Vibrant Downtown Flint Report 2010

Vibrant Downtown Prepared for Flint Local Initiative Support Corporationby Sage Consulting

Evis Bushi - John Drain - Lisa Drogin - Nicole Mangis - Parick McDonnell - Katharine Pan

Sustainable Action for Great Environments2

Acknowledgements

Susan Peters, Flint Local Initiatives Support Corporation

InstructorsLarissa LarsenMaria ArqueroMegan Masson-MinockNicholas RajkovichPaul CoseoJulie Steiff

AdvisorsChristina Kelly, Genesee County Land BankErin Caudell, Ruth Mott FoundationFranklin PleasantJoel Rash

The Flint CommunityAlycia CobbAngela FortinoBarb Spaulding-Westcott, Flint Downtown Small Business AssociationCade Surface, Americorps memberChris Everson, Flint Area Convention and Visitors BureauDavid White, Flint Downtown Development Authority

Dave JohnsonHeidi Phaneuf, Genesee County Land BankJenae Moore, Kettering UniversityKatie TeepleMichaei Freeman, Center for Community ProgressMitch SociaRhoda Matthews, City of Flint Mayor’s OfficeScott Whipple, Uptown Developments LLCTami O’Neill Harchick, Garibella SalonTim Monahan, Carriage Town Historic Neighborhood

Thanks for hosting usBrown Sugar CafeThe Lunch Studio

Sustainable Action for Great Environments 3

Table of ContentsAcknowledgements Executive Summary IntroductionInventory of PropoertiesGoals

IdentityImprove look and feel of physical elementsPromote awareness of historic assetsImprove Riverbank ParkDevelop university partnershipsDevelop a plan for environmental stewardshipStrengthen downtown stewardship

ActivityOrganize event promotion and programmingDevelop diversity of usesEncourage 24-hour activity

ConnectivityAdopt wayfinding standardsStrengthen connections to other neighborhoodsCreate a comprehensive parking plan

DiversityIncorporate social justice into all redevelopment opportunitiesEngage the greater Flint community

ConclusionAppendicesReferencesImages References

Back to the Bricks facing North Saginaw

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103 105


Focus Area0 500 1000

The area studied includes Court Street from the South to 4th Street to the North, and extends from Beach Street to Harrison Street.

Saginaw Street UM-Flint


Executive Summary

The Vibrant Downtown Flint Plan originated as part of a larger effort to revitalize Flint’s downtown corridor. After decades of deterioration, new improvements in the corridor fueled a renewed interest in the community to develop the downtown area. These improvements included the establishment of a grocery and a series of restaurants and loft developments. In 2009, the Flint Downtown Development Authority (DDA) sought to guide that momentum by applying for the Michigan State Housing Development Authority’s Blueprints for Michigan Downtowns program. Now known as the Downtowns of Promise program, it matches selected cities with consultants and helps fund the creation of strategic action plans intended to spark downtown economic development. The city was named one of seven awardees in 2010, and began working with consultants in the spring. In preparation for the program, Flint LISC commissioned SAGE Consulting through the

University of Michigan urban planning program to conduct a preliminary study of the focus area. Specifically, LISC requested an inventory of commercial space, an analysis of public demand for new developments downtown, and ideas for programming and design strategies that will help connect downtown to the surrounding neighborhoods.

The Vibrant Downtown Flint Plan is the final report of SAGE’s findings and recommendations. It covers a study area along Saginaw Street, downtown Flint’s main corridor, from 5th Avenue in the north to Court Street in the south. Using knowledge gained from a field survey and inventory of the area’s properties and input from the downtown community, this report highlights four main goals towards achieve the vision of a vibrant, active, and diverse downtown corridor.

Establish a core identity to guide future development and set downtown apart as a unique neighborhood

Increase activity and the variety of leisure options

Improve connectivity within the corridor and to surrounding areas

Expand diversity and availability of options for Flint’s diverse community

Vibrant Downtown Goals


IDENTITYThe first goal, establishing identity, is really about developing consistent and perceptible cues to set downtown apart as a unique neighborhood. But it goes deeper than aesthetics or beautification—it’s a matter of place-making, or definition. This goal involves six different objectives.

Improve the look and feel of physical elementsDespite the improvements to Saginaw’s streetscape over the years, there are still some weaknesses and other opportunities that the city can develop. Namely are vacant store fronts that detract from the downtown experience. They act as a foil to the DDA’s efforts at street maintenance and to the colorful storefronts of the new restaurants. We propose a cooperative effort between the DDA, building owners, developers, and the artistic community to install temporary exhibits of public art, history, or, at the very least, well-made advertisements in the empty window displays. Other opportunities include refurbishing the alleyways with public art and potential outdoor seating, and in

generally seeking more engagement with the artistic community to showcase aspects of downtown culture.

Promote historic assetsA cooperative effort between the DDA, the Historic Society, and the Flint Convention and Tourism Bureau could go a long way towards highlighting the historical continuity of the downtown area. This could involve educational programming for youth, historic festivals, and an effort to emphasize the historical significance of certain sites through the Historic Society’s gift in 2013.

Improvements to Riverbank ParkWe suggest improvements to Riverbank Park that include physical changes that will improve comfort and sense of safety for visitors, including the installation of lighting and the addition of physical elements that will help facilitate spontaneous recreation. Examples include picnic tables, barbecues, waterfront activities, and public restrooms.

Develop a plan for environmental stewardshipNow is also a good time for the downtown to create a long-term plan for environmental stewardship to guide future development. The ultimate goal would be to increase the number of open green public spaces in and near downtown, and to address issues like storm water management to ensure the long-term quality of natural assets like the Flint River.

Develop university partnershipsCurrently, the universities do take a supportive role in the community, but we suggest that this be developed further, with programming that gives individuals or even student boards the chance to play a part in downtown development, and which opens the campuses to information about downtown businesses and upcoming events. Ultimately, these partnerships, which will help shape downtown development, should seek a reflection of student interests and schedules in the things that take place downtown, as well as a sharing of resources and ideas.


Strengthen downtown stewardship The last main objective for this goal is to strengthen downtown stewardship. In order to ensure the long-term success of any downtown development plan, Flint needs a well-defined organization to guide and manage downtown revitalization efforts. The Flint Downtown Development Authority, whose maintenance and programming activities are expanding, should assume this role. However, it needs to address some issues of public perception by becoming more transparent. We recommend that the DDA take steps to increase community involvement at its meetings, and update their website to inform the people of its initiatives, achievements, and active partnerships. Additionally, the DDA is in a position to formalize cooperation with two other major stakeholder groups—the Downtown Small Business Association (DSBA) and the Downtown Neighborhood Association (DNA). Ideally, these groups would work together to create a long-term area plan for the district, to be included in the city’s updated master plan, in order to guide future development.

ACTIVITYThe second goal acknowledges that there is a growing need to increase the variety of business and leisure options downtown, as well as create opportunities for spontaneity.

Organize event promotion and programmingWhen creating a place that effectively attracts people, a key element is the promotion of events. This objective aims to make event coordination a more accessible option for anyone or any group that wants to fill the empty spaces between larger established celebrations like the Back to the Bricks car cruise. We suggest centralizing resources related to event coordination in one place, overseen by the DDA. By creating a well-documented and easily navigated process, the DDA may be able to attract more groups desiring to establish regular programming downtown. The second piece to this is for the DDA and the Convention and Tourism Bureau to take a larger role in advertising events through such outlets as an official events website or local publication.

Develop diversity of businessesDeveloping support systems for existing and potential downtown businesses should help expand the range of commercial options available downtown. A business incubation and support center that could provide advising and information to entrepreneurs would encourage those who are willing to take the risk of bringing a new business downtown. The DDA can support new businesses in other ways: by potentially extending the downtown Renaissance Zone past 2015 to provide tax benefits to a new generation of business owners, and by being an even-handed manager and promoter. The DDA can work with the DNA to ensure that new products and services are relevant to the diverse community in and around downtown.

Encourage 24-hour activityFinally, building on the foundations of the previous objectives, creating a vibrant downtown means developing a lively environment that offers something for everyone, whenever they choose to seek it. Community members expressed a desire for a downtown


that operates on a schedule compatible with students, professionals, and families, that offers opportunities for spontaneous leisure any time of day. To provide this, downtown should have public spaces for informal gatherings, more diverse programming, and cooperation among the DDA, DSBA, and the community to make longer hours more feasible.

CONNECTIVITYThe third goal seeks to strengthen downtown by enhancing its connections to nearby neighborhoods, the universities, and the region as a whole.

Adopt wayfinding standardsThe first of three objectives is the adoption of a wayfinding system to guide people into and through downtown. Wayfinding refers to a system of signs and maps that help people navigate an area. This means signs at three different scales. First are signs for vehicles, which would direct drivers to and from highways and major roads, and along a specified path through downtown’s one-way streets. Second are signs for pedestrians to indicate that walking is a safe and acceptable way to explore downtown, and to make activities and attractions easier to find. Third are signs for cyclists, to encourage bike travel from nearby residential neighborhoods and suburban areas.

Strengthen connections to other neighborhoodsThere are a number of ways that downtown can strengthen its connection to other

neighborhoods. One is to identify two major pedestrian pathways between downtown and the neighborhoods of Grand Traverse and the Cultural Center, and to focus street improvements like lighting, landscaping, and signage along those corridors to make walking safer and more pleasant. Another is to develop bike paths and trails and to complete installation of bike racks in multiple locations downtown. Lastly, a university loop shuttle that could serve the major campuses and downtown residence halls would encourage student travel downtown.

Create a comprehensive parking planThis last objective calls for a comprehensive parking plan that would direct parking into downtown’s parking structures, which accommodate more cars on less land than the surface lots. This plan would make a count of downtown’s entire supply of parking, and would act to support the closure and redevelopment of the infamous flat lot.


DIVERSITYThe final goal seeks to ensure that downtown development reflects the diversity of Flint’s greater community.

Incorporate social justice into all redevelopment opportunitiesAll of our recommendations encourage and respect these fundamentals of social justice and community engagement, but this goal reinforces the importance of these concepts. These are essential steps for any successful city and should be incorporated into every aspect of the decision making process. Specifically accountability should exist at every level of the community, among residents, students, and the government alike. Finding ways to bridge the rifts created by feelings of distrust and resentment between the city and the community, or even among segments of the city government itself, will, in the long run, help Flint mature into a solid and unified community. This can happen through the acknowledgement of deeply rooted tensions and controversial issues, the discussion of these issues, and the use of dialogue as a tool to move forward.

Back to the Bricks in front of the Durant Hotel


Introduction

Flint, one of Michigan’s oldest regional centers, experienced rapid growth in the mid-20th century due to the expansion of the automobile industry. However, the retraction of the industry in recent years, alongside auto-dependent development patterns that have crippled traditional centers nationwide, has contributed to the decline of Flint’s historic downtown. Consequently, functions traditionally served by the downtown area, such as retail, have scattered throughout Genesee County, leaving the city center in great need of economic redevelopment.

In 2009, the Flint DDA, Flint LISC, and a coalition of committed partners applied for the Michigan State Housing Authority (MSHDA) Blueprints for Michigan Downtowns program (now known as Downtowns of Promise or simply “Blueprints”). Flint was selected as one of seven cities that will work with Beckett & Raeder, a MSHDA-contracted consultant firm, to create action strategies for the economic development of their downtown areas. As part of the program, the city has committed the next 5 years towards

focused implementation of the resulting plan. The consultancy phase began in April 2010. SAGE’s Vibrant Downtown Plan is a set of preliminary recommendations commissioned by Flint LISC intended to support this process.

For the purposes of this project, Flint LISC, the Flint DDA, and other downtown stakeholders identified a 13-block corridor as the primary focus area. It centers around Saginaw Street, the area’s main thoroughfare, running from 5th

S. Saginaw St.

W. 1st Ave.

W. Kearsley St.

E. Kearsley St.

W. 1st St.

E. 1st St.

W. 2nd St.

E. 2nd St.

W. 3rd St.

E. 3rd St.

W. 4th St.

E. 4th St.

W. Court St.

W. 5th St.

E. 5th St.

Harrison St.

Wallenberg St.

Stevens St.

Beach St.Church St.S. Grand Traverse St.

Consulting

S ustainable

A ction for

G reat

E nvironments

Taubman College of Architecture & Urban Planning2000 Bonisteel Boulevard

Ann Arbor, MI [email protected]

Sustainable A ction for G reat E nvironments

Drawing Not to Scale

Vibrant Downtown Flint Street Plan

Hotel Durant The Riverfront Residence Hall

UM Flint

UM Pavilion

Flat Lot

Riverbank Park

City Hall

Rowe

Mott Foundation

Capitol TheatreWade- Trim

Map of Landmarks

Downtown has a high density of Flint’s landmarks


Avenue north of the Flint River to Court Street in the south. The corridor is narrow and extends only a block on either side of Saginaw. Major landmarks within the focus area include the Hotel Durante, the University of Michigan-Flint, the University Pavilion, Riverbank Park, the Flat Lot, and government buildings. Other features include the Vehicle City arches erected by the Flint Historical Society, historically designated brick paving along Saginaw, and a number of historic buildings. The area lied at the heart of Flint’s DDA district.

A great deal of redevelopment has taken place downtown in recent years—many community members attest that the area is much livelier than it was even 5 years ago. Numerous new restaurants have settled in Saginaw’s ground-level retail spaces, and in many cases offices and lofts sit above.

The current effort to revitalize downtown is part of a larger movement towards redefining the city as a whole. Mayor Dayne Walling and his administration have been conducting Neighborhood Action Sessions—structured public input sessions held in each of the city’s wards—as part of the decision-making process. Additionally, Flint has begun the process of updating its master plan in order to guide future development towards a comprehensive vision. These two developments together represent great opportunities to determine a direction for downtown, and to involve the community in the process.

Strengths and Weaknesses• An inefficient parking system• Underutilized space• Vacant store fronts that detract from the

overall appearance• A disconnect between universities and

downtown• Limited hours of operation• Lack of diversity in types of retail• Lack of options for a variety of age groups• Streets not designed for multiple forms of

transit• Unsolidified sense of identity• Negative perception by the media, region,

and other outsiders• Loss of funds• Lack of employment in the region• Limited options for affordable housing and

other services• Long stretches between big events and

neighborhood-wide celebrationsFortunately, it can depend on many inherent strengths and existing opportunities.• Engaged and active community members


Research MethodsSAGE’s process centered around two main research methods. The first was an inventory of commercial space within the study area. This involved a field investigation in which our team physically surveyed every commercial structure between 4th Avenue and Court Street. We measured the length and width of the buildings to determine their footprints, and counted the number of stories in order to calculate total square footage. We also noted whether or not a space was occupied, and if so, what use existed there. This data was placed into a spreadsheet for further analysis, and many of our figures were derived from it (see Appendix A).

The second was an analysis of public input. We desired perspectives from as many aspects of the community as we could reach, and thus spoke with business owners, university students, residents, activists, non-profit workers, developers, and members of Flint’s Downtown Development Authority, Downtown Small Business Association, and Downtown Neighborhood Association. Much of our

communication was conducted through phone and e-mail interviews, but some—like our contact with students and residents—were in-person. We also attended both the Downtown Neighborhood Action Session (See Appendix F) and the Student Neighborhood Action Session held by the city, and collected survey responses from the participants (See Appendix E). Surveys were also collected electronically from students at Kettering University.

Through our research and interactions with downtown community members, as well as a review of previously commissioned plans, we were able to determine a vision to focus the development of this plan. The vision is simply to “foster a vibrant, active, and diverse downtown corridor,” and from it came the four goals that form the main body of this report.

