Health System, Detroit teachers, registered nurses, investments to strengthen the economy. the likelihood of new industrial development. Like many cities, Detroit needs to Medical Center, College for Creative physicians, surgeons, change land use policy to enable a full transition of these unmarketable industrial Based on the existing patterns of business activity, potential for future growth, midtown Studies computer support areas to alternative uses as identified in the Land Use and Land and Building Assets location of key economic assets, and land availability and ownership patterns, three specialists, secretaries, Element chapters of this Strategic Framework. categories of employment districts have been identified. These include: EDUCATION AND MEDICAL janitors and cleaners CORE EMPLOYMENT DISTRICTS. Seven employment districts across the city IMPLEMENTATION ACTIONS Sinai Grace Hospital, WCCCD, 1,900 5,500 2,500 N/A† N/A† Specialists, postsecondary N/A† represent the best opportunities to leverage existing land and infrastructure Marygrove College, University of teachers, registered nurses, 1 Align public, private, and philanthropic investments in employment districts. and support sustainable economic development. Core employment districts are Detroit-Mercy, Livernois Avenue physicians, surgeons, defined by the presence of significant economic anchors to build upon including 2 Develop detailed action plans for primary employment districts. mcnichols computer support major legacy businesses or institutions, a diversity of economic activity, excellent 3 Encourage industrial business improvement districts (IBIDS). specialists, secretaries, infrastructure access, a recognized niche or brand that can help to attract additional janitors and cleaners 4 Become a national leader in green industrial districts. businesses, and relatively vibrant existing employment activity. It is in these districts where focused and proactive public investment can have the greatest impact. PRECEDENTs Legacy businesses in each district 1,850 11,500 7,500 683 372 Machinists, assemblers 8,200 Given their importance to the overall economic health of Detroit, core employment and fabricators, inspectors, 1 Los Angeles Downtown Industrial District (LADID): Los Angeles, CA districts should be the target of efforts to assemble and redevelop land, improve testers, sorters, samplers, secondary industrial and upgrade infrastructure; and test and develop initiatives designed to maximize weighers, truck drivers, PILOT PROJECTs private investment and improve workforce training. In an era of limited resources, carpenters, first line 1 Action Plans for Primary Employment Districts Detroit’s economic growth should be built upon the future of these districts. supervisors and managers 2 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
    • Strategies and Implementation in total merchandise export value in 2011 Among the nation’s metropolitan statistical areas INDUSTRIAL 60 in terms of export value SOUTHWEST 61 CAPITALIZING ON INTERNATIONAL TRADE 1 2 4 MILEs 6.detroit future city | DECEMBER 2012 the economic growth element : the equitable city SOUTHWEST EMPLOYMENT DISTRICT DISTRICT VISION. Southwest Detroit has unparalleled access to infrastructure and represents a signature DISTRICT VITALS AREA VITALS ECONOMIC ASSETS AND OPPORTUNITIES opportunity for Detroit. Through investments to the area’s Port, rail yards, international crossings, and main LAND AND INFRASTRUCTURE streets, Southwest will be positioned to become the country’s largest, non-coastal transportation, logistics, and PROPOSED TIER 1 ROUTE CORE EMPLOYMENT DISTRICT SIZE (acres) 2,694 distribution (TDL) hub and an integral node for national and international trade. Expansion of TDL operations proposed michigan ave INDUSTRIAL ANCHOR / ASSET clark tech park will transform blighted land into jobs-producing assets that provide economic opportunity for Detroiters of ring INFRASTRUCTURAL ANCHOR / ASSET VACANCY (acres) 405 all backgrounds and skill levels. To protect both industrial activity and the nearby communities, industrial land road POTENTIAL BUSINESS INVESTMENT OPPORTUNITIES UNDERUTILIZED (acres) 588 uses will be consolidated south of I-75 and around the proposed Detroit International Freight Terminal (DIFT). NETWORK INFRASTRUCTURE AND OPPORTUNITIES Landscape buffers will be created to reduce noise, visibility, and pollution impacts on nearby communities. A u.s. customs % VACANT AND PUBLICLY detroit intermodal complex 6% proposed ring-road that connects employment districts across the city as well as the Coleman A. Young Airport freight terminal OWNED PROPOSED TRANSIT ROUTES will help to fuel additional demand for TDL activities in Southwest from local businesses. FREEWAY CARBON FOREST I-75, NS Container Port, Ambassador Bridge, Port of GREEN INDUSTRIAL BUFFERS INFRASTRUCTURE ASSETS DISTRICT DETAILS. Southwest Detroit is a compact industrial corridor radiating from the Corktown neighborhood dearborn Detroit, Fort Street, DIFT along the Detroit River on the south and along the rail corridor leading to the proposed Detroit Intermodal Freight Intermodal Hub port of detroit Terminal (DIFT) on the north. Nearby residential and commercial districts are located in Mexicantown, Hubbard ambassador Michigan Central Railway Farms, Springwells, and Delray neighborhoods, along with major civic assets such as Historic Fort Wayne (now detroit produce bridge PLANNED Tunnel expansion, DIFT terminal INFRASTRUCTURE closed, but open to visitors), and Riverside Park. ford rouge expansion, New International complex INVESTMENTS PROPOSED Trade Crossing INTERNATIONAL Southwest’s unique concentration of industrial assets includes the newly expanded and consolidated DIFT and river TRADE BUSINESS OPPORTUNITY three international border crossings at the combined Ambassador Bridge / new Customs complex; the Michigan TE CROSSING detroit ROU CONTAINER ECONOMIC ANCHORS Refer to adjacent map Central Railway Tunnel (slated for replacement); and the proposed New International Trade Crossing (NITC). These IER1 PORT SE DT st crossings supplement the major infrastructure assets: the Rouge and Detroit River Marine Terminals; access to I-75 PO TOTAL NUMBER OF PRO w fort “Don’t pigeonhole other areas 850 and I-94, proposed rail track upgrades to West Detroit Junction; the reconstruction of southwest Fort Street and its – people live in SW Detroit; BUSINESSES River Rouge Bridge; and numerous freight rail hubs and drayage trucking links to the DIFT Southwest. Southwest it is a desirable place still for CURRENT EMPLOYEES 7,500 is thus the ideal location for a range of industrial activity, including the region’s only oil refinery (being upgraded people to move…There’s a dwsd JOB OPPORTUNITY to include “heavy crude” capability), a DWSD Wastewater Treatment Plant, the Detroit Produce Terminal, and two treatment place for both [industry and marathon plant neighborhood amenities].” industrial parks: Springwells and the Clark Technology Park. The proposed infrastructure investments are essential EMPLOYMENT CAPACITY IN refinery 3,000 additional jobs for Southwest to reach its potential for economic growth, but only if accompanied by complementary efforts to DWP Website, 8/2012 EXISTING FIRMS strategically assemble land that supports global trade and logistics activities. Although there are opportunities for CAPACITY FOR NEW redevelopment in the Springwells and Clark Technology Parks, the most promising assembly areas lie just west of EMPLOYMENT THROUGH 4,500 additional jobs the NITC project area in Delray, the area adjacent to the DIFT expansion, and the land around the Port of Detroit. redevelOPMENT OF VACANT SITES > 1 ACRE Source: DWPLTP Planning Team The TDL, automotive, and CDER clusters currently dominate the district with a mix of large operations and small- Stock clerks and order to mid-sized firms. Southwest is the second-largest industrial corridor in the city by employment, with more than 0.25 0.5 1 MILE fillers, truck drivers, first line 7,500 employees, and companies currently operating are able to add 3,000 more jobs. TYPES OF JOBS supervisors and managers, carpenters, civil engineers, accountants Data Sources: International Trade Administration Image Source: 6) Little House on the Urban Prairie blog
