Draft Plan Preview March 2021
Table of Contents Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Planning Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Timeline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Community Engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Plan Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Vision Elements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Goals & Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Goal 1: Easy, Accessible Mobility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Goal 2: Complete, Affordable Neighborhoods . . . . . . . . . . . . . . . . . . . . . . . . 11 Goal 3: Healthy, Safe Neighborhoods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Goal 4: Inclusive Economy & Growth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Goal 5: Abundant Parks, Public Spaces & Natural Areas . . . . . . . . . . . . . . 14 Goal 6: Resilient Low-Carbon Urban Environments . . . . . . . . . . . . . . . . . . . 15 Goal 7: Life-long Learning, Care & Enrichment for All . . . . . . . . . . . . . . . . . 16 Goal 8: Distinct Identity & Diverse Destinations . . . . . . . . . . . . . . . . . . . . . . . 17 Focus Areas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 West Trade Street | Beatties Ford Road Corridor . . . . . . . . . . . . . . . . . . . . . . 19 Silver & Blue Line Crossing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 North End . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Queen’s Park . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Brevard Street. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 Second Ward High School . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 Government District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 East Trade Street | Elizabeth Avenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 Tryon Street Uptown . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Cedar Yard | Pipe & Foundry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 South End | Uptown Gateway . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Medical School & Innovation Campus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 Center City 2040 Vision Plan: Draft Plan Preview
Overview The City of Charlotte and Mecklenburg County are located in the center of the dynamic, rapidly growing southeastern United States, and the area’s vibrant Center City is the economic, social and cultural heart of the region. In the last decade, Charlotte-Mecklenburg changed profoundly in many ways, including: • • • •
A regional population growth of about 400,000 residents Ranking among the ten fastest-growing large cities for most of the decade Becoming much more culturally and ethnically diverse A booming economy, a growing technology sector bringing new prosperity to the city, and spurred development and investment in Center City • Almost 20,000 new housing units planned or built in Center City • New hotels, restaurants, bars, and entertainment venues • New parks and a minor league baseball stadium • Public investments in light rail, streetcar and innovations in micro-transit, and • The exciting evolution of unique neighborhood centers.
The Charlotte-Mecklenburg Center City 2040 Vision Plan is more than a strategic city building blueprint for the next two decades. It is a call to action for our entire community. We have the opportunity to use the past, as well as extraordinary experiences of 2020, as a foundation to do things differently in creating a new vision and better place to live. This plan will boldly transform Center City through a commitment to equity, equity, ensuring growth and opportunity are more sustainable and widely shared. It will drive the evolution of the urban core as a collection of distinct, vibrant neighborhoods. And it calls for big moves in transportation that create mobility networks to support these complete neighborhoods and further our community’s commitment to sustainability.
Center City 2040 Vision Plan: Draft Plan Preview
However, the rapid growth, investment and prosperity of the past decade was not equally shared by all. Rather, the growth amplified existing disparities and widened the gap between neighborhoods and residents. While the city’s residential makeup is more diverse than ever before, it is also more unequal. More fundamentally, all residents have not benefited from the same access to opportunity. The Center City 2040 Vision Plan was developed to create a blueprint for growth that will address these challenges, and to promote greater equity, allowing more people to prosper. And, against the backdrop of the historic year that was 2020, the Plan evolved to be more ambitious and deliberate in addressing the myriad of challenges the year brought. It identifies ways that the people, organizations and communities of Center City can collaborate and move towards a more just, equitable and prosperous shared future.
1
Planning Process Why Now? In the 2010s the urban core experienced tremendous growth and transformation. New commercial and residential development, the transit system and unique destinations emerged in Uptown and throughout Center City. During this period, thousands of people have made Charlotte-Mecklenburg their home, bringing new ideas, and opportunities and challenges with them. All this change merited a wholesale, fresh look at the people, places and potential of Center City. The 2040 Vision Plan builds on earlier efforts but is grounded in current data and community input.
What is the Vision Plan? The Center City 2040 Vision Plan is a comprehensive, strategic plan that provides a “big picture” framework and unifying vision for Center City growth and development. The Plan sets forth a bold direction for the future that is unique and authentic to Charlotte-Mecklenburg, while providing a set of innovative, transformative strategies and recommendations that will chart the course for achieving the vision. Why Plan? The community has a successful legacy of planning that has guided investment and shaped the fabric of Center City for decades. Strategic and visionary plans for Center City have been developed approximately every 10 years since the 1960s. Revisiting the Vision Plan every decade ensures that the growth and character of Center City reflects demographic, economic and cultural change and is consistent with evolving community values and preferences.