• Connections to a regional University (UM-Flint)

• Sizeable student population• The Mott Foundation• Historical continuity• Proximity to Cultural Center• Proximity to growing neighborhoods of

Grand Traverse & Carriage Town• Walkable corridor• Riverbank Park• Existing supportive business community• Committed nonprofit organizations,

development corporations, and other agencies

• Active developers• City administration willing to involve the

public in decision-making• Renaissance Zone designation• Opportunities for government funding• Ample parking• Development momentum


Inventory of Properties

OverviewThe analysis of the downtown property inventory conducted by SAGE has focused on privately-held market properties. Churches, parking garages, infrastructure, and institutional uses that are supplied not by private markets but by bonding and taxes are noted in SAGE’s survey, but excluded in the statistical analysis described in this section. There are several large single-purpose complexes downtown, the typical downtown structure is built two or three stories, each with a roughly 2,500 rentable square foot floor plate (SAGE has assumed that all privately occupied spaces are “rentable”). The most common configuration is the office floor situated above a single ground floor retail tenant. A thorough mix of uses is normal in downtown Flint.

SAGE observed three kinds of market-driven occupancies in Flint’s downtown: residential, commercial office, and ground floor retail. To understand the condition of each market, SAGE ascertained the supply of rentable square footage (RSF) of each rentable structure in the survey area. First, an approximate

gross square footage (GSF) is calculated by measuring building footprints in situ. Multiplying the GSF by the number of full or partial stories and reducing the gross total by a standard “loss factor” of 20% yields the rentable square footage (RSF) area. SAGE verified this “windshield” survey assessment with available market data and the opinions of professionals immersed in Flint’s property market.

The aggregate numbers revealed in the survey are not completely satisfying, however, because not all tenancies are of equal value to lessors, and there are many low-intensity uses currently spread across the office and ground floor retail categories that are, for the purposes of SAGE’s survey, fully counted in the occupancy data. This would tend to make the market picture look even less sanguine than the research presented in this section, although this inflationary effect is offset somewhat by SAGE omitting from the survey area the institutional use capacity of the many properties in the government sector.

(See Total Occupancy Map Color Insert)

Residential Market Synopsis

Commercial Occupancy Synopsis

Ground Floor Retail Occupancy Synopsis


Residential Market SynopsisAmong the various use categories found downtown, residential properties have the highest occupancy rates by a significant margin. SAGE anticipates that in excess of 81% of the total available residential space will be occupied by the end of the year. (See Residential Map color insert) Following the steady growth in the last decade, the housing market in downtown Flint exhibits the signs of a healthy market from both the demand and supply sides. Whereas downtown was virtually empty of full-time residents in the 1990s, it is now home to hundreds of people and will perhaps soon have a population exceeding 1,000. Much of this new housing stock has been provided by historic renovations or new construction that keeps with the historic character of downtown’s many turn-of-the-20th-century buildings. The largest of these recent projects are clustered near the University of Michigan campus in Flint. The demand for housing is particularly strong among students, who are downtown’s largest regular user group.

Several other sites, including the Wade-Trim building, completed in 2007, the Berridge Place, and the recently completed Rowe building, have housing components mixed with office and retail uses. The Rowe Building development is exemplary in that it provides for two “affordable” units (according to Department of Housing and Urban Development criteria) among its eight upper-story lofts; attaining at least 20% affordable housing in a project is just one of the Michigan State Housing Development Authority (MSHDA) programs that qualifies developers for access to more favorable financing. Even if the MSHDA programs are used to their fullest potential, however, the impact on the supply of affordable housing will only be marginal. Federal programs such as HOPE IV and Community Development Block Grant funds can be attracted to diversify the incoming downtown population. These programs are the best hope for those interested in attracting a supply affordable housing to downtown that are commensurate with the population in greater Flint in need of it.

There is very little affordable housing product elsewhere in downtown Flint, SAGE observes, and it is unlikely that affordable housing can soon be supplied by the market. From the developer’s point of view, it is a challenge to make any project work at all, let alone affordable housing developments. In the wake of the financial crisis, however, affordable housing is nevertheless becoming a more attractive program for prospective developers. With the weakness in the housing market and the dearth of mortgage capital, this means that, in the near-term, rental housing is the only viable housing product that the market can supply.

Downtown Flint offers some strategic advantages to housing developers beyond its intrinsic appeal on the demand side: namely, downtown Flint does not have a parking requirement, and the criteria for both obtaining historic and brownfields credits are attainable in downtown. Yet even in possession of the maximum of Federal and State Historic and brownfields credits, the rental incomes that justify the investment to the developer—and


especially the significant risks of developing in Flint—can scarcely make market-rate housing tenable even in the most favorable circumstances. Other common tools such as New-Market Tax Credits are unlikely to apply to most prospective projects, because it requires that a certain percentage of income obtained from the operation of the building be drawn from sources other than residential, and the demand for these other uses can scarcely be said to exist at this moment. Additionally, Genesee County is reluctant to explore tax increment financing (TIFs) in the current market. Creative solutions will therefore have to be engaged to bridge the gap toward making rental housing construction tenable, but where financing can be obtained, SAGE’s inventory suggests that an increased supply of affordable new housing products downtown will be readily absorbed.

Commercial Occupancy SynopsisThe redevelopment of the Capitol Theater on East 2nd Street is planned, and it appears likely to become a reality within the next several years. Currently the Capitol Theater’s upper floors are outfitted for commercial office use, virtually all of which is vacant. The developer of the Capitol Theater would, we feel, be wise to replace office uses with residential, if a build-to-suit or pre-leasing arrangement cannot be secured. (See Commerical Occupancy Map color insert)

Many of the commercial office properties we counted are the small, narrow rectangular spaces in the upper stories of the many turn-of-the century row properties along Saginaw Street. This class of property is largely unoccupied. Many office uses have migrated to the former single family residences on the outskirts of downtown. It concerns us that the dearth of quality properties among the roughly half-million vacant square feet of commercial office space distorts our occupancy rate estimate, but that is balanced somewhat by the full credit given to the Citizens Bank structures, which are almost

assuredly used at something less than capacity given the current shape of the banking industry. Downtown stakeholders should also consider the possibility of a scenario in which Citizens Bank’s assets are purchased—a transaction that would likely relocate its headquarters and staff away from Flint. This would mean the loss of the district’s largest private tenant and one of its most prominent anchors, an ominous prospect for the future of the downtown office market.

A large share of the total vacant commercial office space is concentrated in the 352 building and the terminally vacant Genesee Tower. The former appears destined to us to be in the line of historic redevelopments; the latter structure has no such apparent promise, and is a mismatch with any conceivable direction that an expanding market in downtown Flint could take.

Although it is still the largest use group by the volume of square feet devoted to it, the demand for new office space is, for practical purposes,


nonexistent. Given the bleak outlook in the national commercial office market at this writing, we believe that the era that defined downtown primarily as an institutional and commercial nexus has ended, and that property owners would be wise to market to alternative types of uses to fill these available spaces.

Ground Floor Retail Occupancy SynopsisThe market for ground floor retail uses is, on the surface, the weakest among the different use groups. (See Retail Occupancy Map color insert) Retail also has the smallest share of aggregate square feet of rentable space downtown. Its importance lies beyond its economic impact, however. Fortunately, the trends in retail are relatively positive. The downtown of the ‘90s has been described by some Flint residents as desolate and vacant. Since then, a small but tight-knit collection of downtown business owners has emerged, encouraged by the tax-abatements offered by the Renaissance Zone created a decade ago in Flint. This small boom of downtown businesses in the last several years has sparked the creation of the first downtown business association that is representative of actual business owners. The Rowe Building currently has two vacancies

that are move-in ready; two high-quality retail spaces with large footprints that can be shaped to a variety of different uses, and the Wade-Trim Building across the street also has a vacant retail space as of this writing. The continued growth of a residential population downtown will create the demand for basic services to occupy retail spaces throughout downtown (e.g. a laundromat, a drugstore and pharmacy, and eventually a gym). The upcoming opening of the Witherbee’s grocery is a good example of convenience retail that meets the demands of the growth in housing around it, and a feature that enhances the convenience and attractiveness of downtown living even further.

Note: Building Condition Map color insert also included


Foster a vibrant, diverse, and active downtown corridorVision:



Identity

OverviewDowntown Flint’s character lies in its community and in the physical fabric of the city. These are the things that give visitors a sense of the area’s history as well as its future potential. As the influence of the automotive industry has declined in recent decades, Flint has struggled to redefine that character. Though identity runs deeper than simple aesthetics, downtown Flint will need to address issues of design and placemaking—developing consistent and perceptible cues to set downtown apart as a unique neighborhood. Identity also provides direction. Downtown Flint needs to define

Improve look and feel of physical elements

Promote awareness of historic assets

Improve Riverbank Park

Develop a plan for environmental stewardship

Develop university partnerships

Strengthen downtown stewardship

Objectivesits character in order to achieve focused and purposeful growth. In the last few years, the area has seen a resurgence in community efforts towards this end. This chapter discusses physical improvements to improve the perception of downtown, strengthening and defining the roles of guiding organizations like the Downtown Development Association, and laying the groundwork for environmental stewardship that can develop alongside the city.

Flint’s Sesquicentennial Parade


Improve look and feel of physical elements

The main Saginaw corridor has undergone a number of physical improvements in recent years. Streetscaping is more or less complete: the sidewalks are studded with planters, trees, trash receptacles, benches, and light posts. Meanwhile, the strip’s restaurants, offices,

and lofts line the sidewalks with bright, clean storefronts. Unfortunately, while these elements create a positive downtown experience for visitors, unmaintained vacant storefronts detract from it. There are a number of opportunities for the further physical improvement of downtown,

Saginaw St. between 2nd and 1st, newly opened Rowe building at the center

including addressing the way these storefronts engage passersby, as well as engaging the city’s artistic movement and developing the potential of the corridors alleyways.


Use of Vacant BuildingsThough some buildings may not currently be in use, their display windows present an opportunity to showcase Flint’s cultural heritage, artistic activity, and commercial development. Now, these vacant facades are more representative of the negative aspects of Flint’s recent history and add nothing to a visitor’s experience on the street. Instead, the Flint DDA should negotiate with building owners to install any of the following temporary displays.• Public Art: Flint is home to a thriving artistic

community. Inviting local artists to decorate the empty windows would be a way of adding interest to the street while also supporting the artistic movement and highlighting one of the city’s important cultural assets.

• Information about the City: From basic event calendars to poster boards detailing historical milestones, there are many options for promoting the city itself.

• Advertisements: Some buildings are owned by developers who have already completed other projects downtown. At the very least, the displays could draw attention to those, or give more information about upcoming projects.

In terms of funding, the best case would involve building owners, artists, and developer willing to cooperate on a volunteer basis. However, the first two options may qualify for grant money that could go towards a small fee for renting the display space and commissioning more creative exhibits.

before after

Future infill concept of Saginaw Street


Reimagining the AlleywaysThese recommendations are based on observations of Buckham Alley behind Saginaw’s 500 block. Currently, Buckham serves various important functions in downtown. It offers additional parking, a site for dumpsters, and entry into The Torch—a popular bar and grill—and some other businesses. Yet, with broad swathes of uninterrupted brick walls and very limited through traffic, an alley like this has the potential to be much more. The walls present an opportunity for a public art project that could engage the community on a number of different levels. Additionally, with so many food service businesses occupying the length of the alley, there is the clear opportunity to create outdoor seating.

In general, finding methods of incorporating the artistic movement into the downtown environment seems particularly desirable because it showcases and supports one of the city’s active communities and can result in a productive relationship both for the artists and downtown.

before after

Concept for alleyway connectivity improvement for Buckham Alley


Recommendations• The DDA should coordinate with developers

and property owners to install temporary displays in empty storefronts.• For displays of public art, the DDA

could approach the Flint Creative Alliance, a non-profit organization composed of artists and performers whose programming seeks to promote the arts, culture, education, and community service in the city.

• For Flint-centric displays, the DDA could approach any number of entities, including the Flint Historical Society, the Convention and Tourism Bureau, and the Sloan Museum.

• For advertisements, the DDA could approach the developers themselves.

• The DDA should approach property owners and the Creative Alliance to organize a public art project that would result in a mural, sculpture, or other installation, possibly sited in one of downtown’s alleys. Such a project might involve a design contest or community involvement in construction.

• Businesses adjacent to any of downtown’s alleys should consider alternative uses for the space. One possibility would be to introduce outdoor seating. This would require negotiation with the City, likely through the request of a temporary or seasonal street closure. In order to make alternative uses feasible, business owners would need to address garbage collection—by organizing a new location and scheduling pick-up times— the removal of parking, and conformance to health codes. This would require cooperation among business and property owners, possibly through a block association.

• The DDA should work with the Creative Alliance and other arts organizations to develop programming and public art projects.


Promote awareness of historic assets

Promoting Flint’s historical assets would enhance Flint’s charm and identity within the region, while incentivizing potential business investors. One of the major obstacles facing the city is maintenance of historic buildings and districts, a challenge that can be addressed through more proactive identification and registration of historic sites to gain access to tax credits and grant monies. There are currently 30 areas that have been recognized and designated as historic districts or buildings in Flint. However, the special nature of Flint’s past relationship with the automobile industry allows it to designate still more of its buildings and sites as historical assets.

Map of Historical Assets

maintenance of existing historical assets. This issue stems from the lack of coordination between the local historic districts, which limits both funding opportunities and the economic

Discussions with members of the Genesee County Historical Society and The Carriage Town Historic Neighborhood Association emphasize the need for the rehabilitation and

Dozens of contributing

historic resources in Flint are

concentrated in and around

downtown

S. Saginaw St.

W. 1st Ave.

W. Kearsley St.

E. Kearsley St.

W. 1st St.

E. 1st St.

W. 2nd St.

E. 2nd St.

W. 3rd St.

E. 3rd St.

W. 4th St.

E. 4th St.

W. Court St.

W. 5th St.

E. 5th St.

Harrison St.

Wallenberg St.

Stevens St.

Beach St.Church St.S. Grand Traverse St.

Consulting

S ustainable

A ction for

G reat

E nvironments

Taubman College of Architecture & Urban Planning2000 Bonisteel Boulevard

Ann Arbor, MI [email protected]

Sustainable A ction for G reat E nvironments

Drawing Not to Scale

Vibrant Downtown Flint Street Plan

Hotel Durant

Jackson Hardy House

Berridge Hotel

Smith/Aldridge House

Charles Nash House

Road Cart Factory

First National Bank

Mott Foundation

Capitol Theatre

Masonic Temple

Genessee County Court HouseMethodist Church


opportunities that often accompany proper historical preservation. Additionally, Flint’s abundance of historic districts and sites can make maintaining collaborative dialogue between districts difficult. The lack of continuity among the existing historical districts is a major obstacle in establishing Flint as a historical destination. The City should create a body dedicated to performing functions related to historical preservation. This body would help identify historic properties and encourage their owners to pursue registration through the State Housing and Preservation Office and the National Park Service. It would inform owners of historic properties of the benefits of historical designation, such as access to funds to assist in maintenance. The development and unification of Flint’s historical assets can contribute to a successful promotional campaign that can add definition to Flint’s identity as well as generate activity and support of Flint’s local economy.

Potential Funding Options from Historical Preservation


• Installing commemorative plaques at sites of historic events. This may require the cooperation of Cultural Center institutions as well, such as the Sloan Museum. One potential model for this option would be Louisville Kentucky, whose plaques tell brief narratives of significant events, movements, figures, and other anecdotes associated with various sites throughout the city.

• Organizing murals or community art project that would represent historical milestones and art movements associated with the city. This would be an excellent opportunity to involve artistic groups like the Creative Alliance, K-12 students, university students, and other members of the community. These pieces could also be located throughout as points in a walking tour.

