GR Forward Downtown & River Action Plan July 2015 DRAFT

7.2.15

PREPARED FOR:

ACKNOWLEDGEMENTS Thank you to the members of the following committees that made this draft plan possible:

DOWNTOWN STEERING COMMITTEE Jamon Alexander YWCA Mary Angelo Planning Commission; Downtown Resident James Berg Essence Restaurant Group Mark Breon Spectrum Health Nadia Brigham Kellogg Foundation Jessica Cruz Ferris State Center for Latino Studies Sam Cummings CWD Real Estate Jocelyn Detloff Mary Free Bed; Dyer Ives Foundation Board Steve Faber Friends of Grand Rapids Park; DGRI Alliance for Livability Dr. Wendy Falb DDA Board; GRPS School Board; DGRI Alliance for Livability Howard Hansen Monroe North TIFA Board Chair John Helmholdt Grand Rapids Public Schools; DGRI Alliance for Livability Derrick Hollowell Heartside Neighborhood Resident Mark Holzbach Downtown Resident Ruth Kelly City Commissioner; Downtown Resident Ray Kisor Colliers International; DGRI Board of Advisors Chair Kim McLaughlin Grand Rapids Chamber of Commerce Greg McNeily Windquest Group Nick Monoyios The Rapid; DGRI Alliance for Investment Chair Chris Muller Grand Rapids Whitewater; DGRI Alliance for Livability Tyler Nickerson Dyer Ives Foundation; DGRI Alliance for Livability; Downtown Resident Jon Nunn Grand Action, DGRI Board of Advisors Evette Pittman DGRI Alliance for Vibrancy; Grand Rapids Symphony Mark Rambo Grand Valley State University; Grand Rapids Parking Commission Steve Redmond Michigan Department of Transportation Tom Rosenbach BeeneGarter Dr. David Rosen Kendall College of Art and Design; DGRI Alliance for Vibrancy Chair Darel Ross LINC Community Revitalization, Inc. Carlos Sanchez Grand Rapids Community College; DID Board Chris Smith Network 180 Lynee Wells Williams & Works; DGRI Alliance for Livability Chair Rick Winn Amway Hotel Group; DDA Board; DGRI Alliance for Investment

DRAFT

RIVER CORRIDOR STEERING COMMITTEE Mary Angelo Rick Baker Kerry Baldwin Landon Bartley Annamarie Bauer Jim Bedford Rosalynn Bliss Brad Boomstra Dale Burkett David Buth Monica Clark Dotti Clune Berniz Constanza Sue DeVries Thomas Dilley Brian Donovan Adrian Dumas Steve Faber Dana Friis-Hansen Jay Fowler Kim Frost Marc Gaden Mike Guswiler Walt Gutowski Scott Hanshue Tatum Hawkins Gail Heffner Steven Heintzelman John Helmholdt Carl Kelly Hanna Kelly Stephen Kepley Ryan Kilpatrick John Koches Janet Korn Kenneth Krayer Kris Larson

Planning Commission Chamber of Commerce City of Grand Rapids Historic Preservation Committee Grand Rapids Rowing Association Michigan Department of Natural Resources-State Trail Section Trout Unlimited, Perrin-Lansing Chapter Grand Rapids City Commission Kent County Drain Commission Great Lakes Fishery Commission Summer Journeys 616 Lofts Grand Rapids Urban Forestry Committee Grand Rapids Initiative for Leaders Michigan State Housing Development Authority Grand Rapids Historical Commission East Grand Rapids Grand Rapids Initiative for Leaders Friends of Grand Rapids Parks Grand Rapids Art Museum Greater Grand Rapids Bicycle Coalition Disability Advocates of Kent County Great Lakes Fisheries Commission West Michigan Sports Commission Grand Rapids City Commission MDNR Fisheries Grand Rapids Initiative for Leaders Plaster Creek Stewards Realtor and GR Steelheaders Grand Rapids Public Schools City of Grand Rapids Resident Catholic Central High School City of Kentwood Michigan Economic Development Corporation Annis Water Research Institute Experience Grand Rapids Ferris State University Downtown Grand Rapids, Inc.