Center City 2040 Vision Plan: Draft Plan Preview
In 2019 and 2020, Mecklenburg County, the City of Charlotte, and the Charlotte Area Transit System and other community partners began to work on parallel and related planning projects. Managing these efforts at the same time allowed the partners to collaborate, share information, leverage resources and feedback from the community and ensure that the projects and recommendations were consistent and supported by all relevant parties, which makes a unified vision possible. Some of these efforts included: • Charlotte Future 2040: City of Charlotte Comprehensive Plan • Meck Playbook: Mecklenburg County Parks and Recreation Master Plan • Charlotte Moves: City Department of Transportation Strategic Mobility Plan • CATS Silver Line: Charlotte Area Transit System Light Rail Plan and Design • CATS Envision My Ride: Charlotte Area Transit System Bus Corridor Study • 5 Points Forward: Historic West End Partners Community and Corridor Plan • Uptown Connects: Bicycle Infrastructure, Trails and Greenway Improvements • Livable Meck: County-wide Engagement and Coordination • Housing First Charlotte-Mecklenburg • Tree Canopy Action Plan • Corridors of Opportunity Initiative • Unified Development Ordinance Revision
2
Timeline We are here
Visioning Fall 2019
Ideas, Opportunities & Strategies Winter | Spring 2020
Recommendations & Community Review
Plan Production
Fall 2020
Winter 2020 | 21
Final Draft Plan & Community Review Spring | Summer 2021
Re-engage
Phase I Visioning
Phase II Ideas, Opportunities & Strategies
• Public events to excite & engage community
• Draft ideas & strategies developed
• Initial county-wide community engagement
• Ongoing community engagement
• Identify challenges & opportunities
• Targeted stakeholder engagement
• Conduct policy review & data analysis Center City 2040 Vision Plan: Draft Plan Preview
Phase III Draft Recommendations
Phase IV Draft Plan
Phase V Final Plan Review & Adoption
• Draft plan recommendations
• Draft plan developed
• Community re-engaged to gather more input following COVID & protests against systemic injustice
• Stakeholder review
• Public review period
• Review community & elected & advisory officials
• Online public meeting
• Government departments’ review
• Adoption & endorsement
• Elected & advisory officials’ updates
• Online public meeting
• Revisions made following public review period • Final draft plan produced
3
Community Engagement: Getting Together “ALL IN” on Engaging New Voices Developing the 2040 Vision Plan involved broad community engagement in Center City, as well as throughout Charlotte and Mecklenburg County. This included deliberate and proactive outreach to residents and community leaders who have not typically been involved in community planning, and whose neighborhoods that have historically experienced less investment and more disruption. From late summer of 2019 through early 2021, hundreds of Charlotte-Mecklenburg residents participated in in-person and online exercises to share their thoughts on Center City growth and development for the next 20 years. Hosting events throughout the City and with partner organizations allowed the project team to meet people “where they are.” COVID-19 and social distancing required that most activities be conducted online, and carefully designed, multi-media events allowed the project team to continue to capture hundreds of ideas. The project team collected over 1,000 ideas, hosted or participated in 37 engagement activities and connected with representatives from over 150 stakeholder and neighborhood groups. Key events that were held are shown on the right.
Ideas Collected
Engagements
Representatives of Stakeholder & Neighborhood Groups
Steering Committee The planning process began with the formation of a Steering Committee comprised of a diverse group of 30 community leaders from throughout Center City, the City of Charlotte, and Mecklenburg County. This group brought a range of perspectives to advance an inspirational vision and to serve as a sounding board for plan ideas. Community Kick Off Meeting More than 250 people from across the county attended the Community Kick-off event at Camp North End in late Summer 2019. The public participated in fun activities to contribute their ideas, explore opportunities, and identify issues for the growth and development of Center City. Innovator’s Action Forum At the Innovator’s Action Forum held in Fall 2019 at Spirit Square, national thought leaders came to Charlotte to share new ideas with the community related to growing jobs, cultivating entrepreneurship, and fostering arts, culture and housing for all. Mobility Summit Local transportation professionals met at a Mobility Summit to discuss projects, trends and issues that will play an important role in shaping Center City over the next 20 years. Online Public Meeting In November 2020, an online community meeting was held to preview draft recommendations. More than 80 people participated in the Zoom-hosted event and an additional 500 people subsequently viewed the recording of the meeting.
Center City 2040 Vision Plan: Draft Plan Preview
4
Community Engagement: Outreach Efforts Outreach conducted throughout the planning process is summarized below: Pop-up Engagements The project team attended the following events and visited the following libraries across the city and county to engage with citizens and gather input for the plan, such as: • • • • • • • • • • •
West End Huetiful Celebration A Vibe Called Fresh Open Streets 704 Small Business Saturday Equitable Communities Event Charlotte Future 2040 Community Meeting and Workshops HOLA Charlotte Festival Festival of India Meck Playbook Workshops South End Community Meeting Platform Music and Culture Series
Libraries • North County Regional • Matthews • Sugar Creek • Beatties Ford Road • Steele Creek • Morrison Regional • Hickory Grove
Center City 2040 Vision Plan: Draft Plan Preview
Focus Groups In the summer of 2020, after the onset of the COVID-19 pandemic and amidst the protests and calls for racial justice and social equity, the project team met with diverse groups of community leaders and advocates. These Focus Groups included conversations that tested project recommendations, and specifically asked for actionable ideas about how the Plan could potentially respond to and address the ongoing pandemic, social injustice and the recession. These groups included representatives from: • Neighborhood Leaders • Transportation, Environment and Sustainability Advocates • Housing and Social Service Providers • Real Estate, Planning and Design Professionals • Hospitality, Cultural and Entertainment Groups • Artists and Creative Professionals • Child Care Providers • Multicultural Community Representatives • Center City Business Executives Partner Briefings Throughout the Plan process, the project team provided updates to several governing bodies, including the City Council’s Transportation, Planning and Environment Committee; the Planning Commission; and the Board of County Commissioners. The project team also met monthly with teams leading parallel planning efforts to share information, coordinate outreach, and develop consistent recommendations. Project Website The website ALLIN2040.com is the information hub for the Vision Plan. Visitors can learn about the project schedule and process, review community input and draft ideas, discover engagement opportunities, videos and provide comments or ask questions of the project team.