• Alternatively the DDA could create a Historic Preservation subcommittee. Its objectives would be:• To work with the Flint Historic District

Commission to identify opportunities for designating new historic assets

• To protect historic properties and maintain the downtown’s historic character

• To promote Flint as a historical destination within the region.

• The DDA and the Genesee County Convention and Tourism Bureau should work together to promote awareness of downtown’s historic sites. This could include creating printed materials, walking tours, educational opportunities, youth events, family-oriented programming, and historical festivals.

• The DDA should coordinate with the Genesee County Historical Society for the dedication of the Society’s 2013 gift. Two potential ideas for this gift are:

Recommendations:• The City could create an authority that

represents all of the historic districts and sites in the greater Flint community. This Historical Preservation Authority would be a formal council that includes representatives from the City’s historic district associations. Membership could be extended to all owners of historic property and would be open to all community members. The main objectives of this authority would be:• To create a forum for open dialogue

between historic district members and property owners

• To work with the Flint Historic District Commission to identify opportunities for designating new historic assets

• To protect historic districts and maintain the city’s historic character

• To work with the DDA to promote Flint as a historical destination within the region.


Improve Riverbank Park

Riverbank Park, located at the intersection of Flint River with downtown, is an award-winning park, winning the American Society of Landscape Architects Honor Awards for Parks and Recreation Planning in 1982. Designed by Landscape Architect Lawrence Halprin in 1976, the park was planned as a series of 5 connected block parks and includes an amphitheatre, market stalls, a grand fountain, and many other water features designed to incorporate the flows of both the Flint River and storm water run-off.

The park is owned by the City and maintained by the Downtown Development Authority. However, years of only the most basic upkeep have left the park with a negative image. The park currently suffers from an appearance of desolation and a lack of safety when no visitors are present.

The Downtown Flint Placemaking Project—a collaborative effort between the DDA, University of Michigan-Flint Outreach, and the Project for Public Spaces that was funded by the Ruth Mott Foundation—created a plan for the redevelopment of Riverbank Park. The plan cast Riverbank Park as an existing asset to downtown, highlighting the amphitheatre as an important event space and the available public space as a key component of downtown’s landscape.

Building on the Downtown Flint Placemaking Project recommendations to connect Riverbank Park with downtown, there are a number of opportunities for further improvement of Riverbank Park including recreational opportunities, event programming, and physical design improvements.

The New Directions for Public Spaces in Flint plan, prepared by the Project for Public Spaces, suggested that a revitalization of Riverbank Park is necessary for the revitalization of downtown. Through developing programming, design improvements, and recreational opportunities, Riverbank Park has the potential to transform into a vibrant, active, and diverse public space for the community.

Riverbank Park from the Harrison Street Bridge


Responsibilities of the Riverbank Park Authority should include:• Performing maintenance functions• Locating funding streams for maintenance

and upkeep, as well as developing additional fundraising opportunities

• Organizing programming and events• Organizing public input events to form the

basis for redevelopment of the park.• Organizing volunteer clean-ups of the park

to help with upkeep and connect community members with the park.

If the development of a new entity is not an option, the role of the Downtown Development Authority should be expanded to include these responsibilities.

Development of a Riverbank Park AuthorityRiverbank Park is currently owned by the City of Flint and maintained by the DDA. Unfortunately time and financial constraints have led to decline in the intensity of upkeep, with Riverbank Park currently struggling with a negative image in terms of safety and lack of a park-like appearance.

Feedback from Flint community members suggests that the development of a Riverbank Park Authority as a separate entity from the DDA and City will provide an opportunity to develop Riverbank Park into a well-maintained and well- landscaped park that provides programming and recreational opportunities in a safe and enjoyable environment.

Event Programming and Recreational OpportunitiesDowntown Neighborhood Action Sessions highlighted the development of programming for Riverbank Park as one of 15 top action item priorities for downtown. Public input called specifically for ethnic and food festivals to be held at Riverbank Park. Additional programming and recreation-based action items included more programming opportunities in general, kayaking and fishing at the river, student -specific programming, and concerts and other events at Riverbank Park.

Riverbank Park already hosts a number of successful events. The annual summer Flint Jazz Festival, presented by the Greater Flint Arts Council, draws over 10,000 visitors downtown every year. The summer of 2010 will be the festival’s 29th year providing a venue for local talent, encouraging the Flint music scene, and drawing people to downtown Flint. Currently in it’s 11th year, the annual Keep On Keepin’ on Afrikan American Festival draws roughly 1,000 people to Riverbank Park.

Aerial perspective of the Flint River


Expanding on existing programming opportunities by providing additional family-friendly and student-specific affordable and free programming, such as outdoor concerts and movies, as well as ethnic and food festivals, would be one of many responsibilities held by the Riverbank Park Authority. Others involve locating funding streams, developing programming that meets community needs, and establishing ongoing seasonal recreational opportunities. Additional cooperation from the DDA and the City may be required.

Additionally, the developed Riverbank Park Authority, in cooperation with the DDA and city, would provide recreational opportunities such as fishing, kayaking, and/or canoeing along the riverfront as highlighted by public input.

Design and LandscapingDowntown Neighborhood Action Sessions also highlighted action items related to the design and landscaping of Riverbank Park, including overall improvement, removing berms for visibility, displaying public art, increasing visibility and safety, softening the image (for example, introducing ivy onto the concrete), and improving lighting.

Extending the physical space of Riverbank Park towards downtown will increase public green space for additional programming and recreational opportunities, as well as reduce the amount of impervious surface. Reducing impervious surfaces decreases storm water run-off and the amount of pollutants entering the river and other water streams. The Riverbank Park Authority should work with the City and the Genesee County Land Bank to identify possible space within downtown to extend Riverbank Park, as well as potential funding opportunities for purchasing and maintaining the additional space.The community has also

highlighted additional lighting and signage as an important component of increasing comfort and safety.

Making Riverbank Park as a more “park-like” space with additional green landscaping, bbq’s, and picnic tables for leisure will enhance the overall image of the park. Installation of covered pavilions for multi-use events and activities will allow for additional accessibility and seasonal usages. Increased seating options and public restrooms will provide for additional comfort for park users. Installation of bike racks within the park will encourage bicycle connectivity to downtown and the use of the Flint River Trail. Additionally, incorporating public art into the design of the park in coordination with the Creative Arts Alliance and greater Flint Arts community, will increase overall public image of the park. The Riverbank Park Authority should take an active role in finding funding opportunities to enhance the landscape of Riverbank Park.


before after

Riverbank Park with examples of proposed improvements


Recommendations• The City should establish a Riverbank Park

Authority to develop Riverbank Park into a well-maintained and landscaped park that provides programming and recreational opportunities in a safe and enjoyable environment. The Riverbank Park Authority should take an active role in finding funding opportunities to enhance the landscape and programming of Riverbank Park.

• The Riverbank Park Authority should expand on existing Riverbank Park programming opportunities by providing additional family-friendly and student-specific affordable and free programming, such as outdoor concerts and movies; as well as ethnic and food festivals for the greater Flint Community

• The Riverbank Park Authority should rovide recreational opportunities such as fishing, kayaking, and/or canoeing along the riverfront.

• The Riverbank Park Authority should work with the City and the Genesee County Land Bank to extend the physical space of Riverbank Park towards downtown to increase public green space for additional programming and recreational opportunities and reduce the amount of impervious surface.

• The Riverbank Park Authority should make the following physical improvements:• Add additional lighting and signage

for increased comfort and safety.• Make Riverbank Park as a more

“park-like” space with additional green landscaping, bbq’s, and picnic tables for leisure to enhance the overall image of the park.

• Install covered pavilions for multi-use events and activities to allow for additional accessibility and seasonal usages.

• Increase seating options and public restrooms

• Install bike racks within the park to encourage bicycle connectivity to downtown and the use of the Flint River Trail.

• Incorporate public art into the design of the park in coordination with the Creative Arts Alliance and greater Flint Arts community.


Develop university partnerships

Downtown Flint and the Universities located nearby all have a lot to gain from strengthening their relationships. The downtown area depends on the schools to bring in student traffic, and the student population forms a large potential user base—whether of housing, dining, or retail. The schools are also a source of excellent informational, practical, and human resources. Meanwhile, downtown serves as an attraction for prospective students and offers opportunities for civic engagement and a place for students to apply their knowledge and passions.

The local universities have pledged their assistance and support in many ways. Community outreach is a key element to each university’s mission and serves as a way to link university resources needs in the surrounding area.

The University of Michigan-Flint (UM-Flint) is host to many programs that seek to extend their resources to the greater Flint community. Some programs at UM-Flint include:

• The Early Childhood Development Center, which provides childcare to community members and training to early childhood caretakers and educators

• LAUNCH, which hosts workshops and community programs to promote creativity and entrepreneurship

• Events and building services• The urban health and wellness center

At Kettering University, the Student Civic Engagement Center (SCEC) provides students with opportunities to serve the Flint community, and also coordinates community service initiatives with other Flint universities.

Mott Community College has recently incorporated grant money into the new Flint North Central Community Outreach Partnership Center (COPC). The Center’s programming is designed to engage community members and organizations to address issues of housing, job training, crime prevention, and neighborhood beautification.

69

21

475

Robert Longway Blvd

Mott Community CollegeUM-Flint

Kettering University

University Ave S Saginaw St

MLK Ave

Saginaw St

= .5 mi

Proximity Map

Proximity of Flint’s Higher Education institutions from downtown and the connections between them


The current supportive role taken by the universities is valuable but could be developed further with a stronger partnership with the city. Ultimately, these partnerships, which will help shape downtown development, should seek a reflection of student interests and schedules in the things that take place downtown, as well as a sharing of resources and ideas.

Public input shows that students would like more transportation options into downtown. Currently, only UM-Flint is within a comfortable walking distance of downtown, and even then, some of its buildings across the river may seem too far at night or in winter. The universities could both strengthen their relationships with one another and help facilitate the movement of students into downtown by coordinating a loop shuttle to serve main campus buildings or parking areas, and downtown residence halls. Such a shuttle would have to coordinate scheduling with classes and with downtown’s hours of operation, and may be a useful tool in developing a downtown that stay later longer.

Recommendations:• The universities should coordinate to

implement a looping shuttle that runs between main university buildings or parking lots and downtown residence halls.

• The DDA should work with the DSBA and the universities to forge a stronger connection between local businesses and student lifestyles. First, they should work on bringing more students downtown, possibly through promoting “student days” that involve either student discounts or sidewalk fairs. Potential programming for sidewalk fairs could include samples and space for student organizations and Flint agencies looking for student volunteers to set up display tables.

• The DDA and other downtown groups like the DNA or DSBA should create roles for individual students or student committees to play in the development of downtown.

• The universities should work with downtown’s numerous government and non-profit agencies, and possibly offices and firms to develop more internship or employment opportunities for students.

• The universities should formalize communication with the DDA and downtown development partners to advocate for student interests throughout the development process.

“Finding ways to utilize the surrounding educational establishmentsand partnering with big companies will help build the foundation for downtown and create networking opportunities.” (See Grand Rapids case study, Appendix B)


Develop a plan for environmental stewardship

Flint’s current mayoral administration has initiated the Green Flint Initiative to develop long-term urban sustainability in the city, while enhancing the lives of Flint’s residents in their environment. Current elements of the initiative include developing a curbside recycling program, utilizing wastewater for energy, urban farming, brownfields reuse, and the creation of green space and access to nature for the community.

Protecting the natural systems of Flint must be a priority as the city moves forward with future downtown development. Conservation, restoration, and maintenance of functioning natural systems protect ecosystem functions and provide diverse recreation, social, and

economic benefits to all people. Through providing an ecological framework for environmental, social, and economic health, future smart growth, future land development, and land conservation decisions are better able to accommodate changing population growth and protect and preserve community assets and resources.

Utilizing the momentum of the current Green Flint Initiative, the City and the DDA should direct an effort to create a long-term environmental stewardship plan that will guide future development and protect natural features.

“Urban sustainability is not just about a hike in the woods,” Mayor Walling Dayne Walling said during a recent interview on April 23, 2010 as part of the Greening of the Great Lakes conversation on News/Talk 760 WJR. “It really is about how you make life better for people. You have to come up with ways to create green space and access to nature but also develop projects in a way that are appropriate for the


Green Space and ParksCommunity input highlights the importance of expanding of Riverbank Park and creating more green space within the downtown vicinity. Establishing Riverbank Park as a green space hub in the greater riverfront open space system as outlined in the “Flint River District Strategy Plan” will support conservation and associated recreational opportunities, while connecting existing resources along the river. Additionally, extending the physical space of Riverbank Park towards downtown will increase green space and reduce the amount of impervious surface, reducing the amount of storm water run-off and pollutants entering the water cycle.

Utilizing native landscaping in parks and along streets and pathways is suggested as a way to both support biodiversity of the ecosystem, as well as reduce overall maintenance costs. Native landscaping attracts a variety of birds, butterflies and other animals, supporting biodiversity. Once established, native plants do not need fertilizers, herbicides, pesticides or watering, thus benefiting the environment and reducing maintenance costs.

DOWNTOWN FLINT

Mott Park

Riverbank Park

Kearsley Park

Ballenger Park

Burroughs Park

Dayton Park

Avondale Cemetary

Wilson Park

Aldrich Park

Glenwood Cemetary

FLINT GREEN SPACE

Greenspace Diagram

Riverbanl Park as part of a potential network of green space and active recreation


Green Streets & Storm Water ManagementAccording to the Environmental Protection Agency, storm water run-off is created when water flows over terrain or impervious surfaces (paved streets, parking lots, building rooftops) and does not permeate into the ground. As the run-off flows over the land, it accumulates debris, chemicals, sediment and other pollutants that can negatively impact water quality.

Existing Partial Street Plan Green Streets Concept Plan

Small modification applied to existing street infrastructure can improve connectivity, better

manage parking, and reduce stress on stormwater systems


Portland, Oregon is currently a leader in developing and using strategies to effectively manage storm water run-off. In 2007, Portland began incorporating green street facilities into urban development. Green streets, as a sustainable storm water management strategy, use a natural systems approach, reduce flows, improve water quality, and enhance watershed health. A Green Street uses vegetated facilities to manage storm water run-off at its source.

Elements of Portland’s Green Street Program include:• Reducing polluted storm water entering

rivers and streams• Improving pedestrian and bicycle safety• Diverting storm water from the sewer system

and reducing basement flooding, sewer backups and combined sewer overflows

• Reducing impervious surface so storm water can infiltrate to recharge groundwater and surface water

• Increasing urban green space• Improving air quality and reducing air

temperatures

• Reducing demand on the city’s sewer collection system and the cost of constructing expensive pipe systems

• Addressing requirements of federal and state regulations to protect public health and restore and protect watershed health

• Increasing opportunities for industry professionals.

Utilizing a similar approach to the one Portland has undertaken, Flint has the opportunity to develop a “green streets” initiative to incorporate storm water management practices into the design and renovation of parking, streets and other major pathways. The community expressed a desire to develop innovative storm water management during downtown Neighborhood Action Sessions.

By encouraging the incorporation of rain gardens, green roofs, swales, porous pavement, and native landscaping into new and existing parking lots and streets, Flint can take an active role to improve water quality, reduce runoff, and remove pollutants.

Recommendations:• The City should cooperate with the DDA

to develop a long-term environmental stewardship plan should be created to guide future development and protect current natural features.

• The City should establish Riverbank Park as a green space hub in the greater riverfront open space system

• The City should extend the physical space of Riverbank Park towards downtown to increase green space and decrease the amount of impervious surface.