    • Strategies and Implementation 16,000 chevy volts were sold in the first 9 months of 2012† INDUSTRIAL Among electric cars sold in the u.s.† MT. ELLIOTT 62 CREATING A MODERN INDUSTRIAL AND 63 INTERMODAL FREIGHT DISTRICT 1 2 4 MILEs 7.detroit future city | DECEMBER 2012 the economic growth element : the equitable city MT. ELLIOTT EMPLOYMENT DISTRICT DISTRICT VISION. The Mt. Elliott employment district was built around automotive and metals activity. The DISTRICT VITALS ECONOMIC ASSETS AND OPPORTUNITIES vision is to upgrade Mt. Elliott as an intense and attractive industrial area designed to accommodate modern, CHRYSLER CHRYSLER ASSEMBLY LAND AND INFRASTRUCTURE large-format industrial development; provide ample employment opportunities for Detroiters; and reinforce the CORE EMPLOYMENT DISTRICT VAN DYKE TOOL & DIE region’s role as a global hub for manufacturing. Expansion of the Coleman A. Young Airport will serve to support OUTER DRIVE INDUSTRIAL ANCHOR / ASSET SIZE (acres) 3,203 the local auto and metals industries but also provide additional opportunities in aerospace activities that align INFRASTRUCTURAL ANCHOR / ASSET with many skills already in place to serve auto production. A new ring-road will connect this district directly with conant PROPOSED CROSSTOWN route VACANCY (acres) 423 7 MILE POTENTIAL BUSINESS INVESTMENT OPPORTUNITIES Chrysler to the south along with logistics activities, the Port, and the international crossing in Southwest Detroit. 7 MILE HAYES NETWORK INFRASTRUCTURE AND OPPORTUNITIES UNDERUTILIZED (acres) 181 The contraction of the auto industry in 2008-2010 set the stage for a new wave of growth and diversification in E gratiot ROUT PROPOSED TRANSIT ROUTES % VACANT AND PUBLICLY Mt. Elliott by opening up large tracts of land. The three largest land development assets in the corridor include the MT. olivet 11% nearly complete I-94 Industrial Park, the large parcel vacancies centered on the former Chrysler Detroit Axle Plant FREEWAY CARBON FOREST OWNED CEMETERY 1 and the Trident Huber site to the south, and the vast—and largely vacant—residential area between Forest Lawn IER D GREEN INDUSTRIAL BUFFERS I-94, Detroit North ROA ED T mcnichols RING Rail Yard and Freight Cemetery and the Coleman A. Young Airport. In addition, with moderate land assembly efforts, four additional SED POS INFRASTRUCTURE ASSETS MT. ELLIOTT PROPO VE Rail, Coleman A. Young mid-sized parcels could be created out of current vacancies. With the resurgence of the auto industry and the DRI PRO davison ER OUT International Airport assemblers’ and suppliers’ new and evolving research and training needs, this district can be positioned for innovative education and training facilities and can support smaller-scale tech center research and development Coleman A. Young COLEMAN a. YOUNG PLANNED INFRASTRUCTURE for smaller and lower-tier suppliers. International AIRPORT International Airport INVESTMENTS CHRYSLER expansion, I-94 widening AXLE DISTRICT DETAILS. The Mt. Elliott employment district runs from the center of Detroit north to the city limits at HIGHLAND BUSINESS OPPORTUNITY Eight Mile. It lies in the heart of the region’s automotive manufacturing corridor that runs through the city and hamtramck PARK into the suburbs by way of the Chrysler Warren Truck Plant and the GM Powertrain and Tech Centers. Mt. Elliot I-94 IndustriaL ECONOMIC ANCHORS Refer to adjacent map “I am trying to work is Detroit’s manufacturing heartland and its potential is bolstered by its proximity to major infrastructure assets PARK where I live and volunteer TOTAL NUMBER OF such as Coleman A. Young Airport, freight rail and rail yards, and direct access to I-94. The area is slated for further where I live: Van Dyke 1,700 WO BUSINESSES infrastructure investment in the form of rail improvements, bridge construction, and the widening of I-94 through O and Mt. Elliott, E. Seven DW N CHRYSLER the area to four lanes. RRE ARD WA ASSEMBLY PLANT Mile. I’d love to see both CURRENT EMPLOYEES 10,600 GM ASSEMBLY chain and local shops PLANT JOB OPPORTUNITY The automotive, metals, and TDL clusters dominate this district’s economy, with large stakeholders such as of all kinds on [these] the GM Detroit Hamtramck Assembly Plant, Detroit Chassis, and Chrysler Tool and Die interacting closely with corridors. Coffee shops, EMPLOYMENT CAPACITY IN boutiques, restaurants 4,000 additional jobs metal manufacturers, fabricators, and shippers. Mt. Elliott is the single largest industrial corridor in the city by EXISTING FIRMS with patios, pop-ups, employment— and the third largest industrial or non-industrial employment district in Detroit—with an estimated Source: DWPLTP Team Team Planning retail, etc.” CAPACITY FOR NEW 10,000 employees within its boundaries as of 2010. Companies currently operating in the district are able to add 0.25 0.5 1 MILE EMPLOYMENT THROUGH 4,000 jobs. Angie, Economic Growth Open 3,900 additional jobs redevelOPMENT of House, 8/7/2012 vacant sites >1 acre Assemblers and fabricators, machinists, TYPES OF JOBs Data Sources: †http://www.clean-greencars.com/chevy-green-cars.html truck drivers, accountants, Image Source: 7) General Motors/John F. Martin/Jeffrey Sauger civil engineers
    • Strategies and Implementation $1.5B † INDUSTRIAL AND CREATIVE Detroit has one of the largest and highest-quality water systems in the WORLD to support DEQUINDRE/EASTERN MARKET 64 A CENTER FOR FOOD-RELATED JOBS AND 65 1 2 4 MILEs PRODUCTION IN THE REGION 8.detroit future city | DECEMBER 2012 the economic growth element : the equitable city dequindre / eastern market DISTRICT VISION. Building on local assets, Dequindre/Eastern Market is envisioned as the center for food in HIGHLAND district VITALS PARK hamtramck employment district Detroit and the region, with uses that support retail, wholesaling, packaging, and food/beverage processing. former LAND AND INFRASTRUCTURE Investment will leverage this activity and grow additional food-related businesses. This district exhibits a visible ECONOMIC ASSETS AND OPPORTUNITIES american connection to the land, with urban farms and the popular indoor/outdoor market that gives the district its name, axle SIZE (acres) 1,130 CORE EMPLOYMENT DISTRICT where as many as 40,000 Detroiters come from across the city each week for locally grown produce and locally chicago INDUSTRIAL ANCHOR / ASSET made food. Productive landscapes proposed to the east of the district provide the opportunity to create a full- VACANCY (acres) 307 year growing cycle, which would ensure Detroiters have better access to fresh food and feed the processing and russell gm assembly INFRASTRUCTURAL ANCHOR / ASSET INDUSTRIAL plant packaging activities that provide the greatest number of jobs in the food cluster. center POTENTIAL BUSINESS INVESTMENT OPPORTUNITIES UNDERUTILIZED (acres) 42 Eastern Market is an intense mixed-use district. Investments should seek to not only grow food cluster activities clairmount NETWORK INFRASTRUCTURE AND OPPORTUNITIES % VACANT AND PUBLICLY 8% but also reinforce local retail and creative production. Above I-94, investments should continue to strengthen the mt OWNED . PROPOSED TRANSIT ROUTES auto cluster. Unlike other districts, Dequindre/Eastern Market will become a combination of Live+Make activities, UTE FREEWAY CARBON FOREST I-94, I-75, freight rail, light, and general industrial typologies. elliott resource 1 RO INFRASTRUCTURE ASSETS woodward recovery Dequindre Cut e. plant GREEN INDUSTRIAL BUFFERS New businesses focused on food and beverage processing and the expansion of existing facilities should be a IER T TIO ED T warren PLANNED INFRASTRUCTURE I-94 widening, Dequindre DEQUINDRE CUT GREENWAY priority in this district. These activities should be linked to the expansion of local food production, as proposed in GRA grand POS b lvd INVESTMENTS Cut Phase II the Productive Landscapes typology in the Detroit Strategic Framework’s Land Use Element. For the auto cluster PRO . BUSINESS OPPORTUNITY north of I-94, the successful redevelopment of the American Axle site is key to the district’s success. At nearly 170 grand acres, this sprawling complex actually includes a large area of vacant acreage that American Axle was “banking” pepsi co plant ECONOMIC ANCHORS Refer to adjacent map for future development. The site could be redeveloped into a modern, multi-tenant industrial park. wayne state university mack “Eastern Market is a great TOTAL NUMBER OF DISTRICT DETAILS. The diverse corridor extending from Eastern Market on the south up through the freight rail 650 detroit example of a fresh & thriving BUSINESSES node of Milwaukee Junction to the massive former American Axle site comprises the Dequindre-Eastern Market medical . H WY Employment Center. The district has good access to major highways (I-75, I-94) and perhaps most crucially, center market place, and more areas vernor CURRENT EMPLOYEES 6,000 warren like it need to spring up proximity to the innovation corridor in Midtown Detroit. On its south end, the corridor also abuts the Dequindre throughout the city.” JOB OPPORTUNITY Cut Greenway, soon to be extended through Eastern Market to the north, which serves as an important and highly woodward eastern market visible neighborhood and recreational amenity in Detroit. Phase II of this “rails to trails” conversion will lie cheek- Detroit 24/7, 5/2012 EMPLOYMENT CAPACITY IN DEQUINDre CUT TTE 4,000 additional jobs by-jowl with active industrial uses, setting an important precedent for the mingling of clean, low-impact modern AYE EXISTING FIRMS GREENWAY LAF industrial uses with recreational and residential priorities in Detroit. CAPACITY FOR NEW This unique, mixed-sector corridor is currently dominated by several clusters, most notably food. The southern Source: DWPLTP Planning Team EMPLOYMENT THROUGH 4,600 additional jobs part of the district is anchored by the multitude of wholesalers, suppliers, and processors based in the Eastern redevelOPMENT of vacant 0.25 0.5 1 MILE sites > 1 acre 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 Packing and filling collection of city industrial functions, including a DPS maintenance facility, the Detroit Resource Recovery Facility, machine operators, a Detroit Transportation Department yard, DTE’s Trombley Service Center, and the Detroit Household Hazardous TYPES OF JOBS assemblers and collection center. Metals cluster activity is interspersed throughout this area and extending north to the former fabricators, advertising American Axle site. The district’s Russell Industrial Center has become a hub for design, arts, and artisanal craft sales agents, lawyers activities and entrepreneurs. With the closing of American Axle, employment in Dequindre-Eastern Market fell Data Sources: † ICIC, et al., “Designing an Inner City Food Cluster Strategy,” Submission to EDA, October 13, 2011 dramatically. As of 2010, there were about 6,000 jobs in the district and firm utilization rates were about 50%, Image Source: 8) Marvin Shaouni largely because of the dramatic downsizing at American Axle.