5
Community Engagement: What We Heard The following themes emerged from the engagement efforts.
Things we like or love about our community
Things we need to work on
• Shared spirit of optimism and momentum • Growing transit, greenway, trail and bicycle networks • Comfortable size and scale of Center City with room to grow • Increasing ethnic and cultural diversity • Deep sense of history • Home-grown talent and an entrepreneurial spirit • More housing, vibrancy and activity in Uptown • Continued economic growth and diversification • Successful collaborations and partnerships • Regional arts, cultural, sports and entertainment destinations
• More balanced transportation with less dependence on cars • Unsafe or incomplete streets, bike lanes, trails and sidewalks • Increasing cost of living and lack of affordable housing • Growing homeless population • Growing inequality • Cost and availability of childcare and eldercare • Lack of essential services in neighborhoods • Vacant land and “gaps” along streets • Limited infrastructure to support growth • Major barriers between neighborhoods • Not enough small parks, plazas or dog parks • Changing climate • Limited ground-floor and street activity • Few low-cost, family-friendly destinations
Center City 2040 Vision Plan: Draft Plan Preview
Things we should take advantage of & make a reality • Complete, grow and connect transit systems • Design public spaces and streets for all ages and abilities • Reconnect neighborhoods • Focus investment in under-invested communities • Recognize and celebrate history • Use technology to improve access to transit, healthcare and education • Make buildings and streets more environmentally friendly • Increase access to education and jobs • Become an international destination
6
Plan Framework Vision Plan Guiding Principles Building on the evaluation of Center City assets, challenges and opportunities, the following principles guided the development of Vision Plan recommendations. These principles were used to test ideas and to ensure the recommendations were ambitious and aligned with the values gathered from the community. • Be bold and courageous. Face problems head-on and welcome big, transformative ideas. • Put people first. Prioritize the wellbeing and quality of life of residents in all recommendations.
vision elements Thriving
Inclusive
Memorable
Resilient
Sustainable
Loved
goals
1 2 3 4 5 6 7 8 Easy, Complete, Healthy, Safe Inclusive Parks, Public Resilient Life-long Distinct Accessible Affordable Communities Economy Spaces Urban Learning, Identity & Mobility Neighborhoods & Growth & Natural Environments Care & Destinations Areas Enrichment for All
• Learn from and build upon our history. Acknowledge and understand past missteps, while celebrating positive legacies. • Regenerate the environment. Go beyond protecting the environment to actually improving it as we grow.
strategies for change
• Infuse equity into all that we do. Consider the impacts of all decisions and seize opportunities to invest in communities where it is most needed. • Welcome everyone to Center City. Create an exciting, multi-cultural community where everyone feels safe, comfortable and engaged. Plan Framework The Plan Framework (shown on the right) organizes the Plan recommendations and establishes a blueprint for how Center City will grow and evolve over the next two decades and beyond. The foundation of the Framework is based on the values, insights and ideas gleaned from the Charlotte-Mecklenburg community.
Center City 2040 Vision Plan: Draft Plan Preview
focus areas West Trade Street | Beatties Ford Road
Silver & Blue Line Crossing
North End
Queen’s Park
Brevard Street
Second Ward High School
East Trade Street | Elizabeth Avenue
Government District
Tryon Street Uptown
Cedar Yard | Pipe & Foundry
South End | Uptown Gateway
Medical School & Innovation Campus
7
Vision Elements The Framework Vision Elements describe how Center City will look, feel and function in the coming years. The elements express the community’s hopes and aspirations at this time in history and describe what Center City should strive to become by 2040: a Thriving, Inclusive, Memorable, Resilient, and Sustainable Center City that is Loved by all.
Thriving In 2040, Center City continues to be the region’s economic engine. Sustained, shared growth and prosperity create resources that benefit all Charlotte neighborhoods, businesses and residents.
Inclusive Center City welcomes everyone and provides equitable access to education, enrichment and economic opportunity.
Memorable Center City is an international destination that is uniquely Charlotte, offering an exciting mix of experiences to everyone who works, lives or visits.
Resilient Center City is an enduring place in which all residents can reliably and easily access everything from jobs to groceries to medical care.
Sustainable Center City is a low-carbon environment that makes it easy to live, work, and travel while mitigating harm to and ultimately repairing the earth.
Loved Center City is treasured by visitors and is a source of pride for the entire Charlotte-Mecklenburg community.
Center City 2040 Vision Plan: Draft Plan Preview
8
Goals & Strategies Goals The Vision Plan Goals describe what the community strives to achieve to make the Center City Vision become a reality by 2040. The goals directly address challenges and build on assets and opportunities defined by stakeholders. These goals address the topics and priorities defined through community outreach and are consistent with and supportive of with the Charlotte Future 2040 Comprehensive Plan goals. Strategies for Change The Plan includes over 200 strategies and recommendations that are tied to each of the goals. These are the specific policies, project, programs that will help us achieve the Vision and Goals.
* The following pages include a preview of SOME of the recommendations (shown in GREEN COLORED TEXT ) proposed to achieve the Goals and Strategies. ALL of the plan recommendations will be included in the Final Draft Plan.