• The City should utilize native landscaping in parks and along streets and pathways to support biodiversity of the ecosystem, as well as reduce overall maintenance costs.

• The City should develop a “green streets” Initiative to incorporate storm water management best practices into the design and renovation of parking, streets and other major pathways.


Strengthen downtown stewardship

Successful stewardship will require downtown stakeholder groups to make a commitment to working together over the long term in order to maintain and promote a shared vision of what downtown should be. Businesses and residents need forums to discuss issues that are important to them, as well as a clearly defined downtown manager to help them implement ideas that will improve the downtown experience. Meanwhile, the district as a whole needs this manager to

coordinate development projects and downtown activities, to oversee the development process, and to ensure that downtown’s character stays consistent with an established long-term plan.

The Vibrant Downtown plan proposes a stewardship structure that includes the Downtown Development Authority, the Downtown Small Business Association, and the Downtown Neighborhood Association. These organizations already exist in Flint, but their roles need to be more clearly defined, especially in relationship to one another.Flint has a Downtown Development Authority

tasked with overseeing the economic and physical development of the downtown district. The DDA lists the following as its primary responsibilities:

• Development and advocacy of long range plans for the reuse of vacant facilities

• Acquisition and disposal of property• Restoration and preservation of old

buildings• Correction and prevention of deterioration• Promotion of economic development

projects in Downtown• Managing off-street and on-street parking

facilities• Maintenance and beautification throughout

the District

View of Flint’s historic and modern adaptation of historical currents extending from 1st Street to 2nd Street


Currently, this translates into street maintenance, parking management and the recent dedication of a new downtown parking structure, some maintenance of Riverbank Park, and taking a part in holiday programming. The DDA also works in conjunction with other organizations to share the burden of beautification efforts like clearing snow and planting flowers, and cleans up after large events.

Unfortunately, there is a disconnect between the DDA’s work and public perception of its work. Input from the community indicates that the DDA’s involvement in downtown development is relatively low, and reveals public skepticism about the DDA’s operations in general. Some claim that the DDA accomplishes very little, and still others are unaware of its existence. This disconnect is problematic because the DDA’s success depends on the trust of the people and their willingness to support its initiatives. The DDA will have to improve its public outreach by increasing transparency and actively communicating with the public about its work.

The DDA may need to make several internal changes as well, and this will require attention from City Hall. Due to difficult political transitions over the past few years, the appointment of new members to the DDA has been forgotten—most of the DDA’s current members are serving expired terms. A common theme in feedback from community members is that the DDA needs to be refreshed, that its members need to be more proactive and open to new ideas.

Ideally, the DDA will expand its capacity to fulfill the role of primary manager of the downtown district in time to execute the 5-year plan that results from the Downtowns of Promise program. Its role at that time will be to act as the hub in a formalized working relationship between itself, the DSBA, and the DNA. It should also be able to synthesize public opinion and expert recommendations into a comprehensive area plan to be incorporated into the City of Flint’s official updated master plan.

Recommendations:• The Mayor should show that downtown

redevelopment is one of the city’s priorities by completing new appointments to the DDA.

• The Mayor should appoint a new CEO who has a thorough knowledge of how successful DDAs have operated in other cities. Alternatively, the DDA could hire a consultant who could advise on these matters. The goal, however, is for someone with outside knowledge to combine his or her expertise with the knowledge of current board members to steer the DDA in a new direction.

• The DDA should review its mission statement and responsibilities, create a series of benchmarks to measure its success, and create a short-term plan—up to 5 years—to reach those benchmarks.


• The DDA should promote transparency and make an effort to connect to the public. • Encourage members of the public to

attend all DDA meetings• Ensure that meetings take place

at reasonable times for public participation

• Announce meeting dates and times on the internet, in the local newspaper, and on the City of Flint website

• Incorporate public input into development strategies

• Make the DDA website more open and informative. The website should provide the following:

• Details about the DDA’s current initiatives

• News related to downtown development

• Details about past achievements• Recognition of the DDA’s community

partnerships• A calendar of events

• Information about how community members can participate or assist in current and upcoming projects

• Profiles and contact information of all DDA members

• Frequent and regular updates

The Downtown Small Business Association and the Downtown Neighborhood Association also have roles to play. The two organizations have similar missions. Anyone can join the DSBA; currently the membership includes business owners, supporters, and others who have an interest in the downtown area. Members determine initiatives that would benefit downtown businesses and then find the proper channels to implement them. Past initiatives include consolidating trash collection among business owners, and the group is working to install bike racks on Saginaw Street. Recently, the DSBA has become more active in terms of outreach, and will be using programming to introduce more community members to the organization. Much of the DSBA’s cooperation in the past has been with the DDA, especially regarding snow clearance and other maintenance, but there is room for growth and for cultivating a relationship with the DNA.


The DNA is a very new organization, formed in 2009 by members of the Downtown Loft Association. The membership consists mostly of loft residents from central downtown, but also includes those living in houses on the outskirts that are not a part of any other neighborhood. Its mission is to make the area more livable for residents by working with local government and the DDA to bring new businesses and tenants downtown. The DNA foresees itself helping prospective residents find housing within their budgets by compiling a list of all the available spaces being provided by different companies. The group also plans to advocate for what residents need in terms of products and services, and to determine how many residents are available to support those businesses. The Loft Association may have had some cooperation with the DDA in the past, but the new DNA has the capacity to form much more productive relationships with both the DDA and DSBA.

Recommendations• The three organizations should formalize

their interactions in terms of a communication schedule to maintain a constant exchange of ideas and initiation of projects. This may involve meetings between representatives, presentations made by each group at the regular meetings of the other groups, and the appointment of liaisons.

• Once a working relationship has been established, the DDA should organize efforts to create an area plan to be included in Flint’s updated master plan. The DDA should coordinate with the DSBA and DNA to gather input from downtown stakeholders to be incorporated into the plan. This plan should encapsulate a vision for the types of uses and physical designs that will define downtown Flint for years to come.

Sustainable Action for Great Environments42New Flint business cluster in concert with loft housing development between Kearsley and 1st Street


Activity

OverviewFor downtown Flint to be vibrant, it needs to be a setting where things take place—where people can be active and engaged with the neighborhood. The community generally agrees: downtown is much livelier than it was even 5 years ago, and people are happy to see new businesses emerging along Saginaw. Even so, community members have expressed a readiness for more variety in the types and affordability of the products and services available downtown. Residents especially have a very strong desire to see more businesses that would serve their everyday needs. Meanwhile, most of the community agrees that it is difficult

to be spontaneous downtown, and would like to see greater accessibility to activities during leisure time that, currently, does not necessarily coincide with downtown’s hours of operation. Flint residents are proud of the signature activities already present downtown—the festivals, the restaurants—but they would like to see more. This chapter discusses event programming as an attraction and expression of local character, the expansion of business types and support for entrepreneurs, and the development of a 24-hour downtown to suit the lifestyles of the surrounding community.

Organize event promotion and programming

Develop diversity of uses

Encourage 24-hour activity

Objectives

Crim Festival of Races


Organize event promotion and programming

Programming provides residents with opportunities to stay downtown, and attracts visitors to the district who might otherwise have chosen alternate venues. A number of festivals and celebrations currently take place downtown, but the community should encourage further diversity in programs to meet the needs of residents and attract students and visitors. One thing that would facilitate this is the creation of an easily accessible process for community groups—such as cultural associations, religious organizations, non-profits, and student groups—to organize events through a central downtown management body. Ideally, this body would be the DDA.

Public input consistently highlights a desire for family friendly programming such as outdoor movies or concerts, including those using existing space, such as Riverbank Park. Community members have also expressed a desire for more student activities and opportunities downtown, particularly free and affordable programming options. Furthermore, programming that is spread evenly and frequently throughout all

four seasons would help maintain consistency of activity downtown. This consistency could further be established through ongoing weekly or monthly events (such as a specific activity every Friday evening).

Recommendations• The DDA should form an events

subcommittee within its Marketing and Planning Committee. This subcommittee would develop a formal submission and review process for the programming of year-round events. Because these events are intended to draw all members of the community together, the committee would endorse those that are non-biased, open, and which reflect the community’s interests.

• The DDA should create and maintain a website that contains a complete listing of all of the events taking place downtown, as well as their dates, times, and details.

• The DDA should offer planning support for event organizers by keeping records of details of past events, including contacts, venues, pricing, catering, security, and funding sources. This resource should be made readily available to people who are interested in hosting events downtown.


Develop diversity of uses

A common theme in interviews, conversations, and public input sessions with members of the downtown community was a demand for more variety in the types of businesses downtown, offering a range of products and services. Common requests are for convenience retail, such as a drugstore, and specialty retail, such as boutiques and crafts. Most downtown stakeholders seem to be aware of this demand, including developers, but the question is whether and how to encourage such a range when there is no guarantee that the area has enough users to support them. The current development pattern, which is mixed use that typically stacks offices and lofts on top of ground-level food service, is the result of careful strategizing by developers who are waiting for that guarantee. For further discussion, see Scott Whipple’s interview in Appendix C.

Meanwhile, the downtown district does not have to wait to employ measures to support the ventures of entrepreneurs who are already willing to take more risk. Downtown partners committed to nurturing development should be especially supportive of local businesses, which add to the city’s uniqueness by representing its local character. Flint LISC, the DDA, and other partners should work to create a business incubation and support center where entrepreneurs can easily access advice, a review of their plans by someone who understands city and state ordinances, and information regarding potential funding sources.

“...You have to stay positive… setting up a business in downtown is a huge gamble that people should be willing to take because it is fun and being a part of the revitalization effort is amazing…” (Tami O’Neill Harchick, Owner, Garibella Salon; See interview, Appendix C)


Existing Activities Map

North Downtown

South Downtown


One past source of financial support is the Flint Renaissance Zone program, which provides state and local tax exemptions, as well as grants and loans, to businesses and residents within one of seven designated areas in the city. The downtown district is one of these areas, but its designation expires in 2015. It is unclear how much this designation has contributed to the recent increase in downtown development, but the correlation warrants an in-depth evaluation that weighs the actual benefits created by the program against the costs that the city incurred as a result. For further discussion of this evaluation and the potential renewal of the program, see Appendix D. The DDA and DSBA can offer further support for existing businesses through promotion and by responding to the needs of business owners. An additional level of management could be provided by block-level associations of business and property owners in close proximity to one another that share either a block with a unique character, or one that has a shared physical resource like an alley.

Such associations would be able to coordinate initiatives like alley enhancements. While a market study was beyond the scope of this project, SAGE can make suggestions as to what types of businesses to encourage. First, the DNA is an excellent forum for residents to discuss the types of products and services that would make downtown more livable for them and more attractive for potential residents. It will also be an important player in organizing area residents to support those businesses once they emerge. Second, a good measure of business diversity is how well the area provides for people in every age group. The downtown community includes families with young children, students, and seniors, and community members have expressed a desire to see amenities geared towards them. These two suggestions really go towards ensuring that the businesses developed in valuable downtown space are relevant to the community that will use it.

Recommendations• The DDA should communicate with

developers to understand their strategies for undertaking projects. If developers are waiting for specific conditions that are compatible with the district’s long-term vision, then the DDA should work with them to bring about those conditions.

• The downtown development community should encourage local entrepreneurs by creating a business incubation and support center. This center should provide access to advising, plan review by city administrators or other persons familiar with city and state code, and information on funding sources. Ideally, this center would be in proximity to relevant municipal buildings or financial institutions.


• The DDA should conduct an evaluation of the downtown Renaissance Zone designation to determine whether or not it is worth extending past 2015. The evaluation should consider the following information:• The number of businesses downtown

annually starting in 1997 (the year the Renaissance Zone was instated): this data should track type of business, size, number of employees, and number of patrons

• A survey of business owners to find out what impact the Renaissance Zone has had on drawing them to the area and/or maintaining their businesses downtown

• An annual report of financial tax loss to determine availability of future tax base

• A report on openings and closings of businesses starting in 1997

• The number and type of job opportunities created and lost since 1997

• For recommendations for extension of the designation, see Appendix D

• The DDA should encourage businesses that provide products and services for all age groups.

• Business and property owners that share a common character or physical resource should consider forming an association to deal specifically with activities and promotions taking place on their block.


Encourage 24-hour activity

Although a substantial amount of development has occurred recently in downtown Flint that provides increased restaurant and retail opportunities, the opportunity to LIVE, WORK, and PLAY downtown is greatly limited by hours of operation and lack of pubic space for leisure activities.

Public input continues to highlight community members concerns about the lack of diversity in amenities and retail opportunities available downtown. Making downtown Flint a 24/7 city was one of 15 action item priorities for downtown from Downtown Neighborhood Action Sessions. There is a strong desire for a LIVE/WORK/PLAY environment with 24-hour opportunities available. People are currently able to live and work downtown, but few options exist for leisure activities, particularly in the evening. Many establishments shut down in the early evening, requiring residents to drive to necessary or desired services. Meanwhile, students have limited options for socialzing with peers after class in the downtown district. Streets are emptied at dark.

Flint’s downtown should be a vibrant corridor with a range of affordable options, aimed at a variety of people, including students, families, local residents, youth, and seniors, with opportunities available throughout the day and evening.

Saginaw Street festive illumination hilghlights historic arches and laterns


Spontaneous RecreationSpontaneous recreation provides users with informal opportunities to come together and build community through play and leisure activities. Informal gathering spaces provide users with opportunities to congregate and eat, study, and converse together. Few opportunities currently exist in Flint for spontaneous recreation, and there is little to no informal space available for communal gathering in the downtown district. Users must rely upon formal establishments and are bound by hours, cost, and rules set forth by those establishments. It is essential to develop space for informal gathering and spontaneous recreation within the district that provide affordable opportunities for a variety of users.

By providing sport courts—such as bocce ball, basketball, and/or volleyball—in public spaces, will encourage physical activity and opportunities for populations that may not have other accessibility to yards or private open space. Incorporating public art into downtown

encourages users to interact with both the art piece and each other. Incorporating small plazas and informal outdoor seating space into downtown allows for opportunities to gather, relax, and interact outside of formal establishments.

Private ActivitiesOne of the major concerns of current residents and community members is the limiting of activity downtown due to hours of operation of private establishments. In order to establish downtown as a vibrant LIVE, WORK, and PLAY environment, attempts should be made to work with current business owners to extend hours and provide affordable opportunities for all users.

The Downtown Small Business Association should find ways to make it feasible for businesses to stay open later, and work with business owners to develop opportunities to further connect with students, such as open houses, evening events, and special weekly or monthly events.


Recommendations:• The City should provide sport courts, such

as bocce ball, basketball, and/or volleyball, in public spaces to encourage spontaneous recreation.

• The DDA should work to incorporate public art into downtown.

• The City should incorporate small plazas and informal outdoor seating space into downtown to allow for opportunities to gather, relax, and interact outside of formal establishments.

• The DDA should develop family friendly programming and specific student activities and opportunities downtown. Provide ongoing opportunities throughout all seasons to maintain consistency of activity downtown.

Sidewalk seating and dinning along 2nd Street with perspective of the Dryden Building



Connectivity

OverviewDowntown Flint is the center of a larger region. It serves as the juncture between important neighborhoods in the area, like Grand Traverse to the west, Carriage Town to the northwest, and the Cultural Center to the east. The university campuses are also located nearby—much of the University of Michigan-Flint lies in or adjacent to the main corridor, and new student residences are sited near the heart of downtown. Strengthening downtown means enhancing its connections to all of these places and to the region as a whole. Recent initiatives have laid the groundwork for this enhancement, but the

Adopt wayfinding standards

Strengthen connections to other neighborhoods

Create a comprehensive parking plan

Objectivesnext step is to focus on details. This chapter proposes the adoption of a wayfinding system to guide people into and through downtown, improvements to downtown’s connections to nearby neighborhoods to encourage more traffic into downtown, and a comprehensive parking plan.