    • Strategies and Implementation Corktown is home to jobs in a mix of logistics, creative enterprises and retail† has been earmarked for INDUSTRIAL AND LOCAL ENTREPRENEURSHIP redevelopment efforts, including 66 the former tiger stadium site†† CORKTOWN 67 A NEW ENTREPRENEURIAL DISTRICT 1 2 4 MILEs 9.detroit future city | DECEMBER 2012 the economic growth element : the equitable city corktown employment district DISTRICT VISION. At the edge of Downtown, Corktown is envisioned as one of the City’s most desirable ECONOMIC ASSETS AND OPPORTUNITIES DISTRICT VITALS Live+Make neighborhoods. New small businesses and creative enterprises will mix with existing industrial uses to MGM GRAND CORE EMPLOYMENT DISTRICT LAND AND INFRASTRUCTURE further attract talent both national and global talent. New housing and continued revitalization along Michigan CASINO Avenue will provide a walkable environment for businesses with new services, entertainment, and housing. TIGER INDUSTRIAL ANCHOR / ASSET SIZE (acres) 509 STADIUM site INFRASTRUCTURAL ANCHOR / ASSET At the heart of Corktown’s future is a network of community leaders, volunteers, and business entrepreneurs who VACANCY (acres) 124 PROPOSED TIER 1 ROUTE rosa POTENTIAL BUSINESS INVESTMENT OPPORTUNITIES can undertake neighborhood improvements and reclaim vacant lots as productive community spaces. Such groups michigan ave NEIGHBORHOOD INVESTMENT & STABILIZATION UNDERUTILIZED (acres) 8 include the Corktown Historical Society, Greater Corktown Residents Council, Detroit Hispanic Development parks ORHOOD matrix GHB trum dpw yard NEI theatre Corporation, Greater Corktown Development Corporation, Old Tiger Stadium Conservancy, the Roosevelt Park b ull ARTS AND ENTERTAINMENT ASSETS % VACANT AND PUBLICLY 3% INV ATI O N OWNED Conservancy, Most Holy Trinity Church, and The Greening of Detroit, among others. Corktown’s resurgence has EST ILIZ CIVIC ASSETS TAB attracted new businesses and entrepreneurs, and has gained momentum through the interest of funders and ME MICHIGAN &S I-75, Ambassador Bridge, NT CENTRAL COMMUNITY HEALTH NETWORK INFRASTRUCTURE AND OPPORTUNITIES INFRASTRUCTURE ASSETS investors. station AWARENESS GROUP freight rail, Fort Street lafayette PROPOSED TRANSIT ROUTES Michigan Central With existing companies operating close to capacity, additional employment in Corktown will come through PLANNED INFRASTRUCTURE FREEWAY CARBON FOREST Railway Tunnel detroit hispanic INVESTMENTS the strategic repurposing of vacant buildings and new construction on targeted sites. Similarly, with a housing development corp. expansion shortage in the community, future growth of Corktown will be accommodated by the development of critical BUSINESS OPPORTUNITY parcels of land currently held by speculators and other private land owners. ON & STABI IZATI U.S. POST ECONOMIC ANCHORS Refer to adjacent map ENT L OFFICE To realize this vision, investment should be coordinated closely with community leaders to promote new business TM International TOTAL NUMBER OF VES port of entry penske “…By creating concentrations of new 750 and housing development. Initial investments should leverage projects and programs underway, including: the $3.8 D IN logistics BUSINESSES UPS SALVATION industry and business entrepreneurship in million federal earmark awarded to help redevelop the old Tiger Stadium; the Detroit RiverWalk, funded with over OO ARMY ORH community, we can make it easier to meet CURRENT EMPLOYEES 2,500 $40 million to connect Corktown and the Ambassador Bridge to Belle Isle; and the recently established program to HB NEIG the needs of businesses and developers, promote business in Corktown, funding up to $50,000 or 25% of total development/capital improvements. employees. It possible present opportunities JOB OPPORTUNITY to use our vacant buildings in more EMPLOYMENT CAPACITY IN DISTRICT DETAILS. A National Register Historic District, Corktown is Detroit’s oldest neighborhood. Established MI fort st. 200 additional jobs RA CH ambassador bridge u.s. gallery productive ways.” EXISTING FIRMS by Irish immigrants in the wake of the Potato Famine of the 1840s, this once-industrial area is now home to key IL T IGA customs complex TE UN NC OU CAPACITY FOR NEW local and regional assets and popular eateries and shops, including Slow’s Barbecue, Honey Bee Market, and 1R Economic Growth Open House, 8/7/2012 NE EN IER LR Mudgie’s Deli. Green spaces include Murphy Playlot and Roosevelt Park. Additionally, the Welcome Center and TR T EMPLOYMENT THROUGH SED st EP AL PO 1,600 additional jobs LA PRO fort N redevelOPMENT of vacant Mercado act as vital economic anchors in the neighborhood. CE SO FER ME JEF sites > 1 acre NT Corktown is convenient for freight and people alike, providing access to the Detroit riverfront, the International Laborers and freight, stock and material Ambassador Bridge, the International Michigan Central Railway Tunnel, and all major highways. MDOT has made Source: DWPLTP Planning Team movers, stock clerks streetscape improvements to make Corktown’s retail district inviting for pedestrians and bicyclists. 0.25 0.5 1 MILE TYPES OF JOBS and order fillers, truck drivers, editors, Corktown is home to about 2,500 private-sector jobs, as well as thousands of public sector jobs, including postal advertising sales agents and public works employment, Wayne County Community College (WCCC) faculty and staff jobs, and hundreds of Data Sources: †2.5K stat from 2010 NETS; SEMCOG; QWI.; ††http://www.mlive.com/news/detroit/index.ssf/2011/08/old_tiger_stadium_ local logistics jobs through major employer Penske Logistics and others. A 30,000-square-foot creative business conservancy.html incubator, Pony Ride, currently provides almost 20 creative firms with shared space at reasonable rents. Image Source: 9) Marvin Shaouni
    • Strategies and Implementation Detroit is ranked among the 100 largest cities for growth in information technology † businesses between 1998-2009 DIGITAL and CREATIVE visitors come to downtown †† DOWNTOWN 68 detroit every year A CITY CENTER WITH AN INFORMATION 69 TECHNOLOGY HUB 1 2 4 MILEs 10.detroit future city | DECEMBER 2012 the economic growth element : the equitable city EASTERN downtown employment district DISTRICT VISION. The seat of government for the City of Detroit and Wayne County, Downtown is already an DISTRICT VITALS WO MARKET ECONOMIC ASSETS AND OPPORTUNITIES important hub for employment and a symbol of Detroit. It is also a major convention and entertainment destination ODW LAND AND INFRASTRUCTURE for the region, with a major convention center, the nation’s largest automobile show, three sports teams, and . blvd ARD jr CORE EMPLOYMENT DISTRICT 1 route mlk casinos, along with other attractions. Downtown is poised to become the best location in the state for medium- ARTS AND ENTERTAINMENT ASSETS SIZE (acres) 723 ave and large-sized corporations, the center of the region’s burgeoning digital/creative cluster, and a nationally proposed tier IOT EDUCATIONAL ANCHORS known center for entertainment. Vacant buildings in Downtown, often characterized by striking architecture, AT n/a (survey data on proposed GR 36TH DISTRICT light GOVERNMENT VACANCY (acres) vacant and underutilized will be rehabilitated and occupied with new creative, digital, and professional services companies. Light rail COURT sites not available) rail CIVIC ASSETS along Woodward will connect Downtown to other employment centers and services, while the Detroit River will filmore theater FORD FIELD GREEKTOWN ECONOMIC ANCHORS continue to provide a unique asset for Downtown residents, workers, and visitors. Over time, new development COMERICA hotel and UNDERUTILIZED (acres) n/a fox theatre 