Center City 2040 Vision Plan: Draft Plan Preview
9
Goal 1: Easy, Accessible Mobility Strategies 1a Balance trips to and within Center City among different modes including cars, bus, rail, walking and biking. Invest in and launch a comprehensive marketing campaign to promote the benefits of riding transit, especially buses. 1b Plan for and invest in the regional, flexible, accessible multi-modal transit system and mobility hubs. Prioritize projects that overcome barriers to transit ridership through tactics such as providing seamless connections between transit modes and lines, increasing options for first and last mile trips through micromobility, improving headways while waiting for buses, designing and building high quality bus stops and shelters, providing accurate, real-time bus and train data and increasing on-board amenities.
Provide multiple convenient, safe & affordable options for traveling to, from & around Center City Why is this important? • Center City offers a rich concentration of jobs, schools, cultural hubs, health care providers, parks and public art, so therefore, getting to and around Center City should be safe, comfortable and affordable for travelers of all ages and abilities. • Residents must have affordable options for traveling to the urban core to access these resources for wellbeing, enrichment and economic opportunity. • Creating a network of connected mobility options will give people more choice and flexibility when they travel. • Center City’s multi-modal transportation network will include options for driving and ride-sharing; taking light rail, bus or shuttles; or walking, biking or riding a scooter.
Center City 2040 Vision Plan: Draft Plan Preview
1c Design and manage streets and curb lanes for all modes of transportation. Ensure flexible street and curb lane design that allows for emerging mobility tools and systems including autonomous and electric vehicles. Transform traditional “workhorse” streets that carry large numbers of vehicles into and out of Uptown to become safe multi-modal corridors. 1d Manage parking to support multi-modal transportation and improve the street environment. Develop a comprehensive, phased plan for improving single-use parking decks and lots in Center City to support traveler choices and comfort and to provide additional amenities, such as storage for bicycles, public amenities including restrooms, electric vehicle charging, active groundfloors and more. 1e Improve connections between neighborhoods. Improve key corridors that connect Uptown and Center City transit stations with surrounding neighborhoods and explore the use of autonomous shuttles on key roads.
10
Goal 2: Complete, Affordable Neighborhoods Strategies 2a Prevent displacement of residents, businesses, and community organizations. Establish a community fund to support and/or subsidize affordable spaces for small businesses and nonprofits. Support community-led efforts to establish cooperative ownership for neighborhood businesses and services with technical assistance and/or funding. Protect, rehabilitate and improve existing “naturally occurring” (i.e., nonsubsidized) affordable housing.
Residents in all Center City neighborhoods will have access to attainable housing as well as essential amenities, goods & services within a 10-minute trip from home Why is this important? • The cost of Center City housing is rising, and disparities between neighborhoods are growing. Some neighborhoods, particularly in the North and West End, still lack access to basic goods and services such as grocery stores and pharmacies. • As housing becomes more expensive, renters, small businesses and community organizations, are at risk of being displaced. • Creating opportunity and a place for everyone in Center City requires creating more housing of all types and supporting local small businesses, artists, and community organizations.
2b Improve neighborhood access to essential services and amenities. Work with residents and community groups to determine the services and amenities needed, and identify and map possible sites to improve connections between neighborhoods. 2d Incentivize housing development to increase residential options. Ensure that redevelopment of existing or purchased public land includes provisions to provide affordable housing. 2e Increase resources and remove barriers to affordable and workforce housing development. Strengthen or create programs including community land trusts and strategic municipal land banking programs to increase the scale of affordable and workforce housing development, especially along rapid transit and major bus lines.
• It also means providing housing and services for the most vulnerable residents, including the unsheltered and those at risk of losing their housing. Center City 2040 Vision Plan: Draft Plan Preview
11
Goal 3: Healthy, Safe Communities Strategies 3a Pursue a “Housing First” model for unsheltered residents. Support an evidence-based “Housing First” approach to housing individuals and families experiencing homelessness eliminating barriers to entry. Build enough housing to shelter all homeless, including space for supporting social services. 3b Use best practices to keep Center City residents, visitors and workers healthy. Provide sanitation stations and restrooms to support cleanliness and health in and near publicly accessible locations throughout Center City including parks, libraries, public parking facilities and schools.
Ensure all residents & visitors feel safe & secure in Center City & can easily access what they need for personal, family & community wellness Why is this important? • Supporting the health, safety and well-being of the Center City community requires efforts on multiple fronts. An urban environment that supports wellbeing includes easy access to housing, fresh food, health care, and open spaces – both day-to-day and in the face of the pandemic and other challenges. • Safety and shelter are fundamental to the wellbeing of all people. Providing services to vulnerable populations is critical to maintaining health, safety and sanitation, and more fundamentally, it is consistent with community values. • The pandemic and renewed social justice movement brought more attention to the health, safety and security of all residents, and particularly people of color. As the heart of the community, Center City must be safe and welcoming to all.