Michael Lindley Huntington Bank John Logie Resident Steve Maas City of Grandville Martha MacFarlane Faes State Historic Preservation Office Karen McCarthy Consumers Energy Andy McIntyre John Ball Zoo Katie Moore Kendall College of Art and Design Lee Nelson Weber Dyer-Ives Foundation Wendy Ogilvie Grand Valley Metro Council Stephanie Ogren Little River Band of Ottawa Indians James Radabaugh Michigan Department of Natural Resources-State Trail Section Chris Reader Parks and Recreation Advisory Board Steve Redmond Michigan Department of Transportation Chip Richards Grand Rapids Whitewater Carrie Rivette Grand Rapids Environmental Services Department Dale Robertson Grand Rapids Public Museum Rebecca Rynbrandt City of Wyoming Roger Sabine Kent County Kati Santee West Michigan Trails and Greenways Coalition Ellen Satterlee Wege Foundation Kevin Sehlmeyer Grand Rapids Fire Department Diana Sieger Grand Rapids Community Foundation Jay Spencer Plainfield Township Amanda St.Amour Parks and Recreation Advisory Board Nola Steketee West Grand Neighborhood Association Elaine Sterrett Isely West Michigan Environmental Action Council Dana Strouse MDEQ Resources Division Eddie Tadlock SMG DeVos Place Ricardo Tavarez Grand Rapids Initiative for Leaders Dick Temple Michigan State University Mike VanGessel Rockford Construction Steve Warren Kent County Road Commission Jevon Willis Grand Rapids Initiative for Leaders Steve Wilson Frey Foundation Ron Yob Grand River Band of Ottawa Indians of Michigan David Yocca Conservation Design Forum

RIVER RESTORATION STEERING COMMITTEE Patty Birkholz Steve Faber Ryan Huppert Mayor George Heartwell John Helmholdt Scott Hicks Rachel Hood Joe Jones Fred Keller Kris Larson Megan Lemmen James Moyer Chris Muller Veronica Ramirez Garcia Larry Romanelli Rodney Stokes Greg Sundstrom Mary Swanson Jim Talen Rick Truer Jerry Tubergen Kristian Williams

Michigan League of Conservation Voters director in West Michigan Friends of Grand Rapids Parks executive director Grand Rapids Public Schools principal City of Grand Rapids Grand Rapids Public Schools communications director U.S. Fish and Wildlife Service field office supervisor West Michigan Environmental Action Council executive director Grand Rapids Urban League president and chief executive officer Cascade Engineering chief executive officer Downtown Grand Rapids, Inc. president and chief executive officer Grand Valley State University student GVSU’s associate vice president for facilities planning Grand Rapids Whitewater co-founder Hispanic Chamber of Commerce executive director Little River Band of Ottawa Indians chief special advisor to Gov. Rick Snyder Grand Rapids city manager Kent County assistant administrator Kent County commissioner Grand Rapids planning commissioner RDV Corp. president and chief executive officer U.S. National Resources Conservation Service conservationist

DRAFT

WHAT’S INSIDE

INTRODUCTION

GOAL 1

GOAL 2

RESTORE THE RIVER AS THE DRAW & CREATE A CONNECTED AND EQUITABLE RIVER CORRIDOR

CREATE A TRUE DOWNTOWN NEIGHBORHOOD THAT IS HOME TO A DIVERSE POPULATION

DRAFT

GOAL 3 IMPLEMENT A 21ST CENTURY MOBILITY STRATEGY

GOAL 4 EXPAND JOB OPPORTUNITIES & ENSURE CONTINUED VITALITY OF THE LOCAL ECONOMYY

GOAL 5 REINVEST IN PUBLIC SPACE, CULTURE & INCLUSIVE PROGRAMMING

GOAL 6 RETAIN AND ATTRACT FAMILIES, TALENT, AND JOB PROVIDERS WITH HIGH QUALITY PUBLIC SCHOOLS

PREPARED BY:

_INTERFACE STUDIO STOSS LANDSCAPE URBANISM SAM SCHWARTZ ENGINEERING NINIGRET PARTNERS ZIMMERMAN / VOLK ASSOCIATES LOTT 3 METZ / NEDERVELD MOORE & BRUGGINK OPEN PLANS

8

GR

RECOMMENDATIONS

DRAFT

INTRODUCTION

DRAFT WHEN YOU THINK OF DOWNTOWN GRAND RAPIDS AND THE GRAND RIVER, DO YOU FIND YOURSELF THINKING ABOUT WHAT’S THERE NOW, OR DO YOU IMAGINE THE POTENTIAL OF WHAT COULD BE? GR Forward is a comprehensive plan and investment strategy that envisions the future of Downtown and the Grand River – two of the City’s strongest assets. Grand Rapids is poised to become a resilient, waterfront city and an urban playground for all ages centered around a progressive and lively Downtown. GR Forward is designed to guide this ongoing transformation.