375 casino INFRASTRUCTURAL ANCHOR / ASSET will complement the existing Downtown fabric to fill in the gaps and create a mixed-use and flourishing city center. PARK YETTE proposed AFA % VACANT AND PUBLICLY GRA tier 1 ND E. L NETWORK INFRASTRUCTURE AND OPPORTUNITIES 3% This vision is already underway, with millions of square feet of office space being readied for occupancy. In early RIV GRAND OWNED ER route CIRCUS park PROPOSED TRANSIT ROUTES 2012, a public-private partnership was announced to develop three historic buildings for mixed-use space in Capitol BLUE CROSS BLUE SHIELD I-75, M10, I-375, Park. Potentially the largest driver of Downtown transformation is Quicken Loan’s acquisition of 1.6M square feet FREEWAY CARBON FOREST INFRASTRUCTURE ASSETS Woodward Avenue of Downtown space, which makes the company the third largest landholder in Detroit behind the City itself and 1 route DETROIT PEOPLE MOVER PLANNED INFRASTRUCTURE tier N GM. Working with multiple public agencies, Quicken Loans has purchased nine publicly owned vacant sites with MGM DTE ERS O M-1 Rail GRAND ENERGY proposedJEFF INVESTMENTS the intention of filling them with companies and entrepreneurs from across the country. compuware CAMPUS BUSINESS OPPORTUNITY proposed tier 1 route MARTIUS DISTRICT DETAILS. Downtown Detroit is a major employment center that enjoys a number of key regional and MICHIGAN ECONOMIC ANCHORS Refer to adjacent map national assets, including the region’s highest concentration of entertainment venue: Three professional sports rosa parks stadiums, three full-service casinos, and the Detroit riverfront. As a National Register Historic District since 1978, transit TOTAL NUMBER OF center riverwalk 7,159 the district includes over 50 Nationally Registered Historic Places, such as the Fox Theatre and Detroit Opera “Young people are BUSINESSES House. Downtown Detroit is the largest employment hub in the city of Detroit and among the largest in the region, renaissance recognizing movement HART with about 40,000 employees. Existing companies could add 11,500 jobs, suggesting that current companies have 1 route center CURRENT EMPLOYEES 40,000 tier PLAZA IVER to the city and COBO port authority OIT R space to grow. DETR T excited about coming FOR JOB OPPORTUNITY DETROIT proposed CENTER downtown.” The digital and creative clusters are well-represented in this district, as are regional and global headquarters of large TUNNEL COLEMAN A EMPLOYMENT CAPACITY IN Information Cluster Working 11,500 additional jobs -WINDSO JOE LEWIS ARENA YOUNG MUNICIPAL EXISTING FIRMS companies such General Motors, Blue Cross Blue Shield, Compuware, Quicken Loans, and DTE. The headquarters CENTER Session, 5/3/2012 activity is attracted to the availability of affordable and abundant Class-A office space. The high density of office CAPACITY FOR NEW R jobs and close proximity to local retail amenities have created the conditions for intercompany cooperation and EMPLOYMENT THROUGH n/a the branding of the area. Examples of collaborative efforts include the “WEBward Initiative” led by Quicken Loans redevelOPMENT of vacant Source: DWPLTP Planning Team and the “Outsource to Detroit” campaign by GalaxE Solutions. sites > 1 acre 0.25 0.5 1 MILE Computer programmers, TYPES OF JOBS computer support specialists, editors Data Sources: †ICIC SICE Database; ††Detroit Economic Growth Corporation Image Source: 10) Marvin Shaouni
    • Strategies and Implementation The henry ford health system has invested $1 billion to create a 300- acre, mixed-use campus† Source detroit has transferred about EDUCATION, MEDICAL, DIGITAL, and CREATIVE $16.5M in spending 70 to detroit-based businesses since the program’s inception†† MIDTOWN 71 1 2 4 MILEs BUILDING UPON LOCAL EDUCATIONAL, 11. MEDICAL, AND CREATIVE INSTITUTIONSdetroit future city | DECEMBER 2012 the economic growth element : the equitable city midtown employment district DISTRICT VISION. With an unprecedented level of public/private cooperation that builds on the local skills, A district VITALS FISHER ECONOMIC ASSETS AND OPPORTUNITIES resources, and knowledge base of the district’s major institutions, Midtown serves as a national model for anchor- building D. BLV LAND AND INFRASTRUCTURE based revitalization in distressed urban areas. With the advent of the Henry Ford Innovation Institute and myriad ND CORE EMPLOYMENT DISTRICT GRA collaborative ventures across the College of Creative Studies, Wayne State, and the medical institutions, Midtown N NEW CENTER ILI ZA TIO ARTS AND ENTERTAINMENT ASSETS SIZE (acres) 1,534 has the potential to be a national model for innovation-based economic growth. The staging of tech-based growth AB ST O D MEDICAL ANCHOR / ASSET companies and the creation of flex space to absorb second-generation growth from TechTown and the hospitals N/A (survey data on ORHO EDUCATIONAL ANCHORS and universities will promote knowledge spillovers and fuel multiple scales of entrepreneurial activity—further VACANCY (acres) vacant and underutilized HB N leveraged by the proposed light rail system on Woodward Avenue and the Woodward Corridor Initiative, a RRE sites not available) IG COLLEGE FOR WA NEIGHBORHOOD STABILIZATION AND NE TECH TOWN CREATIVE STUDIES collaborative effort between Midtown Inc. and Living Cities Integration Initiative to attract local residents and HENRY FORD INVESTMENT hospital CULTURAL UNDERUTILIZED (acres) N/A businesses. CENTER NETWORK INFRASTRUCTURE AND OPPORTUNITIES IGH B % VACANT AND PUBLICLY Despite the positive momentum and national attention, barriers to this vision remain. Midtown is a very large NE 6% O R RH PROPOSED TRANSIT ROUTES OWNED district and, although many assets are in place, there is no real or symbolic center of activity. Places like TechTown OO VA HOSPITAL need a recognizable, physical district to help attract and retain knowledge workers. There is also too little low-cost D FREEWAY CARBON FOREST S ST 1-75, M-10, 1-94, AB INFRASTRUCTURE ASSETS flex space for creative firms. Targeted redevelopment activity is needed to support the small, creative and IT firms IL freight rail IZA DETROIT ACK as well as B2B operations that support and serve the large local institutions like Wayne State University and Henry AT WAYNE STATE MEDICAL M IO UNIVERSITY N N CENTER Woodward Avenue Light Ford Medical Center. PLANNED INFRASTRUCTURE Rail/BRT, Midtown INVESTMENTS DISTRICT DETAILS. Midtown is comprised of the traditional Midtown, North End, and New Center neighborhoods. Shuttle MOCAD This district is home to a number of key regional assets, including four of the region’s most celebrated hospitals N BUSINESS OPPORTUNITY ATIO EASTERN that collectively represent 23,000 jobs; an agglomeration of post-secondary institutions; renowned Cass Tech High ILIZ MARKET proposed TAB School; the Charles H. Wright Museum of African American History; the Detroit Public Library; community groups GRA tier 1 ECONOMIC ANCHORS Refer to adjacent map S OD ND such as the Detroit Parent Network and Black Family Development; and three up-and-coming incubators that HO RIV route ORCHESTRA WO ER BOR HALL leverage Midtown’s position as Detroit’s core innovation corridor. The district also includes over 70 sites on the proposed DWAR NUMBER OF BUSINESSES 3,400 O GH “ . . .there [has been] NEI MASONIC National Register of Historic Places, including the Detroit Institute of Arts (DIA), the Whitney Restaurant, and the a culture shift in the light TEMPLE DA world’s largest Masonic temple, the Detroit Masonic Temple. - university to recognize CURRENT EMPLOYEES 29,500 VE. 1 route CASS TECH rail HIGH SCHOOL that Wayne [State The education and medical clusters are the economic anchors in this district, while