Center City 2040 Vision Plan: Draft Plan Preview
3c Improve food security and access to healthy foods for all residents. Work with business and property owners to transform convenience stores and bodegas into sources of fresh, healthy food in neighborhoods without grocery stores. 3d Ensure public spaces and streets are safe, accessible and welcoming. Exceed legally required standards to provide universal, accessible design of public spaces for people of all ages and abilities. Strengthen construction mitigation efforts and public information associated with new development projects to maintain safe access to public roadways and sidewalks and alert travelers of potential or planned traffic changes. 3e Improve access to health care. Co-locate health clinics and grocery providers in accessible locations such as major transit hubs including Gateway Station and the future Silver and Blue Crossing, schools and colleges, community and recreation centers and resource centers. 12
Goal 4: Inclusive Economy & Grow th Strategies 4a Continue to invest in Center City’s economic base to support regional growth. Ensure that the redevelopment of public property in Center City is directly tied to economic development and business recruitment and aims to achieve the City and County’s equity goals. 4b Improve pathways to opportunity and economic mobility for all. Increase the participation of Center City businesses in workforce development and Career Pathway Programs of Study for local high school students to gain exposure to potential careers in target industries and sectors. Partner with Center City employers and organizations to establish and/or expand project-based learning opportunities, with an emphasis on paid internships for high school students.
Ensure continued economic growth in Center City that reduces financial disparities & optimizes opportunities for all Why is this important? • Despite its growing economy, Charlotte has the least upward economic mobility of America’s 50 largest cities. This means that people who grow up in certain neighborhoods have much less of a chance of economic success than those in other communities. This deep-seated inequality became more evident when COVID-19 and marches to protest systemic racism swept the United States. • Underlying differences in access to health care, neighborhood and housing conditions, and types of work all contributed to much higher rates of infection among people of color. • This Plan seeks to improve access to opportunity and economic wellbeing for all residents. This requires continued economic growth and success, so that the City and County have enough resources to invest in communities and support neighborhoods.
Center City 2040 Vision Plan: Draft Plan Preview
4c Create an entrepreneur hub in Center City to support and grow businesses. Conduct a needs assessment for small- and medium-sized businesses to identify challenges and growth barriers with a focus on immigrants, people of color, LGBTQ community, women and other under-represented groups. 4d Improve access to capital and equity-building for residents and businesses. Provide access to capital for entrepreneurs of underrepresented constituencies through lending circles and money pools. 4e Diversify the economy and ensure a balance of industries and job types. Focus recruitment and other economic development efforts on employers that provide jobs at all skill and wage levels (i.e., “GED to PhD”). Attract complementary start-ups and expanding firms to the North End Smart District, Innovation and Wellness District and other Center City innovation and employment centers.
13
Goal 5: Abundant Parks, Public Spaces & Natural Areas Strategies 5a Create a new, large-scale signature public space. Identify and secure at least 75-150 contiguous acres of land within Center City. 5b Increase the number and diversity of publicly accessible parks and plazas. Ensure each Center City household is within a half-mile (10-minute walk) of a public park or plaza. Pursue or strengthen partnerships and joint use agreements with schools, non-profits, places of worship and other civic organizations to enhance access to parks, public spaces and recreation centers.
Create a strong connected network of diverse outdoor spaces & experiences throughout Center City Why is this important? • Spending time outdoors provides access to fresh air and sunlight, a break from screens, opportunities for recreation and socializing, and connections to nature. • Research shows that access to nature and the outdoors improves physical, social and mental wellbeing. • The COVID-19 pandemic demonstrated the value of outdoor public spaces when mobility was restricted and indoor gatherings were prohibited. Parks were critical to wellbeing by functioning as gyms, offices and living rooms. • As the population and density of Center City grows, it is critical to identify, protect and improve urban public space to ensure these benefits are enjoyed by current residents and generations to come. Center City 2040 Vision Plan: Draft Plan Preview
5c Create a connected system of outdoor experiences along creeks, trails and greenways to support active transportation and access to recreation amenities. Continue to improve and expand the Blue Line Rail Trail, including extending the trail north of 12th Street, filling key gaps, adding more unique activity areas, establishing a wayfinding system and improving the trail surface where appropriate. 5d Strategically improve parks and facilities through design and programming. Improve Seversville and Martin Luther King Parks , enhance connections from Frazier Park along Stewart Creek Greenway to create large public open space that serves the West End neighborhoods. Build the Silver Line Rail Trail. 5e Restore and expand the tree canopy and urban forest. Enhance and extend the tree canopy in under-served neighborhoods, focused on locations where trees can provide multiple benefits such as shade, improved air quality and carbon sequestration.
14
Goal 6: Resilient Low-Carbon Urban Environments Strategies 6a Implement the City’s Strategic Energy Action Plan. Establish green building requirements for Center City development and strengthen workforce training programs in sustainable design and construction. Ensure all new or retrofitted building include capacity for electric vehicles and on site solar energy generation. 6b Pilot a Resilient Innovation District (RID) to test energy and resiliency innovations. Partner with community-based organizations, schools and colleges, and local businesses to identify areas with limited employment opportunities and programs and structure RID projects that provide training, employment and investment opportunities to local residents. Design buildings, streets, infrastructure & public spaces that adapt to a changing climate, support a low-carbon future & contribute to ecological restoration Why is this important? • Center City will continue to grow over the next two decades and beyond. With more people living, working and playing in the urban core, there is an opportunity to design and build using tools and techniques that are more efficient and beneficial to people and the planet. • Charlotte’s culture of innovation and creativity provides an ideal setting to develop and apply new green building and energy solutions that protect and sustain the environment by generating energy, improving air quality, cooling the city and cleaning the water supply.