All members of the community – those who live, work, learn, and play in and near Downtown and the River – were welcomed participants, invited to help craft a collective vision for the future and identify key actions for change to make the vision become reality. Thank you to the thousands who engaged with the planning process and in doing so enriched this plan. Your words, your ideas, and your energy are present in every page.

Facilitated by Downtown Grand Rapids Inc. [DGRI], the City of Grand Rapids and Grand Rapids Public Schools [GRPS], GR Forward is our roadmap to guide change and direct investment in the coming years. With a focus on Downtown, the Grand River and public schools, GR Forward encompasses three planning efforts in one.

2

GR

INTRODUCTION

DOWNTOWN:

RIVER CORRIDOR:

What will the next decade bring for Downtown?

The Downtown Plan component of GR Forward identifies strategies to address some the primary challenges Downtown faces including: promoting new jobs and economic growth; improving access to the Grand River; creating new housing for a range of incomes and household types; enhancing mobility and parking options; expanding retail and services; creating new open spaces and outdoor programming and; upgrading infrastructure, among other important issues. Downtown is defined as the combined Downtown Development Authority (DDA) and Monroe North Tax Increment Finance Authority (MNTIFA) boundaries encompassing Monroe North south to Wealthy Street, and Seward on the near West Side to Heritage Hill.

Grand Rapids’ namesake rapids were removed from the landscape more than a century ago.

The river shaped our past; now how will we design the future? The River Corridor Plan reimagines the lands along the riverfront and how we interact with the Grand River itself.

The work is coordinated with the Grand Rapids Whitewater initiative to restore the rapids as well as the need to address FEMA requirements with respect to updating flood infrastructure.

The plan makes recommendations for the entire length of the river corridor from Lamoreaux to Millennium parks.

CENTRAL INNOVATION HIGH & THE MUSEUM SCHOOL: Imagine the potential of cutting edge public school choice in Downtown. GRPS invited students, parents, staff and neighbors to participate in the GR Forward process in an exciting design/visioning and redevelopment plan for the Innovation Central High campus and a new Grand Rapids Public Museum School located in the Van Andel Museum Center set to open in the Fall of 2015.

DRAFT

3

DRAFT DOWNTOWN GRAND RAPIDS

A steering committee comprised of key stakeholders from throughout Grand Rapids guided each of these planning efforts. In addition, a River Restoration Steering Committee was appointed by the Grand Rapids City Commission to evaluate long-term management and financing options available to implement the River Corridor Plan and river restoration efforts.

GR Forward is the umbrella that unites these planning efforts. It is a plan but also a call to action that organizes the actions of local leaders, private and non-profit organizations, residents and businesses toward a shared vision for Downtown, the River and local schools. With this plan in place, the next step is to fully focus on implementation – the act of transforming ideas into reality within our Downtown and along the River for all to inhabit and enjoy. To be successful, GR Forward needs the continued support and involvement by the whole of our community. Stay involved and continue to raise the expectations of what can be accomplished in Grand Rapids!

4

GR

INTRODUCTION

DRAFT RIVER CORRIDOR STUDY AREA

5

DRAFT WHY DO WE PLAN?

“

”

A goal without a plan is just a wish.