creative sector activity from University] and Detroit JOB OPPORTUNITY organizations like Detroit Creative Corridor, TechTown, Museum of Contemporary Art Detroit (MOCAD), Detroit tier OT D. motor city are linked.” BLV EMPLOYMENT CAPACITY IN Symphony Orchestra (DSO), and Mosaic Youth Theater are some of the most tangible representations of the proposed ATI JR. casino 16,000 additional jobs MLK GR 375 Education Cluster Working EXISTING FIRMS broad set of skills in the city and region. Collaborative efforts include the $93M “Bio-Tech Hub” led by Wayne Session 5/2/2012 CAPACITY FOR NEW State University with participation from the Detroit Medical Center (DMC) and Henry Ford Health System (HFHS); EMPLOYMENT THROUGH and Live Midtown—a wildly successful $1.2M incentive program that pays employees of a group of Midtown n/a institutions to purchase, rent, or improve residential property in Midtown. Source: DWPLTP Planning Team redevelOPMENT of vacant sites > 1 acre As the second largest employment hub in the city of Detroit, Midtown Detroit is also the fastest-growing non- 0.25 0.5 1 MILE Janitors and cleaners, industrial employment district. Existing companies could add 16,000 jobs, suggesting that they have space to secretaries, registered grow. Larger anchors are helping to give the area a facelift with DMC and HFHS planning to spend over $1B in TYPES OF JOBS nurses, computer support facility upgrades over the next few years. These anchors are also leveraging their balance sheets to build out Data Sources: †http://www.crainsdetroit.com/article/20120603/SUB01/306039941/henry-ford-lands-first-tenant-for-health-park-in- specialists facilities for suppliers and other complementary companies. One anchor institution recently agreed to build a midtown ; †† https://sourcedetroit.com/background/?doing_wp_cron=1354558186 $25M medical warehouse to house supplies it uses regularly and plans to procure additional acreage in Midtown, Image Source: 11) dbpedia.org where one-third of the available land is currently owned by the City.
    • Strategies and Implementation McNichols is home to In the eds and meds EDUCATION and MEDICAL AND CREATIVE 72 sector McNICHOLS 73 DETROIT’S SECOND EDS AND MEDS CORRIDOR 1 2 4 MILEs 12. 13.detroit future city | DECEMBER 2012 the economic growth element : the equitable city EVERGREEN mcnichols employment district DISTRICT VISION. The vision for McNichols is to connect its education and medical institutions, as well as creative CEMETERY A DISTRICT VITALS ECONOMIC ASSETS AND OPPORTUNITIES enterprises, into a revitalized McNichols Road corridor that will serve as home to a mix of new small businesses, SHERWOOD PALMER OUTER DR. forest WOODS LAND AND INFRASTRUCTURE retail, and supporting services. While redevelopment and expansion opportunities are predominantly located CORE EMPLOYMENT DISTRICT within existing campuses, McNichols Road will serve as an attractive front door, improved to provide a unifying WYOMING GREENFIELD OUTER DR. 7 MILE MEDICAL ANCHOR / ASSET SIZE (acres) 962 PALMER character and brand focused on Eds/Meds, creative businesses, and retail. Targeted investments will strengthen PARK EDUCATIONAL ASSET existing retail along Livernois Avenue and new programs will support housing and neighborhood stabilization n/a (survey data on vacant OLD REDFORD SINAI GRACE BIL IZATION NORTHWEST NEIGHBORHOOD STABILIZATION AND VACANCY (acres) and underutilized sites not around the district. The major employment opportunities, quality of the surrounding housing, and location near ACADEMY STABILIZATION HOSPITAL ACTIVITIES INVESTMENT NEIGHBORHOOD STA DETROIT available) the city border position McNichols as an ideal district to attract new businesses or residents that may otherwise B ORHOOD NEIGHBORH CENTER OO GOLF CLUB choose the suburbs. McNichols could also become the city’s second key district for growth of creative firms. D STABILIZATIO NE IG H NETWORK INFRASTRUCTURE AND OPPORTUNITIES WCCCD UNDERUTILIZED (acres) n/a N McNICHOLS PROPOSED TRANSIT ROUTES Active partnership among the district’s primary employers is necessary to enact this vision. Although large land cross-town route % VACANT AND PUBLICLY holdings by Jesuit and other publicly minded organizations foster a well-kept, pastoral feeling in the district, FREEWAY CARBON FOREST 2% McNICHOLS UNIVERSITY OF OWNED NEIGHBO DETROIT MERCY McNichols is currently comprised of islands of major institutions that feel disjointed from one another, which IZATION inhibits efforts to capitalize on this concentration of employment, pool money for improvements, or market RH RENAISSANCE INFRASTRUCTURE ASSETS Southfield Freeway, M-10 OOD STABILIZATION HIGH SCHOOL BIL NEIGHBORHOOD STA MARYGROVE the district and its services. The key to success for this district rests in the ability to tackle the nuts and bolts NE PURITAN N COLLEGE IGH BORHOOD STABILIZATIO PLANNED INFRASTRUCTURE of revitalizing a commercial corridor to attract businesses, manage parking, and improve the physical character M-10 improvements SCHAEFER HWY. INVESTMENTS of McNichols Road (including improved lighting, sidewalks, landscaping, signage, and public art). The major BUSINESS OPPORTUNITY institutions will need to develop a comprehensive strategy beyond the boundaries of any one campus to create LIVERNOIS FENKELL a much-needed center of gravity, which will benefit them all by providing attractive options for faculty, staff, and ECONOMIC ANCHORS Refer to adjacent map students to live and play. Marygrove College and University of Detroit Mercy are positioned to lead this district NUMBER OF BUSINESSES 1,900 forward, as Wayne State University is a leader in the revitalization of Midtown. tier DISTRICT DETAILS. The McNichols employment district extends from Greenfield road to Woodward, (east and GRA 1 CURRENT EMPLOYEES 5,500 ND route RIV west), and from Puritan to 8 Mile, (north and south). Local assets include two turn-of-the-century post-secondary ER JOB OPPORTUNITY institutions that were historically the schools of choice for much of Detroit’s homegrown talent; a 36-hole private SCHOOLCRAFT golf course, designed by Scottish golf-pro Donald Ross with a clubhouse designed by famed architect Albert Kahn; DEX EMPLOYMENT CAPACITY IN T 2,500 additional employees a 18-hole public golf course; the Michigan State Fairgrounds, a sprawling 160-acre site that is home to the oldest ER EXISTING FIRMS state fair in the United States. The district also boasts the most expansive concentration of high-quality housing CAPACITY FOR NEW stock in the city and a rich network of faith-based organizations who work with community groups to address EMPLOYMENT THROUGH neighborhood challenges and opportunities. Source: DWPLTP Planning Team n/a redevelOPMENT of 0.25 0.5 1 MILE vacant sites > 1 acre 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 $77M renovation project. Additional large-scale activity Janitors and cleaners, can be seen in the District’s unveiling of the 36-acre Gateway Marketplace retail development. Local retail and security guards, secretaries, personal services range from local restaurant gems like La Dolce Vita, home to Ronald Regan’s former personal TYPES OF JOBS registered nurses, editors, post-secondary teachers, Chef Matteo, to the Swanson Funeral Home, which has handled the “going-home” arrangements for everyone physicians and surgeons from Detroit Mayor Coleman Young to Rosa Parks. Local groups like University Commons are drafting strategic Data Sources: 2010 NETS; SEMCOG; QWI for the 5,500. initiatives and building internal capacity to leverage dollars for economic development through programs like Image Sources: 12) Dwight Burdette, Wikimedia Commons; 13) HAA Re$tore Detroit.