Center City 2040 Vision Plan: Draft Plan Preview
6c Ensure utilities and infrastructure support sustainable, resilient, low-carbon, and equitable growth. Develop a Center City Infrastructure Plan that: • Assesses existing and planned infrastructure and utilities • Accounts for climate change and extreme weather events • Prioritizes improvements in under-served neighborhoods • Applies the recommendations of the City’s Strategic Energy Action Plan 6d Use land and buildings throughout Center City to provide environmental benefits. Develop a menu of Low-Impact Development strategies and other sustainable practices that can be applied throughout Center City to provide ecological benefits, improve air and water quality, reduce energy use and create more biological diversity through animal habitat protection and restoration.
15
Goal 7: Life-long Learning, Care & Enrichment for All Strategies 7a Make childcare accessible and affordable to all families. Recognize childcare as an essential element of talent recruitment and retention. Locate childcare centers in new office and mixed-use developments. Work with corporate partners to provide on-site or nearby childcare for employees, especially for lower-paying industries and those with swing and night shifts, such as hospitality. 7b Strengthen and establish Center City schools to expand access to opportunity. Provide free public Wi-Fi to under-served communities.
Support family & individual growth, learning & wellbeing at all life stages Why is this important? • Opportunities for learning are available all across Center City, including traditional classrooms, innovative labs and maker spaces, and cultural and civic institutions that offer resources for enrichment and exploration for all ages. And, as the economic hub of the region, Center City is also a rich source job and career opportunities. • Not all schools are the same and not all residents have access to resources that support lifelong learning. Addressing disparities in education, employment and earning potential is a fundamental aspect of the Vision Plan. This begins with ensuring all families have access to high-quality, affordable childcare and education so that parents can advance their own education or careers while young children safely grow and learn. Center City 2040 Vision Plan: Draft Plan Preview
7c Create a strong, connected system of arts and culture education, programs and professions. Identify strategies to improve access to affordable studio and event spaces throughout Center City, including: • Arts and cultural spaces and/or funding • Supporting non-traditional / short-term lease agreements • Using vacant retail or other underutilized ground-floor spaces • Establishing an artist-in-residence program as part of businesses and offices with underutilized spaces 7d Partner with community groups to expand programming for all ages. Partner with Discovery Place and other institutions to expand successful STEAM education and programming throughout Center City neighborhoods including outdoor spaces and parks.
16
Goal 8: Distinct Identity & Diverse Destinations Strategies 8a Establish more affordable, diverse and family-friendly destinations and experiences. Cultivate, recruit and support affordable, culturally diverse food establishments in Uptown and Center City neighborhood centers. 8b Create an iconic destination experience. Propose a community-driven process through which an iconic experience like “The Bean” in Chicago’s Millennium Park or the San Antonio River Walk - will be identified, designed and funded, to help strengthen Charlotte’s identity as a destination.
Celebrate & promote retail, entertainment, arts & culture throughout Center City to transform Center City into an international destination Why is this important? • The number of authentic destinations in Center City grows year over year, including world-class museums, professional sports and arts festivals. In the last decade, destinations outside of Uptown in neighborhood centers have become more popular, with visitors heading to breweries in South End, festivals in Plaza Midwood, live music in NoDa, and shops and events at Camp North End. • As the City grows, Charlotte has the potential to become a true international destination. Raising the City’s profile will encourage visitors from all over the country and the world to experience what Charlotte has to offer.
8c Leverage investments in sports, culture and arts to strengthen other visitor destinations and experiences. Partner with professional sports organizations to identify opportunities for no- and low-cost ways for fans to celebrate the teams, such as viewing games in parks or plazas. Cultivate a mixed-use urban district around the Bank of America Stadium and Truist Field that offers year-round, family-friendly entertainment options. 8d Transform Uptown into a warm, distinctive and inviting place. Increase year-round activity such as outdoor dining by establishing a “cafe culture” and programming on sidewalks and in plazas and public spaces.
• Attracting more visitors to Charlotte will help create jobs in the hospitality and restaurant industry and support small local businesses, artists and creatives.
Center City 2040 Vision Plan: Draft Plan Preview
17
Focus Areas The Plan vision, goals and strategies will be achieved in part in Focus Areas that are poised for new public and private investment and physical catalytic transformation. The Focus Areas are geographically dispersed across Center City to ensure a broad distribution of resources and energy while acknowledging that some areas of the city are historically under-served and will require additional investment. Why were these areas selected? Focus Areas were selected based on the potential to: • Support multiple Vision Plan goals and strategies • Leverage private and public investment • Direct investment to areas of underinvestment • Continue to advance ongoing priorities of the 2020 Vision Plan • Strengthen elements of the 2040 Vision Plan • Catalyze near-term change and investment • Improve social and physical connections • Have broad stakeholder and community support
* The following pages include a preview of SOME of the recommendations for each Focus Area. All of the plan recommendations will be included in the Final Draft Plan.