Park”ing” Day 2008 Saginaw - Rethinking connectivity as a public space in downtown


Adopt wayfinding standards

Wayfinding refers to a system of signs and maps designed to help people navigate an area. This plan recommends that downtown Flint implement wayfinding signs throughout downtown and in nearby neighborhoods. The addition of wayfinding signs and directories will help guide infrequent visitors to Saginaw from the highway and other entrance points. They will also help define the spatial relationships between downtown’s landmarks and attractions, as well as downtown’s relationship to surrounding areas.

ScaleWayfinding signs and directories should serve the different modes by which people access downtown.

VehicularThe downtown corridor lies within one mile of I-69 and I-475, and within five miles of I-75. However, no clearly indicated paths exist between the interstate ramps and Saginaw Street. There should be signs to direct traffic along an efficient path into downtown and towards public parking structures. In the same vein, there should be signs to help people return to the highways from downtown. This would be especially useful for newcomers and infrequent visitors who are unfamiliar with the area’s one-way street system.• Signs directing traffic to and from highway

entrances and exits• Signs directing traffic to and from major

roads, neighborhoods, parks, the Farmer’s Market, and the universities

• Signs directing cars towards parking structures

PedestrianSigns meant for pedestrians can serve two functions. First, they indicate that walking is a safe and acceptable method of exploring downtown and nearby neighborhoods like Carriage Town and the Cultural Center. They reinforce the idea that downtown is not isolated from these areas. Second, they can inform people about potential activities and attractions, and encourage people to visit them by making them easier to find. The City of Ann Arbor uses signs that state the distance between locations both in length and in the amount of time it takes to walk that distance. The signs can direct pedestrians towards well-maintained connector streets that are fitted with amenities like lighting and planters that can make walking a safer and more pleasant experience.


• Signs indicating the direction and distance of Grand Traverse, Carriage Town, and the Cultural Center

• Signs leading pedestrians along specially designed connector streets (for longer distances)

• Signs indicating the direction and distance of attractions, parks, and UM-Flint

• Directory maps showing the viewer’s location relative to downtown attractions, as well as nearby neighborhoods and their main attractions

BicycleCycling is not currently a well-supported form of transportation in Flint. As this plan proposes the addition of bicycle lanes and paths to the city’s transportation system, it proposes coordinating signs as well. This would signal that cycling is an acceptable and expected way of traveling through downtown and potentially encourage more casual bike travel from nearby residential neighborhoods and suburban areas.• Signs indicating dedicated bike lanes and

paths• Signs directing cyclists between downtown

and other neighborhoods, including distance information

DestinationsWayfinding signs also serve to make people aware of other places that they might want to visit and would increase public awareness of Flint’s major landmarks. Though Flint should be careful not to overwhelm the relatively small downtown corridor with excess signs, it should use wayfinding to draw attention to the following sites:• UM-Flint• Riverbank Park• Flint Farmer’s Market• Grand Traverse, Carriage Town, and

Cultural Center neighborhoods• City Hall

In many other cities, wayfinding has been implemented by the DDA. Because it has components related to beautification, transportation, and marketing, this project would be best implemented by the Flint DDA.

Examples of signage give detailed information about how to navigate the streets


Recommendations• The DDA should implement a wayfinding

system that serves drivers, pedestrians, and cyclists, and which calls attention to main destinations in and around downtown.

• The DDA should work with the City of Flint and the surrounding neighborhoods of Grand Traverse, Carriage Town, and the Cultural Center to coordinate similar signage to facilitate navigation between these areas.

• The DDA should seek a design process that involves the community as much as possible. Here are two possible options for undertaking the design process.• Solicit design submissions from

community members and students of all ages• Highest level of engagement with

the community• Has an event-like quality• Could be very fruitful given the

robust artistic culture in the area• Entries would be presented to the

public for input and critique before selection

• The final design may be modified to fit wayfinding conventions

• The process should still be moderated or guided by a consultant familiar with wayfinding conventions

• Hold a design charrette to determine community preferences, then hire a designer or firm to create a small number of options based on those preferences• The public would be welcome to

judge charrette designs• Has an event-like quality• A designer or firm would create a

number of designs based on the results of the charrette

• The public would vote on the final options created by the designer or firm

• Though aspects of the signs should be standardized throughout neighborhoods, certain features like color or icons could be unique to each neighborhood in order to differentiate between their separate identities.

For information on how other cities have approached wayfinding, see the Wayfinding Recommendations and Analysis Ann Arbor, MI (Corbin Design), which details the strategy behind the city’s wayfinding system, as well as the Downtown Wayfinding Plan for Baton Rouge, LA (Sasaki), which is a catalogue of all of the styles and standards to which the city’s signs adhere.


Strengthen connections to other neighborhoods

Flint’s downtown should be a pedestrian- friendly environment that attracts residents from all over the city. Currently, the automobile and roadways serve as the major linkages between Flint’s major landmarks, institutions, and neighborhoods. Few safe pedestrian pathways or bicycle paths currently exist. Reliance on the automobile to draw users to downtown severely limits a diversity of users.

Both the Uptown Reinvestment Strategy and the Flint Cultural Center Master Plan express a need for a developed connection between the cultural center through downtown into UM-Flint campus. Additionally, it is difficult to navigate the intricate web of highway systems into downtown that lead towards the UM-Flint campus.

Developing multimodal forms of transportation into downtown, particularly via bicycle and pedestrian trails, will encourage more people to go downtown from adjacent neighborhoods, including Grand Traverse, Carriage Town, the Cultural Center, and the three university campuses. Accessibility for diverse users and an availability of transportation options will further encourage downtown activity.

DOWNTOWN FLINT

Grand Traverse

Mott Community College

Carriage TownMott Park

Third Avenue

Cultural Center

Glendale Hills

University of Michigan-Flint

Kettering University

Central Park Neighborhood

Buick City

College and Cultural Neighborhood

Kearsley-Longway-Eastside

FLINT NEIGHBORHOODS

Neighborhoods Map


Flint River TrailThe Flint River Trail currently connects the riverbank with downtown and other potential points of interest including existing trail connections. The Flint River Corridor Alliance Final Report cites assisting in the completion of the river trail as a regional system and improving and establishing a wayfinding system as one of the group’s goals. Providing additional signage and lighting for the Flint River Trail could help establish the trail as a major greenway trail corridor between Kettering University, UM-Flint Downtown, Riverbank Park, the farmers market, and other points of interest in Flint.

This should be a collaborative effort between the Riverbank Authority, City, and DDA.

Multimodal OptionsCity and Regional Government in collaboration with the DDA should increase multimodal options through additional bicycle and pedestrian friendly pathways into downtown; utilizing additional pathways to create major nodes and hubs through downtown and greater Flint and further establishing a pedestrian friendly network throughout the city.

Introduction of bike racks at key nodes throughout downtown and instituting bike lanes along major auto and pedestrian pathways entering and exiting downtown will increase accessibility. This has been supported by public input from the community.

Connecting to the Cultural Center and Grand Traverse neighborhoodsThe Flint Uptown Reinvestment Strategy recommends improving pedestrian connections between downtown and UM-Flint to the Flint Cultural Center, and specifically highlighting Kearsley Street as a way to draw visitors from the Cultural Center to downtown amenities. By designating two major pedestrian pathways between the Cultural Center and Downtown Corridor, and implementing lighting, landscaping, and signage to increase safety and accessibility, downtown can link to the large number of people that visit the Cultural Center each day.

A similar opportunity exists to connect downtown with the Grand Traverse neighborhood, a 70 square block neighborhood west of downtown Flint. Two major pedestrian pathways should be established between Grand Traverse and the downtown corridor, as well as implementing lighting, landscaping, and signage to increase safety and pedestrian accessibility to downtown.


Connecting to University CampusesPublic input, particularly from students, brought up the importance of providing safe and accessible transportation between the university campuses and downtown. Few transportation options currently exist between the campuses for students, professors, and employees. By Employing a Campus Loop Shuttle between Kettering University, University of Michigan-Flint, Mott Community College and downtown, there will be increased accessibility between the campuses, as well as the potential for drawing additional people downtown. The shuttle will provide increased options for parking downtown or on campus, increased access to downtown amenities and restaurants, and a reduction in automobile usage in the downtown area.

Additionally, establishing a safe and pedestrian friendly path on the bridge connecting University of Michigan-Flint and Carriage Town with Downtown will draw students to downtown services and amenities.

Recommendations• The City should provide additional signage

and lighting for the Flint River Trail and establish its role as a major greenway trail corridor between Kettering University, UM-Flint Downtown, Riverbank Park, the farmers market, and other points of interest in Flint.

• The City should increase multimodal options through additional bicycle and pedestrian friendly pathways into downtown. Utilize additional pathways to create major nodes and hubs through downtown and greater Flint and further establish a pedestrian friendly network throughout the city.

• The DDA should introduce bike racks at key nodes throughout downtown and institute bike lanes along major auto and pedestrian pathways entering and exiting downtown for increased accessibility.

• The DDA should work with neighborhood associations and the City to designate two major pedestrian pathways between the Grand Traverse Neighborhood and Downtown Corridor. Implement lighting, landscaping, and signage to increase safety and accessibility.

• The DDA should work with neighborhood associations and the City to designate two major pedestrian pathways between the Cultural Center and Downtown Corridor. Implement lighting, landscaping, and signage to increase safety and accessibility.

• The DDA should establish a safe and pedestrian friendly path on the bridge connecting University of Michigan-Flint and Carriage Town with Downtown.

• The universities should employ a Campus Loop Shuttle between Kettering University, University of Michigan-Flint, Mott Community College and downtown.


Create a comprehensive parking plan

The downtown area needs to implement a constructive planning approach to parking that will identify the locations best suited for parking and direct motorists there, make the existing parking infrastructure more profitable, and encourage policies that will reduce the amount of surface area devoted to parking while promoting density and redevelopment.

Parking management falls under the responsibilities of the DDA, which recently constructed the Rutherford parking deck at the intersection of Kearsley and Beach Streets. Unfortunately, the structure was not as profitable as the DDA had projected and revenue could not cover the cost of the project. The City of Flint had to draw from its general improvement fund to pay the remaining balance. While there may be other factors involved in the revenue shortfall of the structure, the most critical seems to be demand that was far less than the DDA had anticipated. The existing supply of downtown parking, whether in surface lots or along the curbs, is too large. The DDA, or one of its partners in downtown development, needs to create a comprehensive parking plan to reduce the supply of parking, targeting the least spatially efficient sites first.

The Flat Lot, a surface parking lot owned and operated by the DDA that occupies a full city block along Saginaw, is the quintessential example of low-intensity parking disrupting the urban fabric of Flint’s downtown core. Countless public input responses call for new development on that site, and suggested uses run the spectrum from public park space to a mixed use project. The University of Michigan-Flint Campus Master Plan, produced by Sasaki, recommended that the site be developed jointly by the City and the University as a park and plaza space, a new residence hall, and potential retail uses in the ground floor such as a bookstore, small cafe, or neighborhood retail. In the presence of so many ideas, and due to the high-profile nature of the site, any redevelopment process should include a vigorous public input phase. However, without guarantees that ample convenient parking exists outside of the Flat Lot, the DDA is reluctant to begin redevelopment. That is why a complete count of available parking areas, and a plan to use them as part of an integrated system, is so important. SAGE conducted a preliminary count and found…

Example of potential metered parking solution


North Downtown

South Downtown

Parking Map


vulnerability to vandalism that Flint’s former meters had, and the new meters allow for the use of credit cards, which are replacing cash as means of exchange.

Generally, a well-planned parking system would transform downtown’s parking supply from a financial liability that consumes valuable space into an asset that supports downtown vibrancy.

For more discussion of downtown parking, see Appendix D.

Recommendations• The DDA should conduct a parking study to

make a full count of available parking and assess an appropriate price for metered parking.

• Using the above study, the DDA should identify the most inefficient extraneous parking sites and slate them for redevelopment.

• Closed sites should be kept closed to parking, but offered for other interim uses if necessary, based on suitability of location.

• The DDA should install updated “pay-and-display” parking meters along Saginaw Street.

• The DDA should adjust the price of parking based on the parking study’s findings.

Though the redevelopment process for any of these sites will take time, the City should resist the temptation to allow interim parking. Instead, other temporary uses might be considered.

Part of the plan would involve the restoration of metered parking on Saginaw Street. The City has approximately 100 of its formerly active meters in storage, but at least 300 curb spaces to account for. The meters have been absent from downtown because their low-quality construction were prone to theft and vandalism. Rather than selectively reinstating these devices, the DDA should opt for new “pay-and-display” meters. The economist Donald Shoup argues that these meters are more profitable and easier to maintain in the long-run than mechanical meters: even though a city will endure a short-term loss from general fund to finance the installment of the new technology—the common rationale for resisting the change—it would be sound fiscal policy for many cities to do so if demand for space is sufficiently high. The “pay-and-display” meters currently being used in Ann Arbor, Michigan do not have the


Diversity

OverviewDowntown Flint is at a defining moment in its transformation from a post-industrial center to a modern, vibrant, and active destination. The city has the ability to develop options for residents who have, until now, been underserved. Thus, it is paramount that the current revitalization efforts represent the authentic needs of those who have a stake in the future of downtown Flint. This chapter reinforces the values of

Incorporate social justice into all redevelopment opportunities

Engage the greater Flint community

Objectivessocial justice and community engagement as essential elements of the development process that will ensure that the heart of the city reflects its diverse community.

Flint residents collaborating to create a mural for a community service project


Incorporate social justice into all redevelopment opportunities

Social Justice is an elusive concept that centers around notions of equity, impartiality, and opportunity. Flint needs to recognize the role that it plays in community stabilization during periods of rapid growth and change. Redevelopment can present threats to any community, often because of its ties to economic growth. In particular, gentrification may be a challenge that the downtown community will face in coming years. If redevelopment is successful, the value of space downtown is likely to increase. This could lead to questions of affordability in terms of the products and services available, and even of starting and maintaining business operations.

Already, many students and residents have expressed that they cannot frequent restaurants downtown because of budgetary constraints, and that even the lower-priced lofts are far from affordable. Some have also noticed that not many socio-economic groups are represented in the downtown business community. Those spearheading the development effort should stay mindful of these challenges, and look to Flint’s strengths to resolve them.

Though unequal representation has been an obstacle in the past, initiatives like the Neighborhood Action Sessions used by Mayor Walling’s administration to gather public input are the kind of inclusive policies that will help the community move forward. Additionally, Flint is home to a large network of dedicated community leaders, and their ability to facilitate discussions between different components of Flint’s population is extremely valuable.

Including social justice in conversations about redevelopment to improve well-being of the current

and future residents


Engage the greater Flint community

The Neighborhood Action Sessions represent an important dynamic of the community engagement process. These sessions were initiated by the mayoral administration, but have been guided by community activists familiar with the needs of their neighborhoods. This relationship between the City and community representatives shows that cooperation and communication are key. Through this and similar efforts, Flint can ensure that development decisions are responsive to the needs of the people, grounded reality, and supported by the community.

Recommendations:• The community should acknowledge deeply

rooted and contentious issues.• Facilitators should bring discussions of

these issues into open forums that are accessible to all.

• The community should use the relationships created through dialogue as tool to move forward.

• In collecting public input, facilitators should consider issues of accessibility. They should offer a variety of meeting times and locations, provide adequate notice of meeting schedules, and offer alternatives to public meetings such as online or mail-in surveys.