    • Strategies and Implementation VAN DYKE T TELEGRAPH TIO WO GRA ODW ARD 8 MILE UPPER CONNER GRA CREEK ND RIV ER DISTRICT VITALS EDUCATION & MEDICAL AND CREATIVE LYNDON LOWER CONNER LAND AND INFRASTRUCTURE SIZE (acres) 3,752 acres SECONDARY EMPLOYMENT districts CREEK I-96 VACANCY (acres) 683 acres SON FFER 74 E. JE 75 UNDERUTILIZED (acres) 372 acres % VACANT AND PUBLICLY REINFORCING INDUSTRIAL JOBS 6%detroit future city | DECEMBER 2012 the economic growth element : the equitable city LIVERNOIS OWNED WESTFIELD BUSINESS OPPORTUNITY VISION. In addition to Detroit’s primary employment centers, a number of peripheral nodes of industrial activity NUMBER OF BUSINESSES 1,850 comprise a smaller, less intensive, but important set of secondary employment centers. As they contain many active and viable businesses that employ Detroiters, the vision is to stabilize and maintain these centers going CURRENT EMPLOYEES 11,500 forward. Each district offers potential development opportunities to further strengthen the city’s auto, metals, FORD TDL, and CDER clusters if led by private interest and investment. Proposed investments in infrastructure include JOB OPPORTUNITY targeted industrial buffers to protect nearby communities promoted for stabilization and growth and a new ring- EMPLOYMENT CAPACITY road designed to connect employment districts across the city with infrastructure assets in the Southwest. IGAN 7,500 additional employees MICH SECONDARY EMPLOYMENT districts IN EXISTING FIRMS DETAILS. These secondary employment centers are scattered across Detroit, primarily following highways and rail INDUSTRIAL CAPACITY FOR NEW corridors. Four of these centers—I-96, Westfield, Lyndon, and Livernois—are located in northwest Detroit, while INDUSTRIAL / CREATIVE EMPLOYMENT THROUGH the remaining two—Upper and Lower Conner Creek—extend to the north and south of the Coleman A. Young 8,200 additional jobs REDEVELOPMENT OF Airport, respectively, on the city’s east side. Home to 1,850 businesses and a combined industrial employment of PRIMARY DISTRICT LOCATIONS VACANT SITES > 1 ACRE more than 11,500, these districts comprise a significant proportion of Detroit’s overall industrial activity. Source: DWPLTP Planning Team TYPES OF JOBS Machinists, assemblers N At the root of an expansive and vibrant industrial corridor that extends west out of Detroit into neighboring FERSO and fabricators, inspectors, In addition to Detroit’s primary Employment Districts there are six secondary Livonia and beyond, the four northwestern Secondary Employment Centers all lie within a short distance of I-96 T testers, sorters, samplers, FOR W. JEF 1 2 4 MILEs Employment Areas. These areas are home to a wide range of employment opportunities weighters, truck drivers and active freight rails. They contain a mix of cluster activities, from TDL uses—including an active intermodal and currently contain 1,850 businesses and 11,500 jobs. yard that is currently being consolidated into the DIFT expansion in Southwest Detroit—to 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 industrial industrial/creative underutilized and these employment centers suffer from a lack of “critical mass” of industrial diversity or anchor I-96 WESTFIELD LIVERNOIS UPPER CONNER CREEK LOWER CONNER CREEK LYNDON activity. However, three of Detroit’s 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 Near Detroit’s western city limits, South of the freeway and east of Centered along a freight rail spur One of the smallest Secondary Lower Conner Creek is a legacy The Lyndon corridor is a unique and vibrant collection of Assembly Plant in the south, and Chrysler’s Conner Avenue Assembly Plant in Upper Conner Creek near Eight this area is anchored by the CP Oak the I-96 Employment Area, Westfield south of I-96 and north of I-94, Employment Areas, Upper Conner industrial corridor anchored by the smaller industrial companies from many different clusters Mile. These infrastructural and anchor assets underpin the redevelopment and intensification potential of these Yard, soon to be consolidated into is centered along a north-south the Livernois Employment Area is Creek is nonetheless significant giant Chrysler Jefferson North that occupy the garages and shops of Lyndon Avenue secondary employment districts. the DIFT to the south, the Gateway freight rail corridor anchored by PVS anchored by three large industrial due to its industrial anchors—the Assembly Plant on Conner Ave and from Livernois, west to Schaefer Highway. The few larger Industrial Center on I-96, Sherwood Nolwood Chemicals, the Westfield users: the DTE Warren Service Chrysler Conner Avenue Assembly the Mack Avenue Engine Plant. Lower anchor businesses in the area include DDOT’s Coolidge Food Distributors, and a number Industrial Centers, the Joy Road Center, a Coca-Cola Bottling Plant, Plant, a DWSD Filter Station, and W Conner Creek retains tremendous Terminal, DTE MichCon Gas Co.’s Coolidge Station, and of TDL, metal fabrication, and Distribution Center, and a number of and the giant ThyssenKrupp Steel Industries—as well as its location at development and redevelopment a Comcast Yard. However, there are dozens of smaller engineering companies. The most other construction, chemicals, metal Distribution Center that receives the base of an extensive intra-city potential in the form of the stalled workshops and fabricators in every cluster from TDL to significant redevelopment opportunity fabrication, and TDL companies. and processes rolled and billet steel industrial corridor radiating north into Riverside Industrial Park, which Food Processing, Construction, Metal Fabrication, Business here lies to the south of the CP Oak There is a great deal of space from the Port of Detroit bound for Warren along 97, and a moderate is currently partially assembled to Business, to Chemicals and Automotive. A smattering of Yard and I-96 on the large site of available in the Westfield Industrial regional Auto cluster firms. There are redevelopment potential centered and developed, located between smaller redevelopment opportunities exist here that would the former Farmer Jack Distribution Centers themselves, as well as large and significant redevelopment around a land assembly opportunity Jefferson and Freud Streets south of strengthen the corridor. The eastern portion of the corridor Center. redevelopment opportunities to the and land assembly opportunities in at East State Fair and Hoover the assembly plant. is anchored by Focus:Hope, a multifaceted career training north around the former Chrysler the areas adjacent to ThyssenKrupp Streets. community advocate and industrial innovation center. office complex at Plymouth and between Warren Ave and I-94. Freeland Streets.