ANTOINE DE SAINT-EXUPERY

There are no shortage of ideas for the future of Grand Rapids. Organizing, prioritizing and implementing these ideas requires a clear plan of action. What are the key issues the community faces and what are ways that we can overcome them? What is most important to the community? What can we achieve now and down the road? These questions and more are the reason for a plan – one that is generated with local residents and stakeholders. Specifically, GR Forward starts with a plan to:

>> Coordinate, inform budgeting decisions and guide the revitalization activities of DGRI, the City, GRPS and their many partners over the next 10 years

>> Leverage public, private, and philanthropic

dollars by clearly signaling where improvements will be made Downtown and along the River

>> Identify

additional opportunities to raise funds for implementation from outside Grand Rapids

>> Empower residents and local stakeholders as agents of implementation

GR Forward went on the road to neighborhood meetings, festivals and other events to find out what Grand Rapidians want for their Downtown and River.

6

GR

INTRODUCTION

DRAFT HOW DOES GR FORWARD RELATE TO PREVIOUS PLANS? Plans are not static. As “living documents,” plans often need to be updated based on local conditions and/or larger economic forces like recessions that can hamper even the best laid plans. But while some of the specifics may change, effective planning establishes the core principles and the vision that represents the values of the community.

Grand Rapids has a number of effective plans that have helped to shepherd in the improvements now seen in Downtown and along the River. Beginning in the 1980s, the Grand River Edges Plan helped to guide the creation of the trails that exist today. The last true strategic Downtown Plan – Voices & Visions – was completed in 1993. Since that time, two other notable plans have been completed that provide the foundation for GR Forward. These include the 2002 City of Grand Rapids Master Plan and Green Grand Rapids completed in 2012. In addition, the Arena South Visioning Plan provides a development approach for five Downtown Development Authority owned parking lots south of the Van Andel Arena and the Michigan Street Corridor Plan addresses Medical Mile. All of these plans establish clear principles and values that GR Forward builds upon. Both the 2002 Master Plan and Green Grand Rapids emphasize the need to:

>> Expand opportunities for partnerships and neighborhood / resident involvement

>> Ensure choice and “honor the diversity” of Grand Rapids

>> Focus on economic health and expanding economic opportunities for residents

>> Balance

economic and job growth with environmental stewardship

>> Promote

high quality design and maintenance of the public realm and private development

>> Create a pedestrian-friendly City, improve transit and accommodate the car

>> Protect

our environment and create a sustainable City

These values and others described in previous plans emerged again in the GR Forward public engagement process. Indeed, Grand Rapidians put these values into practice with thousands of observations and ideas that seek to link the River with Downtown and the neighborhoods, improve the environmental health of the River, boost the creation of jobs and businesses, improve the pedestrian environment, protect and celebrate diversity Downtown, connect riverfront trails and build both the plan, and its implementation, in partnership with the community. GR Forward is the next step in the City’s legacy of progressive planning and addresses the new challenges and opportunities present today.

These values are echoed in the Arena South Visioning Plan and align with the “Constitution for Downtown Grand Rapids” from Voices & Visions that emphasizes the following:

>> Downtown

is the physical and spiritual heart of the metropolitan area

>> Downtown Grand Rapids is for everyone >> Downtown is a place for pedestrians >> Development in Downtown must protect and enhance the natural environment

>> Downtown

reflects and celebrates our community’s diversity

>> Downtown must be economically strong

Previous plans have established the foundation for GR Forward.

The last Downtown Plan was completed in 1993.

7

DRAFT THE GR FORWARD PROCESS GR Forward launched in April of 2014 with the goal of creating a community-driven plan fueled by a robust public outreach initiative. Grand Rapidians are proud of their hometown and demand a say in shaping the future of their city.

In order to make their voices heard, DGRI, the City of Grand Rapids, GRPS and their partners designed and continues to advance a significant

public engagement effort that is directly involving residents, businesses, developers, non-profit and institutional partners, decision makers and other stakeholders. A special thank you to the Dyer-Ives Foundation, Grand Rapids Community Foundation and the Wege and Frey Foundations whose contributions enhanced the

scope and breadth of the GR Forward outreach initiative.

The process broadened the reach of GR Forward by deploying innovative methods for inviting the public into the process.