• The development community should recognize the spectrum of ways different people can benefit from downtown redevelopment. The DDA especially has a responsibility to balance the uses developed downtown in terms of the people served. The DDA should consider things like affordability and the benefits of public versus private spaces.



ConclusionThe following table summarizes SAGE’s final recommendations.

The next step for downtown Flint will be to define the working relationship between the many partners involved in its development. Essential to this process will be the improving the capacity of the Downtown Development Authority so that it can effectively manage development activity. However, all downtown stakeholders have a part to play in ensuring that cooperation runs smoothly. Everyone

must recognize that the key to successful redevelopment is a shared vision among all members of the community. The City’s Neighborhood Action Sessions have already given us a glimpse as to what that might be. Once downtown Flint has its own personal vision, community members can use that vision to plan. Through all of the self-definition, drawing of connections, revitalization, and

community building, downtown Flint needs to plan. The recommendations contained within this report are meant to help downtown express the true character of its community and preserve that into the future. The last word on this project will be a simple guiding question: Who does this downtown belong to?


Appendices Table of Contents

Appendix A: Inventory AnalysisAppendix B: Case Study-Grand Rapids, MIAppendix C: InterviewsAppendix D: Implementation ToolsAppendix E: SurveyAppendix F: Public Input

69 70 75 85 94 96


Appendix AInventory Analysis


Case Study: Grand RapidsVibrant Downtown Flint – Request for Proposal

BackgroundEstablishmentGrand Rapids was founded in 1836 on the Grand River. The first formal census in 1845 reported the city had grown to a population of 1,510 and encompassed an area of 4 square miles. When the city was officially created in 1850 it had grown to 2,686 inhabitants and by 1857 the city boundary totaled 10.5 square miles. 1

IndustryGrand Rapids had long been know as a center for furniture and automobile manufacturing. From 1880 through 1922 Grand Rapids saw the growth of the furniture industries including the arrival of Sligh Furniture Company (1880)2, Kindel Furniture Company (1912)3, and Hekman/Woodmark Furniture Company (1922).4 Today, many major furniture manufacturers are still headquartered in Grand Rapids including American Seating, Steelcase, Haworth, and Herman Miller.5

Turning PointIn the 1980s economic decline, suburban flight, and falling sales caused major department stores Lazarus, Jacobson’s, Sketetee’s, and Wurzburg’s to close or consolidate leading to the downfall of downtown. Although reinvestment efforts started during this tumultuous time, economic developers and city officials believe that the turning point of the downtown area occured in the mid-1990s with the development of the Van Andel Arena.6 Since opening in 1996, the Van Andel Arena has become one of the highest performing arenas in the country for its size.7 Over the last 20 years, revitalization has continued with the redevelopment of the west shore of the Grand River, as well as projects like the Gerald Ford Presidential Library, the new Grand Rapids Public Museum, and

Appendix B


the downtown campus for Grand Valley State University.8

Revitalization StrategiesPublic/Private PartnershipsOne of the driving forces that account for the success of Grand Rapids is attributed to the vitality of public/private partnerships with big companies with roots in the city like Steelcase, Amway, and Meijer. Many of the buildings on the Grand State Valley Campus and downtown bear the names of the business leaders such as Meijer, Devos (Amway), Stryker, and Pew (Steelcase).9Life Sciences ClusterIn 1997, the area’s two largest hospitals merged to form Spectrum Health. This was one of the most significant elements of Grand Rapid’s redevelopment and laid the foundation for the concentration of health care assets in one part of the city know as the “Medical Mile,” along Michigan Avenue. In 2000, the Van Andel Institute was created to support efforts to make Grand Rapids a leader in medical science and education. It is estimated that the Institute brings in $30 million to the local economy each year. Additionally, Michigan State University recently announced that it will build a $70 million medical school in Grand Rapids.10Renaissance Zone ProgramOne of the smartest incentives for downtown development was the creation of the Renaissance Tax Free Zone. It allowed eligible businesses and residential homes be exempt from paying Grand Rapids City income tax, Michigan income tax, Michigan SBT tax, and Property tax until 2009. When the benefits expired in 2009, recipients were responsible to pay 25% of their tax burden, 50% in 2010, 75% in 2011, and 100% from 2012 on. This act has been a positive economic stimulus, and has expanded to similar programs encouraging rental properties and condominium development.11


Support OrganizationsGrand Action Committee: The catalyst for public/private partnerships. A non-profit organization of local group of civic leaders that seek out new public/private investment opportunities that will spark development in the community.12 The Downtown Alliance: An organization designed, governed and implemented by downtown stakeholders to strengthen the area. It is composed of a 24 person Board of Directors, which include property and business owners, residents, non-profit entities, education and government representatives. The alliance includes four committees that specifically look at maintenance and beautification, marketing, merchants, and policy for driving development.13 The Downtown Development Authority (DDA): Established in 1979, has helped to finance projects and incentivize construction by allowing an incremental property tax. Examples of past projects:Van Andel ArenaExpansion of the convention center (now known as Devos Place)Construction of the new Grand Rapids Art Musuem,Construction of the Interurban Transit Partnership’s Rapid Station Transit CenterReconstruction of Monroe Center & Rosa Parks CircleConstruction of Heartside ParkReconstruction of historic Ionia Ave.The Downtown Improvement District (DID): Launched in 2001, the DID helps to manage the renewal process, and ensures that the work of the Business Improvement District (BID) is carried out.14

Challenges for the FutureUnemployment and the school system are struggling to turn itself around. Though downtown growth has experienced an emergence, the community is still in need of repair. Adapting from and


industrial-based economy to a knowledge-based economy will require the community to produce education that is competitive in the new, global economy. Additionally, without adequate schooling, young families may be reluctant to move to the city to maintain activity and sustain business.15 The life science cluster has helped to usher in technology-based economic development, but much of the city’s legacy industries are related to manufacturing. Strong schools and public support will be needed so that students can compete in a global manufacturing market.

ImplicationsGrand Rapids’ success can be attributed to the identification of how to use its main resource, the river, innovative tax incentives, creation of a life sciences corridor, and partnerships with big businesses and Michigan State University. Learning from these efforts, there is an opportunity to successfully promote growth of the downtown area and re-frame Flint’s character from an industrial-based economy.Though Flint does not have a major river on which to focus, it has many other assets to develop the downtown area. It has support organizations like the Mott Foundation, the Genesee Institute, and LISC that are dedicated to redevelopment. It has a groundswell of local agricultural initiatives, many local private businesses, and is host to a variety of academic institutions including University of Michigan-Flint, Kettering University, and Mott Community College. Finding ways to utilize the surrounding educational establishments and partnering with big companies will help build the foundation for downtown and create networking opportunities. Some companies in the area include:AmtrakRowe Professional Services CompanyCitizens BankA program that is garnering momentum in Flint is the idea to create a vibrant core for commercial business and gradually develop sections of downtown around it. In the last 5 years, the most recent


example is the blocks between 1st and 3rd street. As this model begins to flourish, downtown Flint businesses can use some of the strategies implemented in Grand Rapids over the last 20 years to greatly increase efficiency, improve the development, and attract public interest.

Resources

1. Official Site of Grand Rapids, Michigan. Grand Rapids Historical Perspective. Retrieved February 24, 2010. Available from www.ci.grand-rapids.mi.us/index.pl?page_id=122. Sligh Furniture Company. History. Retrieved February 23, 2010. Available from www.sligh.com/history.php. 2010. 3. Kindel Furniture. History. Retrieved February 23, 2010. Available from www.kindelfurniture.com/history/. 2009. 4. Hekman/Woodmark Furniture Company. Hekman History. Retrieved February 23, 2010. Available from www.hekman.com/Info/About/Hekman.aspx. date=20075. About Steelcase: www.steelcase.com/na/about_steelcase_ourcompany.aspx?f=100366. Sustainable Land Development Today. The Revitalization of Grand Rapids Retrieved February 23, 2010. Available from www.sldtonline.com/content/view/132/37/7. Ibid.8. Ibid.9. Ibid.10. Ibid.11. Grand Rapids Real Estate Musings. How Smart government is Revitalizing Dowtown Grand Rapids, MI.Retrieved February 24, 2010. Available from sellgrandrapidshomes.wordpress.com/2008/02/08/how-smart-government-is-revitalizing-downtown-grand-rapids-michigan/12. Sustainable Land Development Today. The Revitalization of Grand Rapids Retrieved February 23, 2010. Available from www.sldtonline.com/content/view/132/37/13. Downtown Grand Rapids. Downtown Resources. Retrieved February 23, 2010. Available from downtowngr.org/about_us.php14. Ibid.15. Sustainable Land Development Today. The Revitalization of Grand Rapids Retrieved February 23, 2010. Available from www.sldtonline.com/content/view/132/37/

Maps1. Official Site of Grand Rapids, Michigan. Map of Downtown. Retrieved February 24, 2010. Available from www.ci.grand-rapids.mi.us/index.pl?page_id=2032. Official Site of Grand Rapids, Michigan. Center City. Retrieved February 24, 2010. Available from www.ci.grand-rapids.mi.us/index.pl?page_id=10523

Downtown Grand Rapids

Center City

1. MSU Secchia Center

2. Van Andel Institute

3. Devos Place

4. Amway Grand Plaza Hotel

5. Van Andel Arena

2

3

4

5

1


InterviewsTami O’Neill Harchick, Owner, Garibella Salon

Tami O’Neill Harchick is originally from Davison, MI, approximately fifteen miles east of Flint. Her decision to open Garibella Salon downtown was driven by multiple factors including a demand from the college students, tax breaks for locating in a Renaissance Zone, less expensive rent, and being located in a brand new building. Additionally, she has family connections to the historic Torch bar and grill in downtown. Garibella salon was opened on December 2, 2009. It is part of the crop of new businesses on Saginaw Street between 1st and 3rd. Key Themes and LessonsResurgence Over the last five years, a resurgence of new businesses and residential areas have sprouted up in downtown Flint. It is part of a continuing effort to change the area and create a core of activity in the city. Businesses owners have met the efforts with resilience and are creating a tight knit infrastructure with the intent to reframe downtown. When I asked Mrs. Harchick to name one thing that anyone looking to develop downtown Flint should keep in mind, she responded that “you have to stay positive. Setting up a business in downtown is a huge gamble, but a gamble that people should be willing to take because it is fun and being a part of the revitalization effort is amazing!” Many of Mrs. Harchick’s comments in this interview were filled with passion and a sense of esprit de corps. Mrs. Harchick was adamant about expressing her role to in the effort to rebuild and revitalize the area. She acknowledged that not that many people are aware of the effort, and that many who live around Flint are still afraid of the negative stigmas caused by the attraction of crime and homeless people after the collapse of the auto industry. When asked about being a part of the revitalization effort she commented that “more and more the news is broadcasting all the changes that have started happening” acknowledging the opening of new businesses.

Appendix C


Increasing awareness of Flint’s revitalization of downtown was a major theme of the conversation. To get a more focused understanding, I asked her what she did to get word out about the salon. She replied that most of the salon’s advertising is primarily conducted through word of mouth and targeted at the downtown area. According to Mrs. Harchick, during the week there are five thousand people in downtown. One of the most effective ways of spreading the word is to approach people on the street or talk to people who walk by the salon. Other ways of creating awareness include meet-and-greets, some television and radio promotion, and Facebook. While Mrs. Harchick is reaching people in the downtown area, creating awareness in the greater Flint area was not the case. As it stands, downtown exists as a pocket of activity that has yet to get regional recognition. Downtown character Though the goal is to recreate a downtown that will attract business, Mrs. Harchick expressed that a sense of history must be maintained. In particular, she felt that the buildings, the arches, and the brick paving were an important elements of that character. She described the area between 1st and 3rd Street as being the place in which all the action happens. When asked about how she envisioned downtown in the next five years, Mrs. Harchick responded that she “would like to see a clothing store or boutique, a pharmacy and different things to complete downtown, so college students could have accessibility to everything they need. Part of talking about character, was addressing the challenge of rebranding Flint as a college town. Mrs. Harchick voiced her frustration about the University of Michigan-Flint’s policy about not advertising on campus saying, “None of us can let them know what we’re doing...I have heard several other business owner say they don’t even know we’re here or they don’t know the specials we’re running or anything about it.” Though 500 students now live in the dorms now and many more will be moving into the newly refurbished Hotel Durant this summer, the Unversity’s unwillingness to cooperate is still a point of contention that hinders growth.


Despite the struggles with the university, new business developments are attracting a wide range of customers including an elderly generation who remember what downtown Flint was like in the 40s, 50s, and 60s. As Mrs. Harchick put it, “For them, coming to shop downtown with their parents and eating on Sundays at the Durant Hotel was a huge deal, so to see that stuff coming back is really exciting.” She also talked about how the salon brings back memories for several old ladies who come in for perms and roller sets. This resurgence has not only added a spark to the community, it has brought back some of the character of downtown by bringing back the people who new what it was in its glory days. Throughout the interview, Mrs. Harchick emphasized the family atmosphere of downtown. She talked about how the salon has become a node for people downtown. It has attracted a variety of customers and “regulars” who often just come to visit. She referred to her relationship with other business owners as neighborly. They support each other by spending money at each others shops, and they socialize outside of work regularly. When asked about any politics or challenges dealing with other owners, she responded that the downtown community was made up of people who wanted to be there, and that politics between owners was not a factor. Community is further promoted by an agreement with Uptown Reinvestment that promised to encourage a local business focus and not let big store chains come in that would hurt them. Mrs. Harchick commented that this promise was one of the incentives that attracted her to downtown. It is an important committment to Flint’s business owners, who have invested a lot of money.Implications Though initially we had thought of physical design as a focus of creating a vibrant character, it has become increasingly clear that downtown Flint is made up of more than just buildings, streets, and landscapes. This interview has underscored the importance of thinking about downtown by understanding the people. Moving forward, it is vital that the group integrate


this sensibility into our understanding of what we hope to contribute back to the community. Talking to Mrs. Harchick, I realized that dowtown Flint is a place of hidden stories. The efforts to regenerate activity and promote life in downtown are not being allowed to flourish in greater Flint, and are still overshadowed by the associations with the fall of the auto industry. As a result, only a small contingent of people are aware that a rebirth is taking place in downtown. This interview can teach us that the creating awareness about what is happening in downtown has to be a main part of its revitalization. Furthermore, the awareness needs to include the sentiment that a new generation is driving the regrowth and creating their own town - one that eliminates the reliance of a major industry and is deeply rooted in local businesses. Finally, the interview was important to remind us about our role in this project. We must recognize that the people of Flint were there before we started the project and will be there after we leave. Mrs. Harchick’s passion and connection to the community made this project meaningful, and made it clear that it would be a mistake to continue to think of it as learning experiment.


Scott Whipple, Uptown Developments, LLC

The following is a summary of an interview with Scott Whipple of Uptown Developments, LLC conducted on March 15, 2010. One goal of the interview was to help our team better understand Flint as an environment for development—whether projects there tend to be successful, what obstacles developers can expect to encounter, as well as what opportunities developers might use to their advantage. I’d like to draw your attention his insights regarding downtown development patterns, the difficulties that developers face when securing financing, and downtown’s pre-existing assets, as well as my own assessment of what they mean for our project.