Center City 2040 Vision Plan: Draft Plan Preview
18
West Trade | Beatties Ford
Silver & Blue Line Crossing
As development on West Trade Street | Beatties Ford Road takes shape and the Gold Line extends further north, it is imperative that the history, culture and character of the West End are valued, protected, preserved and enhanced. The transformation of these neighborhoods should focus on equitable, inclusive development and creating mixed-income neighborhoods. Focused efforts should be made to:
The Silver and Blue Line Crossing, located between Uptown and North End, will allow travelers to access Center City from throughout the region and the world via a connection to and from the airport. This hub has the potential to catalyze a dynamic, high density mixed-use development on adjacent public land, thus providing an opportunity to achieve equity goals of building mixed-income housing and space to incubate and nurture small local businesses and entrepreneurs from diverse cultures. This new mobility and employment hub should:
• Reconfigure the I-77 interchange between Trade and Fifth Streets to create new public land for development and to achieve equity goals, and build a mix of affordable and workforce housing while preventing displacement • Create visitor destinations s at Five Points and in other neighborhoods that highlight and celebrate Charlotte’s authentic, rich African-American history and culture • Support West End businesses and attract new businesses established by AfricanAmericans and entrepreneurs from diverse backgrounds • Implement a unifying ‘One West End’ corridor development concept, making sure investment and economic opportunity extends beyond JCSU and Route 16 along Beatties Ford Road all the way to I-85
Center City 2040 Vision Plan: Draft Plan Preview
• Include civic and destination venues such as theaters, a music school, a museum of contemporary art, galleries, etc. as well as public space. New retail and restaurants, especially those operated by entrepreneurs of color, would serve office workers, residents, commuters and visitors • Take advantage of the opportunity to site community uses including health care providers, child-care and elder care facilities, and spaces for artist and creatives in this central, transit-oriented location that is near employment and easy to access • Include transit and micro-mobility amenities to support buses, cycling, rideshare pick-up and drop-off locations, and access to scooters and, in the future, autonomous vehicles and shuttles 19
North End
Queen’s Park
The future of the North End industrial areas and neighborhoods have the potential to serve as one of the economic development backbones of the City. A community-driven planning process for North End is needed to identify, prioritize and implement strategies to build a district that offers jobs, quality
Consolidating and relocating freight activity in the Norfolk Southern rail yard could open up land to be re-envisioned and redeveloped into one of the largest premier public spaces and destinations in the region. Designed as a community-driven concept, “Queen’s Park” would:
of life assets and is a great place to live. This plan should consider: • Producing a proactive, intentional, economic development strategy and market analysis based on technology, research, light manufacturing, innovation and ‘green’ jobs and training • Preventing displacement, protecting and preserving existing neighborhoods and leveraging public land to build more affordable, equitable, mixed-income housing
• Be a 150-plus acre public space with natural habitats, civic venues and facilities, a trail system, an outdoor event venue, and sports courts and fields • Remove and break through the barrier of the large rail yard to connect neighborhoods and improve access to transit, open space and other amenities • Be surrounded with new, high density urban development with significant affordable housing and commercial space for local businesses and organizations
• Working with social service providers, to ensure homeless people and other vulnerable groups can be housed and access needed services • Improving connections to transit and between neighborhoods
• Include new arts or cultural venues, a recreation center and classrooms or other community spaces
• Creating new public spaces and access to basic services and amenities
Center City 2040 Vision Plan: Draft Plan Preview
20
Brevard Street
Second Ward High School
Transform Brevard Street into an authentic and lively Charlotte destination that embodies and celebrates the area’s history as the main commercial area of Brooklyn. Produce a new master plan that focuses on:
Partnering with Charlotte Mecklenburg Schools, the private sector, and philanthropic organizations, restore a treasured institution of the Brooklyn community destroyed by Urban Renewal by fulfilling the promise to build a new Second Ward High School. This magnet school would:
• Creating a fun, celebratory district that attracts visitors from the Charlotte Convention Center, Spectrum Center, NASCAR Hall of Fame, museum district, etc. • Preserving existing historical buildings such as the Grace A.M.E Zion Church and the Mecklenburg Investment Company building
• Collaborate with Center City businesses and other organizations to develop an academic and workplace co-op curriculum to provide paid internships and other opportunities aligned with employer needs
• Ensuring that African-American entrepreneurs and other marginalized groups of people can benefit via related business, employment, and training opportunities
• Establish a Brooklyn History Museum in the new school building. To keep ‘history alive’ for future generations, establish a cohort of student docents to give tours highlighting the accomplishments of and contributions made by former 2nd Ward faculty, administrators and students, as well as other African-Americans from Charlotte-Mecklenburg
• Highlighting the accomplishments of past and current African-American leaders and businesses
• Teach courses that honor and emphasize the legacy of Second Ward High School and the history of Brooklyn and African American’s contributions
• Enlivening the street during business and evening hours with shops, galleries, cafes and bars, music venues and theaters, festivals, public art, etc.