A summary of the GR Forward planning process

8

GR

INTRODUCTION

DRAFT GR FORWARD BY THE NUMBERS GR Forward monthly project steering committee meetings: Downtown Plan Steering Committee (32 members) – 14 meetings

>>

>> Collaborative

mapping: 991 comments about resident ideas, insights and local barriers

>> Social

media: 1,100+ like on Facebook, 292 Twitter followers and 251 Instagram followers

consultations: 80+ >> Local government briefings: 15 to various >> River Corridor Plan Steering Committee (78 >> Organizational conversations with such groups as LINC, city commissions, councils and advisory members) – 14 meetings

>> River Restoration Plan Steering Committee (22 members) = 12meetings

>> DGRI

leadership network reports and roundtable discussions with the following groups:

>> DGRI Board of Advisors (12 members) >> Alliance for Investment (23 members) >> Alliance for Vibrancy (19 members) >> Alliance for Livability (22 members) >> One-on-one interview with key stakeholders

at the outset of the process: over 50 completed

>> Neighborhood

“mini-series” meetings: 23 total citywide drawing more than 300 in attendance

>> Focus

groups: 12 to date on housing, diversity and inclusion (2), student life, economic development, social services, River ecology, parking, DASH service (2), and public art (2): 70 participants

>> Public open house installed in a storefront @ 50 Louis Street: 450 + visitors

>> Public forums: 225 attendees >> Downtown resident event: 170+ attendees

Disability Advocates, GRSteelheaders and Kiwanis among others

>> Survey

of Downtown residents employees: 376 respondents

and

>> Mini-grants: $30,000 to 11 neighborhoods

voluntarily applying to support public outreach – grants were provided to Cook Library, Creston Neighborhood Association, Disability Advocates of Kent County, Grand Rapids Initiative for Leaders, Grandville Avenue Arts Center, Heritage Hill Neighborhood Association, John Ball Neighbors dba Swan, LINC Community Revitalization, Inc., Neighbors of Belknap Lookout, Roosevelt Park Neighborhood Association and, West Grand Neighborhood Association.

boards

>> Planners in public spaces: Over 150 people engaged at ArtPrize, Movies in the Park and other events

>> E-Newsletter

of updates and insights: 47 distributed with a weekly reach of 268 people

>> Media: dozens of print/radio/web/TV clips focused on GR Forward

>> Total presentations / events: 1,725 >> Total residents, businesses and organizations engaged: Over

3,600

>> Leadership

luncheons: 4 roundtable discussions involving approximately 100 civic leaders

>> Speaker series: 4 events featuring leaders

on justice/inclusion, urban planning leadership, mobility, and civic performance technologies

>> Speech bubble ideas: 150 >> GR Forward website: Over

3,250 views/

month

9

DRAFT

200+ attendees

GR Forward included both large public events and smaller discussions with neighborhood organizations and local organizations

23 mini-series meetings 10

GR

INTRODUCTION

94+ presentations

DRAFT

GR Forward outreach materials

11

DRAFT

12

GR

INTRODUCTION

DRAFT

GR Forward Open House repurposed an empty storefront for approximately 2 months and invitesd the public to come share their thoughts.

13

DRAFT A critical result of the extensive outreach is what was learned and applied to the GR Forward plan.

Each outreach technique enabled different types of conversation about Downtown and the River’s primary challenges. Steering committee meetings, focus groups and leadership roundtables enabled in-depth discussion on specific topics including everything from housing affordability to parking.

The large public events, most notable the public open house and two public forums, were designed to both inform the public but also enable them to share their observations and ideas in fun and interactive methods. The resident and business surveys offered an opportunity to answer a range of questions that could be quantified and touched issues of services, river access, transportation and parks. Finally, the web and social media were used to share information but also continue the conversation online. All of these techniques have enriched the discussion about the City’s future and directly generated many of the strategies contained in this document.

Results from the exercises, games and questions posed to the public are distributed across this document. Below are a few important highlights: [note, these will likely be captions next to full size photos/info-graphics of outreach activities in the report]

>> The

chalkboard speech bubble made the rounds to Movies in the Park and various other events across Grand Rapids. This simple and fun exercise enabled residents to share their top-of-mind ideas for Downtown and the River’s future.

14

GR

INTRODUCTION

A sampling of ideas captured through GR Forward’s photo suggestion booth.

>>

DRAFT

15

DRAFT >> The

large-scale Collaborative Map was installed in the open house, brought to neighborhood meetings and available online resulting in 991 ideas, insights and barrier comments. Overall, the comments focused on the River (21% of total comments) followed by parks and open space (including a lot of comments about Calder Plaza and Heartside Park) and the lack of commercial services downtown.