Role of the Interviewee Scott Whipple is a project manager at Uptown Developments (Uptown), which is a major developer of real estate in downtown Flint. Uptown started a decade ago as the Focus Council, at a time when downtown Flint was greatly lacking in public-sector activity. The group received a grant from the Michigan Economic Development Corporation to acquire about a dozen buildings along Saginaw, and began redeveloping them with private investments made by several well-established Flint families. In the years since, the company has been responsible for many of downtown’s most high-profile projects, including the Rowe Building, First Street Lofts, and the Wade-Trim Building. Additionally, Uptown works closely with a group of dedicated partners, including the non-profit Uptown Reinvestment Corporation, which commissioned the Uptown Reinvestment Strategy in 2003. Scott’s role is to oversee construction of Uptown’s projects, then manage them once they are occupied. He is originally from Grand Blanc and attended Michigan State University as a student of urban planning. He has worked as a planner in a number of municipalities across the country, but returned to Flint seven years ago to join Uptown Developments. Because so much of our project revolves around creating opportunities for local entrepreneurs, it was natural to seek the perspective of someone already familiar with the process. Scott Whipple’s passion for Flint, knowledge of the area, and experience as a planner make him


an excellent resource, and he was happy to share a great deal of helpful information with us.

Key Themes and Lessons Development Patterns I asked Scott a series of questions about Uptown’s approach to the redevelopment of the downtown area. His response was that their downtown properties should be redeveloped as mixed-use projects because that was the format for which they were originally constructed. In fact, he feels very strongly about the advantages associated with mixed use. Primarily, mixed-use projects can enjoy a more diverse income base—if one occupant suddenly loses viability, the others are still there to support the building. I also inquired after the density of existing uses along Saginaw and learned that about half is occupied office and residential space, not including the street-level store fronts. Uptown Developments has thus far courted three uses exclusively: food service, office, and residential. Our team has been especially curious about the prevalence of food service and loft housing along Saginaw to the apparent exclusion of retail and affordable housing, so I took the opportunity to uncover the rationale behind these developments. To explain the loft housing, Scott said that, from the beginning, developers in other cities recommended that Uptown “reach for the stars.” They knew that whatever initial development they attempted would set the stage for everything that would eventually follow, and therefore wanted to start with a more prosperous vision. So far, the lofts have been a success—all units are currently occupied and there is even a waiting list. Other developers have followed suit and provided more high-end housing in the area. I asked Scott whether downtown Flint would ever see affordable housing, and he was confident that it would. Uptown itself plans to eventually contribute more affordable housing options, though as far as pricing goes for a downtown loft, the current rate of $550 to $1,000 per month is still relatively low. Meanwhile, Uptown Developments has made a conscious effort to develop restaurants instead of retail. They feel that the area does not yet have the density to support successful retail stores.


As that changes, they may consider developing for apparel, especially if it is marketable towards college students. However, particularly considering the economic climate, now is not the right time.Our team also wondered about the lack of national chains in the downtown corridor. One suggestion we had received in the course of our case studies and other research was to create a balance of local and national or regional businesses. When I asked Scott why this did not already exist, he declared that they simply do not want chains, at least not yet. Uptown Developments wants to nurture Flint’s unique character through encouraging local entrepreneurship, and therefore has refused opportunities to develop for chains.Lastly, I wanted to know how closely Uptown adheres to the Uptown Reinvestment Strategy. Scott claims that they have been following it very closely and attests to the soundness of the plan. This is important information because it helps us understand the company’s long-term strategy for Flint. Because Uptown is so influential in its sector—it owns a large percentage of property in the main corridor and sets precedents for other developers—this knowledge can give us an idea of how Flint may actually develop over the next few years.

Here are the lessons we took away from this portion of the interview:1) We realized that we may not want to encourage the development of national chains just yet. One of our main goals for this project is to foster a unique character and sense of place in downtown Flint, and we agree with Scott that the best way to do this is to encourage local entrepreneurs to develop their own ideas. Though we feel that there may be a time in the future in which the presence of chains will be both advantageous and complementary, we have removed the development of chains from our list of short-term objectives in favor of incubating local businesses.2) Based on conversations and interviews with other downtown stakeholders, we do expect to find a demand for retail businesses and more affordable housing. If this happens, LISC and its partners should be prepared to start a conversation with Uptown Developments about moving into a phase


in which they are ready to develop these uses. However, because they may be reluctant to deviate from their current plans, we should consider methods of meeting their main condition: critical density.

Project Financing I also asked Scott to walk me through the development process. From his account, I found that financing seems to be the greatest concern for Flint’s developers. Uptown always begins the process by determining the project’s costs and then securing all of the financing before construction. They also try to identify a strong anchor tenant willing to sign a longer lease (about ten years), which helps them in acquiring bank loans. Once Uptown has raised enough capital, construction can begin. Unfortunately, the difficulty for most developers is in raising capital. Uptown seems to be generally successful in terms of financing—they work hard to secure funds from agencies and organizations including LISC, the City of Flint, the State of Michigan, the U.S. Department of Housing and Urban Development, and the Mott Foundation. Recently, they have been able to take advantage of tax credits for historic, brownfield, and new market developments. However, Scott attests that many smaller developers and property owners simply cannot find financing for their projects. He says that the primary reason is that banks are just not lending.

Here are the lessons we took away from this portion of the interview:1) Financing is perhaps the greatest obstacle for downtown development. When we begin our discussion of implementation tools for small-business incubation and façade improvements, we will really need to consider ways of helping owners locate funding opportunities. Entrepreneurs may need a resource to make this crucial step less daunting.2) Because one of the biggest problems is the unwillingness of banks to lend in the current economic climate, I might suggest that LISC and its partners begin a dialogue to determine the conditions that banks would like potential borrowers to fulfill. We may


also consider approaching long-time funders like the Mott Foundation for opportunities to reserve more grant money for private development projects that will benefit downtown.

Building on Existing Strengths I’d like to close this memo by expressing the most important lesson we learned from the interview: We are working on something that has already been in motion for a long time. At the beginning of our conversation, Scott called the downtown corridor of ten years ago a “ghost town,” echoing the sentiments of several other people we have spoken with so far. Downtown Flint and its various agencies and organizations have made huge strides already in the past decade. He described several opportunities and strong foundations for future development, which I will share with you:

1) Flint in the summertime is growing more and more active. The city already hosts two large annual events in the summer, as well as the Flint Art Fair and Tunes at Noon along the riverbank. Scott reports that all of these events are well attended, which implies that the area does have a base of users seeking to take advantage of downtown amenities where they exist.2) Our team was curious about downtown’s potential for cart- or kiosk-based businesses, and I learned that Flint had at least two of them last summer (the Flint Crepe Company and a hot dog stand). This means that there is groundwork for permits for these types of businesses, which could potentially play a role in bringing more activity and diversity to downtown.3) Though development faces its share of political stress, overall City Council and the mayor’s office have been receptive to Uptown Development’s work. Scott attributes this to the shared vision that the people of Flint have in common for the first time in many years. Many people are optimistic about Flint’s prospects under the Walling administration, and even though the City continues to lose revenue (or perhaps because of this), we should be emphasizing all downtown partnerships, especially those with the City.


When I asked Scott what actions he believes would realize our vision of a vibrant, active, and diverse downtown, he said, “We need to keep doing what we’ve been doing.” Specifically, he meant developing downtown’s open spaces and creating high-quality, exciting housing. We need to find ways to fuel the passion for redevelopment that already exists within the community, and encourage those with similar missions.


Implementation ToolsDowntown Parking Plan

IntroductionSAGE consulting reccomends implementing a constructive planning approach to parking that’s consistent with the goal of enhanced downtown connectivity. The underlying principles behind this objective are 1) to steer motorists to the locations best suited to parking, 2) to make the City’s existing parking infrastructure more profitable, and 3) to encourage policies that reduce the total parking footprint while promoting density and redevelopment. The Future Role of the DDADowntown parking is currently managed under the auspices of the statutorily enabled Downtown Development Authority (DDA). To implement a comprehensive parking plan, Flint should seek first the cooperation of the DDA. If DDA rejects the plan, substantial reforms of downtown parking will require amendments to Flint’s zoning ordinance to restore some measure of control to the City. This is, however, as opportune a moment as there has ever been for the City to constrict the powers of the DDA. The DDA is currently operating with an interim director, and the terms of its board members have expired. Furthermore, the recent failure of the DDA to service its first debt payment on its newly constructed Rutherford parking deck required the City to draw from its general improvement fun to “bail-out” the DDA. The parking garage snafu thus weakens the credibility DDA as effective managers of parking and as stewards of Flint. The situation is so bad that one City Council member recently proposed that the City contemplate selling the new garage to a private contractor, presumably absorbing a huge loss. The Future of the Rutherford Garage Rather than selling the foundering new garage, the City should instead adopt a comprehensive parking plan that redirects parking demand from its surface lots to the higher-intensity parking infrastructure. The new garage should be seen as an asset--not a liability--toward creating a

Appendix D


vibrant downtown. Doug Kelbaugh writes that contemporary downtowns cannot exist without parking garages, which accommodate the car while minimizing its footprint. In contrast to the recent experience in Flint, parking garages can also be very profitable ventures. There are quarrels between the City and the DDA over who’s to blame for the staggering revenue shortfall of the new parking deck, but it’s clear that a critical factor was a function of the demand for parking being drastically less than the DDA anticipated. In simple terms, this is because the existing supply is vastly too great, and the comprehensive parking plan should aim to reduce the supply, targeting the least spatially efficient parking sites first.The Future of the Flat LotParking in Flint is plentiful and cheap. This is as obvious from the aerial views of Flint’s vast half-occupied downtown surface lots as it is on the ground. The “flat lot,” a surface parking lot occupying a full City block along Saginaw Street in the core of downtown, is the most egregious example of low-intensity parking disrupting the urban qualities we hope to foster in downtown. Sue Peters described the presence of the “flat lot” as both a bane of urban density and a reminder of earlier failures to redevelop Flint. SAGE Consulting recommends the immediate closure of the “flat lot” to automobile parking, and feasibility study regarding the reuse of the other surface lots downtown. The “flat lot,” despite its convenience to parkers, would be barricaded at its access points. In lieu of plans to develop the “flat lot,” the City should invite temporary uses to occupy the site. Doing so will prevent a reversion of the site to parking and contribute to downtown vibrancy. One such temporary use that should be encouraged is the food cart, a business model that appeared to thrive downtown before it was disallowed by the City. Food carts must in turn be enabled by a zoning ordinance, and the City Council should rethink its prior aversion to the business type. Portland, Oregon—a paragon of downtown vibrancy—has enabled cart businesses to occupy its former flat lots. These cart businesses are flourishing—they number in the hundreds—and the cart model has


become a de facto incubator of upstart brick-and-mortar business around the City. The Future of Curb ParkingTo offset the loss of parking revenue caused by the closure of the “flat lot,” the City should restore metered parking to Saginaw Street. Flint’s City Council has also recently discussed installing parking meters for its presently unmetered curb spaces, an action that would likely require an amendment to the zoning ordinance to wrest parking authority from the DDA. The City has approximately 100 of its formerly active meters in storage, but at least 300 curb spaces to account for. The City hasn’t had meters downtown for three years because of theft and vandalism. Michael Freeman, the former director of the Local Initiatives Support Corporation (LISC) in Flint, informed us that, “the old meters were plastic. You could literally hit them with your shoe, and the money would pour out.” Rather than selectively reinstating these shoddy devices, new “pay-and-display” meters should be installed throughout downtown. The economist Donald Shoup argues that these meters are more profitable and easier to maintain in the long-run than mechanical meters. Shoup contends that even though a City will endure a short-term loss from general fund to finance the installment of the new technology—the common rationale for resisting the change—it would be sound fiscal policy for many cities to do so if demand for space is sufficiently high. The “pay-and-display” meters currently being used in Ann Arbor, Michigan do not have the vulnerability to vandalism that Flint’s former meters had, and the new meters allow for the use pricing policy,of credit cards, which are replacing cash as means of exchange.In addition to replacing the parking revenues lost due to the closure of the “flat lot,” much of the displaced parking can be replaced through orienting curb parking spaces diagonally rather than parallel to the road curb. Charging an appropriate price for curb parking ensures its availability and increases turnover. the policy of charging the right price for curb parking is friendly to downtown business, and it can be a reliable source of revenue to the city as well.Conclusion


According to the Code of the City of Flint, prospective developers are not required to provide off-street parking in the D-4 Metropolitan business district, which includes much of downtown. This policy allows the developer to use his or her judgment as to how best to provide for parking. The policy also means that new developments in downtown Flint will increase densities and not merely displace low-intensity parking. The case should also be made to the City Council—whose members are concerned about revenue loss and any depletion of the City’s general fund—that steering the demand for parking to the City’s underused garages, restoring metered parking on Saginaw, and re-pricing of the City’s parking supply will more than offset the loss in the long run. Furthermore, temporarily using the “flat lot” as a public space and cart business incubator has the potential to enhance downtown vibrancy while making a valuable social contribution in Flint.

1 Longley, Kristen. “City of Flint targeting loophole on downtown parking tickets,” in The Flint Journal. Feb. 4, 2010.2 Longley, Kristen. “City of Flint tax dollars could be on the hook for payment on $10M downtown parking deck loan,” in The Flint Journal. Jan. 17, 2010.3 Longley, Kristen. “Parking meters could be returning to downtown Flint streets,” in The Flint Journal. Jan. 20, 2010.4 Shoup, Donald C (2005). The High Cost of Free Parking. APA Press: Washington, DC. p. 171, 529.5 City of Flint, Michigan Municipal Code § 50-139. SCHEDULE OF REQUIRED OFF-STREET PARKING SPACES.6 Kelbaugh, Douglas S (2002). Repairing the American Metropolis: Common Place Revisited. University of Washington Press: Seattle, WA. p 151.


Implementation of Tax Incentives to Spur Economic Development in Downtown Flint

This memo discusses the implementation of tax incentives to spur economic development in down-town Flint. Using the current Tax-Free Renaissance Zone Designation in Flint, an analysis of the costs and feasibility of the current designation is conducted to determine appropriateness of con-tinued implementation. This memo concludes with specific recommendations for modified imple-mentation through the development of an evaluation plan, implementation of a measureable tool to determine loss of tax benefits over time, phasing out of tax benefits at a slower rate , securing of alternative funding sources for Long-Term Business Stability, and pursuing renaissance zone designation extension of all properties. Tax Free Development Zone - Designated in 1997, the Flint Renaissance Zone now consists of 7 districts and includes 55.1 acres in downtown Flint (see table 2 on page 2). A renaissance zone is designated by the state per Public Act 376 of 1996, allows for the creation of tax-exempt zones, and is designed to encourage growth in Michigan communities experiencing economic dis-tress.Benefits to Eligible Businesses and Residents1) State Taxes Waived- Personal income tax, single business tax, and tax state education. 2) Local Taxes Waived - Local income tax, real property tax on operating mills, and personal property tax on operating mills.3) Grants and loans for site development needed to support projects that create private sector jobs. Intended Goals of the Designation1) Attract new private investment in the commercial, industrial, and residential sectors of the Flint economy2) Provide job opportunities


3) Rebuild Flint’s economic base and generate funds to replace worn out infrastructure. 4) Serve as a catalyst to foster economic opportunities and growth in neighborhoods suffering from disinvestment.5) Enable Flint to compete globally for new business opportunities.Eligibility for Tax ExemptionsAny business or resident that is presently occupying or moving to a renaissance zone may be eligible to receive tax benefits if they are not delinquent on taxes and the property is in compli-ance with state and local building requirements. The Michigan Economic Development Corpora-tion and legislative body of the exiting community must approve a business with 25 or more full time employees wishing to relocate to Flint’s Renaissance Zone from another community. Feasability of Implementation - Staffing, Financial, + Politial Costs Implementation of the renaissance zone designation requires costs related to staffing, financial, and political capital. In determining the feasibility of continued implementation, these costs must be taken into considerationStaffing Costs Administrative tasks related to the promotion of the tax incentive to draw business’ to downtown Flint.Tracking and collecting of necessary data from businesses and individuals within the zone.Developing and implementing an evaluation of the Flint downtown district renaissance zone in meeting its goals.Staff time of all organizations and agencies responsible for aspects of implementation. For Ex-ample Time spent determining business and resident eligibility by the Michigan Economic Develop-ment Corporation, Flint City Council, & City TreasurerFinancial Costs Potential tax-base loss from businesses that would have the means to exist regardless of the des-

Table 1 - Flint Renaissance Zone Tax Exemptions

In August of 2008 a resoluation was approved granting a 15 year extension on Flint’s Renaissance Zone until 2023 for 3 newly redeveloped properties on Saginaw Avenue. (Wade Trim, the 500 block, and the Rowe bldg).


ignation.Political CostsAs the programs is already existing within the community, political costs would relate to modifying and extending the designation. Political strife may occur with other communities if businesses and residents who are paying into the tax base become frustrated that those in the renaissance zone are not.Appropriateness of Continued ImplementationDuring the 1990’s economic activity in downtown Flint was at a standstill, attracting few visitors and offering few amenities. In the last 10-15 years, Flint has seen an increase in residential occupation, new restaurants, and new opportunity for activity downtown. Blackstones, Brown Sugar, Lunch Studio, and Wise Guys Pizza have all started up since renaissance zone designation. Yet, with designation set to expire in 2015, success of the designation must be analyzed to determine the appropriateness of continued implementation.Determining the success of increased economic development in the downtown district of Flint, due to its designation as a renaissance zone, requires an understanding of how business growth, job opportunity, and downtown activity have changed since the start of the program. Few, if any, evaluation tools appear to be in place to determine whether the renaissance zone program is meeting its goals. If an implementation extension is considered, an evaluation plan should be developed. Additional Information Needed for Evaluation1) # of Business’ downtown annually starting in 1997. This data should track type of business, size, # of employees, and # of patrons. 2) Survey of business owners to find out what impact the renaissance zone has had on drawing them to the area and/or maintaining business downtown. 3) Annual Report of financial tax loss to determine availability of future tax base.