Center City 2040 Vision Plan: Draft Plan Preview
21
Government District
East Trade | Elizabeth
Transform and infuse new life and energy into the Government District (which is currently dominated by single use buildings) by adding a mix of new uses, more active ground-floors, and improved street connections. Embark on a master plan process to guide the revitalization of the district into a more dynamic place. The plan should:
East Trade Street | Elizabeth Avenue will be one of the most exciting streets in Uptown lined with a mix of destination amenities and everyday services. It is poised to transform into a dense, transit-oriented corridor. Maximize investment in the Gold Line to promote higher density development, increase tax revenue and create a vibrant place. Revitalization efforts should:
• Take advantage of developing publicly owned land to create and redeploy tax revenue to achieve equity goals, such as providing housing as well as affordable space to incubate small businesses, especially those owned by people of color. • Identify and incentivize the establishment of civic, hospitality and entertainment destinations such as cafes, bars, theaters, galleries and music venues that reflect the community’s cultural diversity
• Catalyze infill opportunities and enhance outdoor spaces to become a more active corridor • Preserve and enhance buildings of architectural or historic significance • Improve connections under I-277 to Central Piedmont Community College and Elizabeth
• Ensure the master plan acknowledges and respects adjacent development and change including plans for the proposed Brooklyn Village neighborhood
Center City 2040 Vision Plan: Draft Plan Preview
22
Tryon Street Uptown
Cedar Yards | Pipe & Foundry
As the birthplace and heart of Charlotte-Mecklenburg and as the region’s main street and civic gathering space, Tryon Street will be transformed to reflect the myriad of cultures and ethnicities of the community. Produce a new street plan with broad community engagement that aims to create a:
Center City’s next great urban neighborhood is the Third Ward’s Cedar Yards | Pipe and Foundry | Bank of America Stadium area. Adjacent to the Gateway District and Station, there is incredible potential to activate this neighborhood year-round by creating a mix of uses, new housing, entertainment destinations, well-designed streets, and multi-modal connections. This neighborhood will:
• Safe, warm and welcoming place for all • Mix of family-friendly activities, destinations and amenities • Consistent pedestrian-friendly corridor with a new streetscape design, flexible spaces, active ground floors and storefronts, furnishings, lighting, wayfinding and public art, etc.
• Enhance the area around the stadium so that it becomes a part of the fabric of the neighborhood • Strengthen multi-modal connections between the Third Ward, Pipe and Foundry Site and FreeMoreWest and the core of Uptown • Be home to local businesses and restaurants that reflect the diversity and authenticity of the entire community • Deploy government gentrification mitigation programs to prevent displacement while increasing residential development throughout Third Ward
Center City 2040 Vision Plan: Draft Plan Preview
23
Over the last decade, the central business district has significantly expanded from Uptown into South End. South End has become and will continue to grow as an entertainment and shopping destination and is now the hottest office market in the southeast. Economic development and business recruitment efforts would benefit from overcoming the barrier between South End and Uptown created by I-277. To achieve this: • Provide a seamless connection between Uptown and South End by building a freeway cap over I-277 to create developable land and public space • Leverage investment to create a new public space with public art and community-oriented retail and amenities • Ensure roads, sidewalks and utilities in the South End support density and continued growth
In addition to attracting talented students, physicians and researchers to the city, this major new campus catalyzed by the new medical school, clinical research teams and collaborating bio-entrepreneurs will increase access to health care, add hundreds of new jobs and grow the existing culture of innovation in Charlotte-Mecklenburg’s health industry. • Create a complete, integrated health and wellness district in partnership with the Atrium / Wake Forest medical school to promote holistic health and well-being • Create an environment and opportunities for entrepreneurship and innovation • Improve public space and trail connections between Uptown, adjacent neighborhoods and the existing medical center • Develop partnerships to support talent pathways from pre-K through college
• Increase investment in and enhancement of the Blue Line Rail Trail, so that this popular destination continues to attract high density mixed use developments and increase tax revenue Center City 2040 Vision Plan: Draft Plan Preview
24
Implementation Realizing the Vision The Center City 2040 Vision Plan establishes a bold, ambitious 20-year agenda for the Charlotte-Mecklenburg community. The Center City has incredible momentum heading into the next decade. Maintaining this energy and focus is needed to advance economic mobility, social justice and equity through the recommendations outlined in the Plan. The Plan was built on a foundation of stakeholder and community engagement and will rely on sustained partnerships, collaboration and teamwork to implement the strategies and recommendations. By coordinating with partner organizations developing plans at the same time, the Vision Plan has already laid the groundwork for implementation. This coordination ensured that Plan recommendations reflect shared community values and are consistent and mutually supportive. Implementation Partners and Roles The partners charged with implementing this plan are the City of Charlotte, Mecklenburg County and Center City Partners. Key responsibilities of this group are to guide organizational and departmental strategic plans and annual work programs and to assess new opportunities as they arise for consistency with plan goals and strategies.
Center City 2040 Vision Plan: Draft Plan Preview
Additional activities the lead agencies may consider formalizing are to: • Reconvene the Steering Committee annually • Identify objective metrics for Vision Plan strategies • Collect and share Center City-specific metrics, including Equity Metrics defined by the Charlotte Future 2040 Comprehensive Plan • Establish quarterly or bi-annual meetings with partner agencies • Engage staff from Livable Meck to focus on Center City implementation actions Partner agencies include: • Charlotte Department of Transportation (CDOT) • Charlotte Area Transportation System (CATS) • North Carolina Department of Transportation (NCDOT) • Charlotte Regional Business Alliance • Arts and Science Council • Charlotte Regional Visitors Authority • Charlotte Mecklenburg Housing Partnership • Charlotte Mecklenburg Schools • Livable Meck • Charlotte Mecklenburg Police Department • Inlivian As well as a robust network of: • Neighborhood organizations • Advocacy groups • Community-based organizations • Major employers • Philanthropic organizations • Community service providers • Affordable housing providers • Private developers and investors • Business and property owners 25
www.allin2040.com