COLLABORATIVE MAP RESULTS 991 COMMENTS

The collaborative map was installed at the open house, brought to neighborhood meetings and accessible on-line. All comments were compiled by the GR Forward planning team.

>> 16

GR

INTRODUCTION

DRAFT

17

DRAFT >> The resident survey asked participants to

rank various aspects of their community.

Those characteristics that received the most positive rankings include: The availability of arts and culture; access to public transportation; friendliness of neighbors and; the quality of public services in the community. The characteristics that fared the worst include: parking availability; the affordability of homes/apartments in the community and; the variety of goods and services available in the community. When asked if you would consider buying a home in Downtown (if you don’t already own), those that responded “no� cited the range of homes that are available as a primary factor and issues such as safety as a secondary factor. Expanding the range of housing options Downtown and improving the perception of safety are important elements of GR Forward.

Summary results from the Downtown resident survey

18

GR

INTRODUCTION

DRAFT >> Participants

at the open house and at neighborhood mini-series meetings indicated that they drive alone the majority of time for shopping and getting to work.

However, when asked how far they would walk to meet a friend, go to work or grab dinner, answers varied between 9 and 21 minutes. The majority of Downtown is accessible to the majority of Downtown residents via even a 15 minute walk.

Improvements to streets and sidewalks can help to encourage more walking Downtown.

HOW MANY MINUTES WOULD YOU WALK/BIKE TO...

>> At

the open house and neighborhood meetings, the public was asked to identify from pictures of other cities their favorite ideas to improve streets, parks and other spaces. The “thumbs up� exercise revealed attendees overwhelmingly supported protected bike lanes followed by underpass lighting improvements, community gardens, food truck rallies and pop-up beer gardens.

Similarly, when asked what would make Downtown easier or more fun to get around, the top two answers were separated bike lanes and more trees.

>> In

Much of Downtown is accessible within a 15-minute walk (hatched area). The dark green represents a 5-minute walk from Monroe Center.

THUMBS UP EXERCISE RESULTS:

Protected bike lanes, community gardens, underpass lighting and food trucks represent some of the shortterm improvements Grand Rapidians would like to see.

discussing the River, the identified preferences for programs along the River focused on creating new spaces including playgrounds, wetlands and trails and paths.

In addition, the public strongly indicated preferences for activities such as fishing, rowing, swimming, canoeing/kayaking and for new River elements such as docks, lighting and artwork.

19

DRAFT >> The

results of the Downtown today / Downtown tomorrow exercise where participants were asked to describe Downtown in one word or phrase “today” and in one word or phrase for “tomorrow” revealed that participants believe Downtown is on the right track today but that Downtown tomorrow needs to be diverse, vibrant, connected, inclusive, and world-class. These themes are found in the GR Forward vision and strategies.

TODAY:

>> At the April public forums including the

Downtown resident’s meeting, preliminary goals and recommendations were presented for discussion. The public was asked to quickly assess how “hot” or “cold” the strategies were for each goal through a temperature exercise. A vast majority of the opinions shared indicated that the goal statements were ‘hot’, meaning that they found public concurrence. Anyone that ranked the strategies “cold” were asked to write their concerns on a card. The few “cold” comments received generally expressed concerns and questions about funding, the viability of bike lanes given the cold climate half the year, the need to balance growth with managing traffic and parking and, the need to address basic infrastructure improvements like roads and sidewalks before creating new parks.

The Today / Tomorrow exercise asked participants to use one word or phrase to describe Downtown and the River today...and what they hope they will become in the future.

20

GR

INTRODUCTION

TOMORROW:

DRAFT >> Toward the end of the planning process, GR Forward moved the discussions toward priority setting. In public forums and at the Downtown and River Corridor steering committee meetings, participants were asked to discuss and negotiate their top 3 strategies among the 50 different strategies listed at that time. All three groups chose the same top answer: “concentrate retail and close the retail services gap”. The other priorities identified in public forums include “provide more transportation choices”, “create a continuous river trail on both sides of the river”, “enhance the ecology and expand habitat of the river”, “provide access and activities on the river”, and “support initiatives that bring new residents downtown.”

Top 10 priorities of 50 potential strategies presented to the public.