    • Strategies and Implementation PRECEDENT “I can easily remember the busy restaurants and shops along Grand LOS ANGELES DOWNTOWN River…updated versions of those INDUSTRIAL DISTRICT (LADID) places are really important to LADID is a 44-block industrial business creative and entrepreneurial work… improvement district administered by the need to be located all over the Central City East Association. The district city, but especially in the targeted areas.” provides public safety, maintenance and trash services, and abandoned property removal. David, DWP Website, 8/2012 76 A PLACE-BASED STRATEGY FOR GROWTH: 77 STRATEGIES 14.detroit future city | DECEMBER 2012 the economic growth element : the equitable city PILOT PROJECT Encourage Industrial B.4 Develop Detailed Action Plans B.3 Align Public, Private, and ACTION PLANS FOR PRIMARY B.1 Philanthropic Investments in Employment Districts B.2 for Primary Employment Districts Business Improvement Districts (IBIDS) Become a National Leader in Green Industrial Districts CIVIC EMPLOYMENT DISTRICTS Utilizing the data collected through the ENGAGEMENT Detroit Works process, detailed action plans Employment districts provide targets for private, public, and philanthropic investments, including An important step is to develop detailed action plans and a prioritized list of actions and investments for Cities across the country utilize Business Improvement Districts (BIDS) to supplement A series of landscape initiatives can improve and integrate employment districts into the fabric of FEEDBACK should be created for each employment district. These plans will identify relevant land local and national philanthropy, and city, state, and specific land assembly opportunities, infrastructure city services and ensure an attractive and safe the city, boosting economic growth and improving AND PUBLIC federal government investments. By concentrating investments, public realm improvements, and business environment through a nominal yearly tax. neighborhoods. Currently, industrial areas and major assemblies, infrastructure investments, and investments and economic activity, Detroit can facilities to provide assistance with pre- and post- Detroit’s industrial districts would greatly benefit transportation infrastructure (interstates and rail PERCEPTIONS other public improvements may be needed. create the economic density associated with employment support for workers to address issues from a similar approach. Led by local business corridors) directly abut residential neighborhoods in more successful cities, and provide a framework like transportation and childcare. Drawing on the representatives, an IBID would focus its activities many areas of the city. As a result, pollution, noise, ƒƒ Relate economic for the effective and efficient allocation of public data collected for the development of the Strategic on the needs of each specific district. Likely IBID and light/glare from industry and infrastructure development and land use: and philanthropic investments. For example, road Framework, as well as the work of entities working activities would include improving safety, reducing threaten resident health and comfort. In particular, target different industries funds can be strategically deployed to support on the ground in these districts, the planning must blight, maintenance, coordinated marketing emissions from these land uses degrade air quality and businesses in different employment districts; investments in and operation rely on an active dialogue with existing businesses initiatives and offering shared services unique to and contribute to a number of health problems areas of the city of public transportation can prioritize employment and adjacent communities to set priorities for local businesses, such as job training. An IBID would for nearby residents, including cardiovascular, districts; and workforce and training facilities can actions and investments that will grow the base help to build business leadership across the city, and respiratory, and other diseases. ƒƒ Plan for and develop retail 15. be concentrated in neighborhoods and employment of economic activity in each district as well as create a more secure environment in which to invest. in certain areas – along districts. One-stop centers in each of the primary opportunities for Detroit workers. The plans must BID legislation is in place; however, the process of Industrial buffers, carbon forests, and setback commercial corridors employment districts could offer practical services strive to brand core employment districts with a organizing local businesses to create a BID is often requirements are proposed solutions aimed at ƒƒ Using existing buildings and PILOT PROJECT to working parents, such as high-quality daycare clear identity that can be reinforced and marketed a difficult challenge to overcome. A pilot IBID is reducing the impact of these uses on residential infrastructure (convenience and help with applying for the Earned Income to prospective employers. For areas lacking a clear needed to help demonstrate the benefits of this neighborhoods by cleaning air, reducing sound, stores, etc.) to sell fresh/ INDUSTRIAL BUFFERS Tax Credit and other support for lower-income identity or requiring a change in direction to best approach to businesses across the city. The pilot IBID blocking light/glare and providing a visual barrier. healthy food Industrial Buffers are forested areas that working parents. Funding for similar centers across leverage assets and business climate, the plans must should target an employment district with strong Specific strategies for these approaches are the country has come from some combination of discussed in the City Systems, Land Use, and Land ƒƒ Update zoning codes to repurpose vacant land around industry to detail necessary steps to reposition such districts. existing leadership willing to work with the public employment consortia and public and philanthropic and Building Assets Elements of this Strategy. support small businesses clean air, reduce sound, block light/glare, sector to enable the organization and establish its funds.9 Policy makers should focus on investing (don’t “over-zone” for and provide a visual barrier for adjacent mission and activities. in infrastructure that guides public, private, and commercial, ensure residential neighborhoods. Buffers also philanthropic investments to employment districts, residential zoning densities limit land use conflicts and create a more tracks cumulative investments, and identifies and match/support nearby attractive, healthy business environment. addresses any operational issues that arise. These commercial or mixed use) district boundaries need to be formally adopted by relevant organizations and staffed with the Text Sources: 9) Karin Martinson and Pamela Holcomb, appropriate internal capacity. The coordination “Innovative Employment Approaches and Programs for Low- of city and state investments is paramount. A Income Families,” The Urban Institute, Center on Labor, Human Services, and Population: February 2007. formal mechanism for this coordination should be considered. Image Sources: 14) Eric Richardson; 15) HAA; 16) Bing Maps 16.
    • Strategies and Implementation Encourage Local Entrepreneurship and Minority Business Ownership C 79 EXPANDING OPPORTUNITIES TO CREATE NEW BUSINESSES the economic growth element : the equitable cityC.1 Promote Short–Term Approaches to Increase the Number and Success of MBEs in the City C.2 Support the Development of Low-Cost, Shared Spaces for Clusters with High Levels of Self-EmploymentSuccessfully promoting minority business enterprises (MBEs) requires short- and Detroit should develop new models of shared space for entrepreneurs and smalllong-term strategies. Short-term strategies should promote growth in sectors of businesses in clusters with high levels of entrepreneurship and for which there arethe economy that serve local markets, have low capital requirements, or are known currently few models that include local business services and construction. Liketo have a strong MBE presence. These characteristics are prevalent in the city’s some of the shared and incubator models that exist, these spaces would provideLocal B2B cluster, which should be an early target for MBE growth. In addition small businesses and entrepreneurs with low-cost office space with shared servicesto increasing opportunities for MBEs, business and economic development and access to relevant expertise, including cost estimation, contract negotiation,organizations should create a specific toolbox to help MBEs to address financing accounts receivable, and business development planning. Unlike most shared andand business development challenges. incubator spaces, however, this concept would also provide areas for businesses to store equipment, tools, products, and so forth.Over the longer term, strategies must attempt to address the larger social andeconomic factors that curtail MBE creation and growth, including lower averagepersonal wealth, less experience with family businesses, lower average educationlevels, and challenges with access to capital. STRATEGIES CIVIC ENGAGEMENT FEEDBACK 1 Promote short-term approaches to increase the number and success of AND PUBLIC PERCEPTIONS MBEs and DBEs in the City. 2 Support the development of low-cost, shared spaces for clusters with high ƒƒ SUPPORT SMALL, NEW, AND RESIDENT-OWNED levels of self employment. BUSINESSES 3 Provide young Detroiters with exposure to and experience in Digital / ƒƒ Provide more resources for existing and small businesses Creative and other new economy clusters. via collaboration with and among universities, funding 4 Develop a comprehensive long-term strategy to increase and strengthen the – e.g. grants and competitive tax breaks – at City, State, City’s MBEs. and Federal levels, and resources for specific types of businesses, e.g. Black-owned and home-based businesses PRECEDENT ƒƒ Create a physical environment that makes it easy to 1 Minority Business Enterprise-Focused Funding operate a business (safe, clean, properly zoned, accessible)
