The Detroit Strategic Framework is a plan to guide Detroit's future over multiple decades. It was created through an extensive two-year public engagement process involving Detroit residents, civic leaders, technical experts, and community organizations. The plan establishes a shared vision and specific strategies to create a more prosperous, equitable and sustainable Detroit through approaches that are aspirational, practical, respectful of the city's history and inclusive of community voices. It aims to address Detroit's challenges through coordinated efforts across sectors that leverage the city's significant assets such as its industrial heritage, cultural institutions and engaged residents.
KAFD - King Abdullah Financial District PPA30Ahmed Bamasdoos
The King Abdullah Financial District (KAFD) Project is considered one of the most ambitious, distinguished projects existing in the Kingdom; it represents stands a highly important addition to the economic sector and prestigious architectural development in Riyadh. And at the same time, it is considered the most important projects of the Public Pension Agency (PPA), which owns the project, manage it, and oversee its establishment through its investment arm represented by Al Ra'idah Investment Company.
Design Manual Guidelines for the King Abdullah Financial District in Riyadh, Saudi Arabia. As part of a team, I was responsible for finalizing the guidelines, writing new sections, re-writing older sections and supplying all graphics needed for the guidelines.
KAFD - King Abdullah Financial District PPA30Ahmed Bamasdoos
The King Abdullah Financial District (KAFD) Project is considered one of the most ambitious, distinguished projects existing in the Kingdom; it represents stands a highly important addition to the economic sector and prestigious architectural development in Riyadh. And at the same time, it is considered the most important projects of the Public Pension Agency (PPA), which owns the project, manage it, and oversee its establishment through its investment arm represented by Al Ra'idah Investment Company.
Design Manual Guidelines for the King Abdullah Financial District in Riyadh, Saudi Arabia. As part of a team, I was responsible for finalizing the guidelines, writing new sections, re-writing older sections and supplying all graphics needed for the guidelines.
The famous American architect, Frank Lloyd Wright changed the way we build and the way we live. As an architect, Frank Lloyd Wright was known for many things, but perhaps his most famed characteristic was his exceptional attention to detail – in many of his projects, each furniture piece was designed specifically for its intended location.
The Crystal Building - A Sustainable Cities Initiative by SiemensEIBTM
Recently opened, and the venue for the Sustainable Events Summit 2013, The Crystal Building in London has sustainability at its very core. Here, we learn more about this unique development and what conference centre like this mean for the future of the Events Industry.
King Abdullah Financial District - Riyadh, KSARodgz
King Abdullah Financial District will house the large community of professionals working within the financial sector and related industries, hosting the Head quarters of the Capital Market Authority, the Stock Exchange, banks, financial institutions and other service providers such as accountants, auditors, lawyers, analysts, rating agencies, consultants, and IT providers.
The King Abdullah Financial District provides the next generation of development and will ensure the sustained dominance of Saudi Arabia as the largest economy and financial centre within the region
Our basic conclusion: What most distinguishes successful areas from Michigan is their concentrations of talent, where talent is defined as a combination of knowledge, creativity and entrepreneurship. Quite simply, in a flattening world, the places with the greatest concentrations of talent win! States and regions without concentrations of talent will have great difficulty retaining or attracting knowledge-based enterprises, nor are they likely to be the place where new knowledge-based enterprises are created.
So retaining and attracting talent is at the heart of growing a high prosperity Michigan. We focus on college educated Millennials because they are the most mobile. Young people are the most likely demographic group to move. And among the young, moving from one state to another is highest for those with a four-year degree or more.
The priorities:
1) Building a culture that is welcoming to all.
2) Creating places where talent – particularly mobile young talent – wants to live. This means expanded public investments in quality of place with an emphasis on vibrant central city neighborhoods.
The famous American architect, Frank Lloyd Wright changed the way we build and the way we live. As an architect, Frank Lloyd Wright was known for many things, but perhaps his most famed characteristic was his exceptional attention to detail – in many of his projects, each furniture piece was designed specifically for its intended location.
The Crystal Building - A Sustainable Cities Initiative by SiemensEIBTM
Recently opened, and the venue for the Sustainable Events Summit 2013, The Crystal Building in London has sustainability at its very core. Here, we learn more about this unique development and what conference centre like this mean for the future of the Events Industry.
King Abdullah Financial District - Riyadh, KSARodgz
King Abdullah Financial District will house the large community of professionals working within the financial sector and related industries, hosting the Head quarters of the Capital Market Authority, the Stock Exchange, banks, financial institutions and other service providers such as accountants, auditors, lawyers, analysts, rating agencies, consultants, and IT providers.
The King Abdullah Financial District provides the next generation of development and will ensure the sustained dominance of Saudi Arabia as the largest economy and financial centre within the region
Our basic conclusion: What most distinguishes successful areas from Michigan is their concentrations of talent, where talent is defined as a combination of knowledge, creativity and entrepreneurship. Quite simply, in a flattening world, the places with the greatest concentrations of talent win! States and regions without concentrations of talent will have great difficulty retaining or attracting knowledge-based enterprises, nor are they likely to be the place where new knowledge-based enterprises are created.