4) Report on openings and closings of business’ starting in 19975) # and type of job opportunities created and lost since 1997Long-Term Business SustainabilityIn 2015 most business properties will no longer receive tax exemptions in downtown Flint, with the exception of 3 properties set to expire in 2023. Currently in place is a system in which, within only 3 years, tax exemptions drop from 100% to o% (see table 1 on page 1). Based upon time, the measurement is arbitrary, and not based upon economic reality of the business or district. If an Implementation extension is considered, a measureable tool for tax increases should be enacted, such as # of occupied buildings, increase in downtown foot traffic, or % annual increased revenue. Phasing out of tax benefits at a slower rate, such as a 10% increase each year, should be considered to allow for business’ to develop long-range sustainability plans. Additionally, pur-suing designation extensions of all properties in the downtown district of Flint, to allign with the 2008 extensions of three properties to 2023, would encourage long term sustainability.In 10 years since the downtown district was designated a renaissance zone, a considerable amount of new business’ have appeared within the downtown corridor. Yet downtown Flint still faces many challenges including unoccupied buildings, lack of user and business diversity, lack of pedestrian foot traffic, and little connectiviy with surrounding neighborhoods. Business’ that have opened during the zone designation will still need considerable support in long term sustainability. Once tax benefits have been completely phased out, maintenance of business stability will require additional funding. Alternative sources of funding such as Tax Increment Financing or Historic Preservation Tax Credits should be secured.Recommendations for Continued ImplementationThis program is deemed feasible, with new economic development and long term sustainability of existing business’ possible through a modified version of renaissance zone designation. Utiliz-ing the following recomendations, a modified version of the Renaissance Zone designation of the

Table 2 - Flint Renaissance Zone: Downtown - Office - Retail Subzone


downtown district of Flint, Michigan is recommended for continued implementation. 1) Develop a measureable tool for loss of tax benefits over time.2) Phase out tax benefits at a slower rate to allow for business’ to determine long-range sustain-ability plans. 3) Secure alternative funding sources for Street Improvements and Long-Term Business Stability Maintenance. 4) Pursue a designation extension of all properties in the downtown district of Flint to allign with the 2008 extensions of three properties to 2023.5) Develop an Evaluation Plan to determine current and historic success’ and failures of the Down-town Distrit of Flint in meeting the goals of the Renaissance Zone Designation.Discussion of Feasibility with Local Initiatives Support CorporationUtilizing the information presented in this memorandum, it is recommended that SAGE Consulting approach LISC with requests for additional information needed to pursue the development of an evaluation plan and recommendations for continued implementation of the downtown district of Flint as a designated renaissance zone.

Resources Consulted

City of Flint Department of Community and Economic Development. Renaissance Zone. Flint, Michigan

City of Flint Michigan. (2008). City Council Meeting Agenda For August 11,2008 - Final. Flint, Michigan

Flint Journal. (2008, July 12). Flint to lose renaissance zones; taxes looming for residents, business owners.

MICHIGAN RENAISSANCE ZONE ACT Act 376 of 1996

Michigan Renaissance Zones Website. http://ref.michigan.org/medc/services/sitedevelopment/renzone/


Survey distributed at Neighborhood Action Sessions This survey is part of a University of Michigan Ann Arbor, Department of Urban and Regional Planning, graduate student project to develop a revitalization plan for downtown Flint. For the purposes of our questions, “downtown” refers to Saginaw Street between 5th Avenue and Court Street. All answers are confidential and greatly appreciated! The first five questions ask how well downtown Flint currently meets the following needs. For each of the fol-lowing statements, please circle a number on the scale of 1 to 5, where “1” means that you strongly disagree with the statement and “5” means that you strongly agree.

1. Downtown Flint provides a diversity of dining options. 1 2 3 4 5Strongly disagree Strongly agree

2. Downtown Flint provides affordable dining options. 1 2 3 4 5Strongly disagree Strongly agree

3. Downtown Flint fulfills my entertainment needs. 1 2 3 4 5Strongly disagree Strongly agree

4. There is a diversity of housing options in downtown Flint. 1 2 3 4 5Strongly disagree Strongly agree

5. There are affordable housing options in downtown Flint. 1 2 3 4 5Strongly disagree Strongly agree

6. How often do you come downtown? (Circle one)Every day More than once a week More than once a month Almost never

7. What do you do when you come downtown?

Appendix E


8. What is your favorite thing about downtown Flint?

9. Is there anything about downtown Flint that you would change? If so, what?

10. Do you feel safe when you are downtown?Yes No

11. Do you have any ideas for making downtown Flint more vibrant? If so, please share one!

12. Which age group best describes you? (Circle one)18-22 23-33 34-44 45-55 56-65 65 or older

13. Do you currently rent or own your home? (Choose one)Rent Own14. How many people live in your household?

15. What is the major intersection closest to your home?

16. Are you currently involved in the Flint community—for example, do you volunteer downtownor are you a member of a neighborhood association? (Circle one)No Yes (please describe): ______________________________________

17. May we contact you for more information?Yes NoIf so, please share your name and an e-mail address or phone number:Name: _____________________________________E-mail or Phone: _____________________________

***We promise to keep your contact information confidential, and will only use it to clarify youranswers to this survey or to schedule any future interviews.***Thank you for completing our survey! We truly appreciate your time and input.


Public Input ResultsDowntown Neighborhood Action Sessions

DOWNTOWN VISIONThe residents of Downtown envision a dense, active, 24-hour Downtown where people can live, shop, work, and play in a clean, safe, and beautiful environment that both engages this diverse community and sets the standard for sustainable, regenerative urbanism.

IDENTIFIED ASSETS + OPPORTUNITIESEvents Back to the Bricks - brings in commerce + good publicity Greater Flint Arts Council – art walk, events, rental space University of Michigan-Flint Campus – more community events, expand degree offeringsParks + Recreation Riverbank Park - create a central park in Flint, outdoors activities Flint River Trail - extend trail through downtown Memorial Park - gatherings + community events University Pavilion - ice skatingTransportation MTA Bus Station – extend hours, add routes, provide better serviceHousing Genesee Towers – provide low income rentals Land Bank - reorganize + offer more homeownership Economic Development + Downtown Business New Business - develop all spaces except planned green areas Saginaw Street Flat Lot – build 6 story mall + shopping center downtown

Appendix F


Lunch Studio – extend hours Hoffmans’ Deco Deli – extend hours Mike’s Triple Grille – expand Soyla’s – extend hours Blackstone’s - great for gatherings + community events 501 Bar + Grille - great for gatherings + community events Raspberries Rhythm Café - great for gatherings + community events University Students – attract + retain young talent

IDENTIFIED GOALSHousing More owner-occupied housing Increased clean, safe, and affordable rental housing More control over shape and future of downtown housing districtPublic Safety Less confrontational pedestrian traffic + ease of access to stores Family Friendly Feel Safe walking at nightInfrastructure Create a green infrastructure Pedestrian Friendly Attractive to High Tech Industries More Short Term ParkingEconomic Development Residents have access to goods + services downtown


Attract businesses from outside the city Decrease Barriers to viable businesses Open more diverse businesses and make attractive to entrepreneurs A downtown that encourages interaction between young people + residents

TOP 15 DOWNTOWN ACTION PRIORITIES 1. Have police take more of a zero tolerance approach for small offenses2. Enforce Codes on Rental Units and in the Historic District3. Re-zone to let downtown Restaurants have eating outside4. Invest in Genesee County Media Center5. Reuse Oak School6. Build Grand Traverse Trail7. Distribute NSP Funds to the Landbank for tax and mortgage8. Develop the Flat Lot on Saginaw Street9. Keep Downtown 24/710. Create a more Diverse building population downtown11. Create Angle Parking on Saginaw Street12. Hold Ethnic Festivals + Food Festivals at Riverbank Park13. Provide Wireless Internet from Downtown to Kettering University14. Make more streets 2-way streets15. Install Public Restrooms at Riverbank Park

Additional Action Items Zoning Enforce Zoning


Overhaul City Zoning CodesParking + Transportation Create underground parking at the Flat Lot on Saginaw Reduce Parking requirements for businesses DO NOT create angle parking on Saginaw Street Enforce Calming of TrafficMultimodal Connectivty Make downtown more pedestrian + bicycle friendly Install Sidewalk on Grand Traverse Connection Beautify side streetsParks + Recreation Have kayaking to River Improve Riverbank Park Install a sound system, electricity, and rain cover on stage at Riverbank Park Remove berms for visibility at Riverbank Park Restore Downtown Rink Expand Riverbank Park to Kettering University More programming at Riverbank Park Display public art at Riverbank Park Fill the Canals full of water at Riverbank Park Keep Riverbank Park mowed + maintained Install Outdoor Benches for Chess + other spontaneous recreational opportunities at the Flat Lot Invest in and keep Grand Fountain running Make Riverbank Park more visible and safe


Grow Ivy over concrete to soften the Image of Riverbank Park Move the playground at Riverbank Park for easier accessEnvironmental Stewardship Replace Hamilton Dam Create Innovative Storm Water ManagementSafety + Maintenance Increase foot patrol + resident crime watch Install Citizen access Security Cameras Let people know about U of M and MCC Police Forces Create a mechanism for Police Accountability Replace Broken Streetlights quicker Install dumpsters + recycling bins Consolidate trash service in the 400 block of Buckham Alley Install more LED lighting downtownEconomic Development + Downtown Business Hold flea markets at the Flat Lot on Saginaw on Weekends Allow Food Carts to sell food outside Obtain the Google Fiber Optic Network Increase Density downtown Focus on locally owned businesses Provide more information to support small business startup downtownEvents Hold a Polka Festival at the Flat Lot on Saginaw Hold concerts + other events at the Flat Lot on Saginaw Hold Student Focused Events at Riverbank Park


Hold all season events with inter-focusCommunity Engagement + Placemaking Hold Summer Youth Clean Up Projects Implement a Downtown Placemaking ProjectHousing Create a central location for downtown housing options Create more housing options Create a Senior Citizen Apartment Complete Manhattan Place


ReferencesPlansBaton Rouge, Louisiana Downtown Wayfinding Plan (Sasaki)Flint Cultural Center Master Plan (Sasaki)Flint River Strategy (Sasaki)Flint Uptown Reinvestment Strategy (Sasaki)Illuminating a Path to the River (Rowe)A Placemaking Strategy for Flint’s Farmers Market (Project for Public Spaces)Genesee County Regional Trail Plan (Genesee County Metropolitan Planning Commission)University of Michigan-Flint Campus Master Plan (Sasaki)Wayfinding Analysis and Recommendations Document for Ann Arbor , Michigan (Corbin Design)

Internet researchAnn Arbor Downtown Development Authority WebsiteCity of Flint WebsiteFlint Area Convention and Tourism Bureau WebsiteGenesee County Historical Society WebsiteGenesee County Land Band WebsiteKettering University WebsiteMichigan State Housing Authority WebsiteMetro Green Streets: Innovative solutions for stormwater and stream crossings WebsiteMott Community College WebsiteUniversity of Michigan-Flint WebsiteUptown Reinvestmant Corporation Website

BibliographyShoup, Donald. The High Cost of Free Parking. APA Press: Washington DC, 2005.


InterviewsAlycia CobbAngela FortinoBarb Spaulding-Westcott, Flint Downtown Small Business AssociationChris Everson, Flint Area Convention and Visitors BureauChristina Kelly, Genesee County Land BankDave Johnson, ConsultantDavid White, Flint Downtown Development AuthorityErin Caudell, Ruth Mott FoundationJoel RashKatie TeepleMichael Freeman, Center for Community ProgressMitch SociaScott Whipple, Uptown Developments LLCSue Peters, Flint Local Initiatives Support CorporationTami O’Neill Harchick, Garibella Salon


Image ReferencesCover Page Pictures taken by Sage ConsultingPage 3 www.flickr.com/photos/sarahrazak/3660767839/in/set-72157601394252223/Page 4 Illustration by Sage ConsultingPage 9 www.flickr.com/photos/ebrow/2771729291/in/set-72157606791764639/Page 13 www.flickr.com/photos/flintpubliclibrary/2713303845/Page 14 Illustration by Sage ConsultingPage 15 Photograph and Illustration by Sage ConsultingPage 16 Photograph and Illustration by Sage ConsultingPage 18 Illustration by Sage ConsultingPage 21 http://www.flickr.com/photos/flintriverbankpark/3773944103/Page 22 Google earth pro aerial image of riverbank park Page 24 http://www.flickr.com/photos/umflintoutreach/2677802680/ Illustration by Sage ConsultingPage 26 Illustration by Sage ConsultingPage 28 www.flashalertnewswire.net/images/news/2010-03/1072/Kids_planting.jpgPage 29 Illustration by Sage ConsultingPage 32 Photograph and Illustration by Sage ConsultingPage 36 Photograph and Illustration by Sage ConsultingPage 37 www.flickr.com/photos/swapstudio/3845710460/in/set-72157621986343561/Page 39 www.flickr.com/photos/loudouncountyva/4078332488/Page 34 people turning in applications → http://blog.cleveland.com/business/2009/04/large_job-fairmarch.jpgPage 43 http://puremichiganphotoclub.com/files/2009/07/3-14.JPGPage 45 www.flickr.com/photos/ifmuth/3816796776/Page 47 www.flickr.com/photos/umflintoutreach/2879459642/Page 49 www.flickr.com/photos/expomuseum/67838755/Page 50 www.flickr.com/photos/redirections/3629565113/in/set-72157619791224856/Page 51 Illustration by Sage ConsultingPage 54 www.urbanreviewstl.com/?p=9449Page 58 www.flickr.com/photos/umflintoutreach/2948778051/



Documents

Vibrant Downtown Flint Report 2010