    • Strategies and Implementation examples of DETROIT MINORITY-OWNED BUSINESSES BY economic pillar C.3 Provide Young Detroiters with Experience in Digital/ Creative Clusters and the New Innovation Economy C.4 Develop a Comprehensive Long-Term Strategy to Increase and Strengthen the City’s MBEs CAFE CON LECHE BOBS CLASSIC KICKS NORAHS VINTAGE LOFT G.R. Nnamdi gallery Business ownership tends to follow generational patterns: People with relatives who Detroit must develop strategies to increase the participation of minority were entrepreneurs are more likely to own businesses and often have more tools to populations in all modes of entrepreneurship, including self-employment, business grow those businesses. Moreover, those who start businesses tend to concentrate ownership, and communal models such as cooperatives. Getting there will require a in areas of the economy with which they are most familiar. In some cases, this can comprehensive strategy that addresses the particular opportunities and challenges make it difficult for MBEs to break into some of the highest-growth, most profitable facing MBE growth in the city of Detroit—such as the city’s high rate of minority segments of the economy. To strengthen the number and performance of MBEs in self-employment and its very low rate of graduation from self-employment to LOCAL ENTREPRENEURSHIP the city, children and young adults without these advantages will need to be given hiring employees. Where possible, a comprehensive strategy will need to address a similar set of experiences and skills. A consortium of business leaders in digital common challenges that face MBE development and growth as described above and other sectors, Detroit schools, and the city’s leading business incubators should in Strategy C.1. Such a strategy should include a cluster-by-cluster assessment of work together to expose young Detroiters to employment and entrepreneurship in opportunities and roadblocks to more and stronger MBEs in the city; assessment 17. 18. 19. 20. 80 81 the city’s high-growth Digital/Creative clusters. 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 city’s The traditional clusters, like automotive and food, are also important not only for MBEs. Some of the country’s leading experts on MBEs are in Detroit’s universities; DSE HONEYBEE MARKET GOOD GIRLS GO TO PARIS crÊpes spiral collective job growth in the city and region but for innovation to address national challenges. their expertise should be tapped.detroit future city | DECEMBER 2012 the economic growth element : the equitable city For example, Southeast Michigan was a global center for automotive research To help interested Detroiters transition from informal to formal activity will likely and development even before the region’s automakers recently agreed to double require a menu of strategies. Some Detroiters have been excluded from formal average vehicle fuel economy by 2025. Students in Detroit’s high schools should sector activity by strict licensing requirements for a range of occupations, an issue be contributing to these goals and preparing for careers in the leading innovative that has received attention at the state level. Michigan Department of Licensing and segments of the economy. The public schools already offer specializations in Regulatory Affairs recently proposed dropping licensing requirements associated most of the city’s major economic clusters, and some of the programs work with with 18 occupations, although few seem to be in the occupations that have been businesses in the city and region. By more closely linking cluster development with identified by national groups as limiting options for lower-income workers.10 the innovation pipeline and education reform, Detroit can create a national model However, a bill to loosen requirements for barbers was recently introduced in while preparing its students to succeed in the new economy. the Michigan House.11 Detroit stakeholders could be important voices in policy discussions around occupational access for lower-income and populations. 21. 22. 23. 24. 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 new center stamping diseÑos ornamental iron Future net group oakland stamping 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 INDUSTRIAL “We should have Detroit environment that reduce costs of registering or maintaining businesses can also designated a regional center for foster formalization of activity. Finally, additional strategies must be employed to the purposes of investor visas and help those with criminal records, poor credit history, or other factors that create encourage entrepreneurs from all real or perceived barriers to licenses, capital, and other factors that contribute to “Support small over the world to come to Detroit to entrepreneurial success.13 businesses with start businesses.” grants to get to the next level.” Richard, Planning Cluster-based Meetings, Text Sources: 10) Turner, Mike, State Office of Regulatory Reinvention report: Deregulate 18 1/2011 - 3/2011 occupations, kill 9 boards,” Detroit Free Press, April 16, 2012. Michigan Office of Regulatory Planning Cluster-based 25. 26. 27. 28. Meetings, 1/2011- Reinvention, “Recommendations of the Office of Regulatory Reinvention Regarding Occupational 3/2011 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. ignition media group Real Times Media LLC Velocity Cow Alter ego management michiganvotes.org/; 12) Klapper, Leora, Raphael Amit, Mauro F. Guillén, and Juan Manuel Quesada, “Entrepreneurship and Firm Formation Across Countries, “The World Bank, Development Research DIGITAL / CREATIVE 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) Bobs Classic Kicks­ Facebook; 19) Norahs Vintage — Loft—Facebook; 20) www.grnnamdi.com; 21) Definitive Style Exclusives (DSE); 22) Jim Griffioen, www.sweet-juniper.com; 23) www.modeldmedia.com; 24) Spiral Collective—Facebook; 25) http:// detroitfunk.com; 26) Diseños 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 29. 30. 31. 32.
    • Strategies and Implementation “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 IMPROVE SKILLS BUILDING AND healthy, strong, vibrant, self-sustaining neighborhoods and communities in Detroit.” EDUCATION REFORM Ann, Planning Cluster Meeting, 2/5/2011 D The strategies for building skills aim at increasing skills and opportunities for 82 Detroiters by improving access to training institutions, aligning training with cluster 83 strategies, increasing the number of local opportunities, and addressing current “The single most roadblocks to training and employment, especially transportation. PREPARING THE WORKFORCE FOR A DIVERSE ECONOMY important thing the Citydetroit future city | DECEMBER 2012 the economic growth element : the equitable city can do is better workforce training.” Entrepreneurs Working Session “Most of the innovative entrepreneurship programs I am aware of are already here in D.1 “Hire Detroit”: Strengthen Local Hiring Practices D.2 Link Workforce Investments to Transportation D.3 Coordinate Workforce Development Best Practices Detroit (even national / international ones).” Shared prosperity will depend on the ability of Detroit residents to secure Transportation accessibility remains a key issue for Detroiters looking for Workforce conditions and challenges in Detroit and the surrounding region employment at the major institutions and corporations in the city, which will largely employment. Many of the city’s households do not have access to private vehicles are unique among American cities: The scale of job loss over the last decade is Angie, Economic Growth depend on a continued shift towards demand-driven models of workforce training. and public transportation options do not usually succeed in reliably linking unparalleled, job sprawl is more pronounced than in any other region, and the Open House, 8/7/2012 These must be accompanied by clear mechanisms for recruitment and hiring of Detroiters to employment centers. Over the longer term, these issues can be returns on education appear to be low, especially for male Detroiters. The civic Detroit residents, and even roundtable discussions with local employers regarding addressed through the development of employment districts and the alignment of and philanthropic communities recognize that these unique conditions require perceptions and misperceptions of Detroit workers and benefits of local hiring. The new public transportation investments around them. In the shorter term, innovative innovation and experimentation. There is also recognition that sharing information Midtown education and medical institutions are already at the national forefront of public-private models must be explored. All workforce investments, especially for and experiences is critical, yet stories exist about the replication of unsuccessful “hire local” efforts. Best practices include the following: targeting specific positions unemployed or lower-skilled workers, should be linked to a transportation solution. models. Stakeholders in workforce development need to double down on efforts with the greatest potential for local resident recruitment and documenting to coordinate investments, share findings from innovation, and replicate successful education, training, and experience requirements; developing screening and Innovative models to better link workers and jobs have been successful in other models. Development and dissemination of a shared fact sheet on the Detroit referral partnerships in the community and setting targets for local applicants cities. For example, the Lake Cook Shuttle Bug Program in Chicago is a public- workforce, hiring trends, and successful models can be used to track progress and to be interviewed and hired; creating strategies to retain and retrain incumbent private partnership that serves 1,300 riders per day by shuttling them from develop the pipeline of talent to meet employer needs. workers through flexible scheduling and on-line training modules; and formulating commuter rail stations to employers.14 The program, which is currently funded by incentives for managers to hire locally. These efforts should be scaled first within private employers and the metropolitan transportation authorities, began with Midtown to organizations not currently involved, and then expanded citywide. vans that brought employees directly from public transportation stops to work sites IMPLEMENTATION ACTIONS “Connect . . . transit lines with a much-expanded international then expanded to buses as demand grew; this scalability makes it a good model for 1 “Hire Detroit”: Strengthen local hiring practices. airport hub. Build a big enough Detroit. Developing public-private partnerships to better link workers to employers hub for Detroit and it will in Detroit will be made more feasible by the strengthening of employment districts 2 Link workforce investments to transportation. inevitably regain its massive that better concentrate jobs in the city. 3 Coordinate workforce development best practices. export capacity. Watch the jobs pour in...” 4 Revitalize incumbent workforce training. John, Facebook Comment 5 Expand public-private partnerships for workforce development. 6 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.
    • Strategies and Implementation “I believe that you can make a greater impact with job training and educating people of all walks of life.” Sonja, DWP Website, 8/2012 84 85detroit future city | DECEMBER 2012 the economic growth element : the equitable city “Education is an economic tool. It is good business.” Commission Study To Identify Levers To Improve D.4 Revitalize Incumbent Workforce Training D.5 Expand Innovative Partnerships For Workforce Development D.6 Graduation Rates and Poor Labor Market Outcomes of Detroiters Nonprofit and Community