So retaining and attracting talent is at the heart of growing a high prosperity Michigan. We focus on college educated Millennials because they are the most mobile. Young people are the most likely demographic group to move. And among the young, moving from one state to another is highest for those with a four-year degree or more.
The priorities:
1) Building a culture that is welcoming to all.
2) Creating places where talent – particularly mobile young talent – wants to live. This means expanded public investments in quality of place with an emphasis on vibrant central city neighborhoods.
Detroit was the centre of American car production. It was one of the richest countries in not
only the US but also in the world. Ford, Chrysler and General Motors were the “Big Three”
automobile countries attracting vast population into the city. Buildings after buildings came
up, concentrated infrastructure became common. The concept of skyscrapers was becoming
popular to accommodate more and more people.
But our ‘motor city’ started to lose its importance since the 1930s. It started losing its
population, i.e., started “shrinking”. According to Karina Pallagst, professor for Internation al
Planning Systems at Kaiserslautern University’s faculty of Spatial Planning (she previously
worked at UC Berkeley’s centre for Global Metropolitan Studies (GMS) and the Institute of
Urban and Regional Development (IURD)), says that “A shrinking city is characterised by
economic decline and-as a consequence- the transformation of urban areas. In addition, loss
of employment opportunities tend to spark partial out-migration. In the United States,
shrinkage can either be part of post-industrial transformations related to the decline of the
manufacturing industry, or it can be triggered by economic changes in the so-called “post-
industrial transformations of a second generation” within the high tech industry(e.g. the
dot-com bust) [12]. (Pallagst, 2007)”
Let's Go to Detroit: Things to Do in MichiganRyn Gargulinski
Guidebook and photos of what to do in and around the Detroit metro area. Eloise asylum, Garden City Park, Detroit Riverwalk and Belle Isle are all Michigan musts.
An advanced discussion of the plight of the city of Detroit, how it came to be the least sustainable city in the country and a practical plan to make it the greenest urban area in the world. The talk then focuses on Dallas, and walks you through the development of a living building, sustainable city block. The discussion ends with a humorous and thought-provoking look at lobbyist and how they are controlling our environmental policies.
By Eric Corey Freed, organicARCHITECT
Detroit Style - elements of a seductive cityFarrow
There is more to see in Detroit than the popular global media portrays. Here is a photo essay that illustrates the human qualities that combine to make the city unique and fascinating.
Detroit Kitchen Connect - A network of incubator kitchens in Detroit, MI. Devita Davison
In Detroit, there’s a growing group of creatives, activists, and tech entrepreneurs who are reclaiming Detroit’s rich urban landscape, injecting old spaces with “new” ideas - - - Detroit Kitchen Connect is a newly launched network of kitchens in Detroit operating out of preexisting kitchen spaces. With that said, we have kitchen partners who have decided to transform their kitchen into a shared space for food entrepreneurs, they have made a conscious decision to share their facilities with their neighbors. This transformation fills genuine needs and builds bridges between their organization and their surrounding communities. Together we all are playing a key role in the economic empowerment of Detroit.
How would you envision the city of the future?lauradelbarrio
Distintas formad de contemplar el futuro de las ciudades. Opinión personal y distintas circunstancias y consecuencias para argumentar esos puntos de vista. Conclusión final que engloba toda la explosión y que concluye todos los argumentos y consecuencias presentadas. Ilustrado con fotos e imágenes en movimiento para que sea una exposición más didáctica e interactiva. Lengua utilizada: inglés.
Presentation by Sir Mark Walport at the Foundation for Science and Technology discussion on 'Cities of the future – science, innovation and city management', June 2013
government of India has launched "Smart Cities Mission" on 25th June 2015.
This is a presentation explaining the guidelines and procedure for this mission.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
2. foreword 001
detroit is...
003
forward
blueprint for
detroit’s future 005
executive summary
guide to the strategic
framework 017
how the plan
018
the planning elements
030
IMPLEMENTATION horizons
is organized for change
the 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
3. 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
year5
1) Detroit Regional Chamber; 2) US Census 2010; 3) Southeast Michigan Council of Governments (SEMCOG); 4) DWPLTP
Civic Engagement Audit; 5) Detroit Economic Growth Corporation; 6) US Census 2010; 7) US Census 1940;
4. 3
blueprint for detroit’s future
a 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 Detroit
strategy 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
6. foreword 001
detroit is...
003
forward
blueprint for
detroit’s future 005
executive summary
guide to the strategic
framework 017
how the plan
018
the planning elements
030
IMPLEMENTATION horizons
is organized for change
the 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
7. 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 to
but 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.
8. 6 7
blueprint for detroit’s future
detroit 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.
9. 12 imperative actions the THINGS WE MUST DO
quality of life/quality of business imperatives
1. 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 sentiments
2. 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-life
4. 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 ELEMENTS
6. 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 civic
7. 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 and
8. 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 goals
9. We must promote stewardship for all areas of the city by implementing short-
and long-term strategies.
QUALITY OF BUSINESS ELEMENTS
10. We must provide residents with meaningful ways to make change in their
communities and the city at large. $
i
11. 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 businesses
12. 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
10. Detroit Today
making the case for change: why business as usual
WILL NOT work
10 11
blueprint for detroit’s future
detroit 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.