Results of the temperature exercise.

21

DRAFT

HOW TO USE THIS PLAN The opportunities for the community to get involved with GR Forward have been many, and the community responded in force. The input was invaluable in creating this plan. The public involvement is not over. GR Forward is focused on getting things done and additional involvement is necessary to assist DGRI, the City of Grand Rapids, GRPS and their partners to bring the community’s ideas to reality.

Recognizing that local leadership and organizations are focused on different aspects of the GR Forward plan, this document is designed to be flexible and customizable. Combined with this introduction and vision for the entire GR Forward process, each of the above goals is written as its own, stand-alone mini-action plan.

22

GR

INTRODUCTION

Think of it as a “choose your own” GR Forward adventure. A separate executive summary is available for those that would like to understand all of the GR Forward strategies without reading all 6 goals in detail.

Above all, GR Forward is about taking action.

Some strategies can be accomplished very quickly, while others will take time due to many factors including the availability of resources (time, people, and/or money). GR Forward is designed to help local partners leverage various opportunities to help make the vision a reality.

To that end, each of the goal areas include a specific implementation approach that seeks to answer the following questions for each and every strategy:

>> Who will take the lead to ensure this action is implemented?

>> Who are the partners that need to be at the table?

>> When should we implement? >> How much will it cost? >> Where could funding come from?

Those that have provided their ideas and helped shape this plan expect results. Downtown and the River are poised for real change that will benefit all of the City and the region. Stay involved and work with your neighbors to help achieve your vision.

DRAFT

GR >> IN CONTEXT

23

DRAFT DOWNTOWN & THE RIVER TODAY Just think how different things were ten years ago. Downtown has hit an accelerated stride as a destination, as an economic center, and, increasingly, as home to many residents. The River, once forgotten and overlooked, is now the center of discussions regarding outdoor recreation and programming, water quality and potential development.

As reflected in the name, the City of Grand Rapids is inextricably linked to the Grand River. The heart of the City, now Downtown, was founded along the River which was used to provide power for local industries and provide transportation for logging activities.

The lumber helped Grand Rapids to become the “Furniture City” with over 40 sawmills and 50 furniture companies in the early 1900s.

The booming population of the City not only designed and created furniture but established trades in leather goods, finished lumber, flour, grain, cloth, carpet, and beer among others.

These activities created a vibrant Downtown with retail-lined streets and, at one point, four different department stores.

“The name Grand Rapids indicates the importance of the rapids in the history of the city and would be an excellent beginning to a vibrant future city”

Floods have long impacted Grand Rapids and resulted in the flood walls that exist today.

24

GR

INTRODUCTION

But what the River provided in terms of economic activity, it also destroyed through flooding.

Residents remember the dates of the multiple floods that have caused significant damage to Downtown and nearby neighborhoods. By 1911, the first flood walls were installed. In 2003, the

walls were rebuilt to one foot above the 100year flood level. While this infrastructure was necessary, the floodwalls also serve as a barrier between Downtown and the River, a link GR Forward is seeking re-establish.

Image from a plan completed in 1927. The proposed parks and bouelvards represent early ideas about connecting Downtown to the River.

DRAFT Like many American cities, Downtown Grand Rapids started to experience a decline by the 1950s. Residents began to push out of the area, lured by new housing and lower cost of living in suburbs. Retail followed suit with the development of new malls that attracted stores and services formerly located Downtown. As if these trends were not enough, the new and expanded highways combined with the changing nature of industrial production resulted in the relocation or closure of local factories. Simply put, the loss of residents and jobs directly resulted in fewer residents, workers, tax payers, customers, visitors, students, and businesses.

There was less revenue and economic activity to offset the disinvestment occurring in the area. Combating “blight” spurred the use of Federal Urban Renewal dollars that helped to demolish portions of Downtown. Ultimately, this activity set the stage for Vandenberg Plaza (City / County buildings), new office space, and extensive parking Downtown.

In the past decades, local leaders, foundations and notable organizations such as Grand Action have helped to transform Downtown into a growing destination. The collective result is a range of unique and world-class amenities including the Grand Rapids Art Museum, Downtown Market, Van Andel Research Institute, CookDeVos Center for Health Sciences, Secchia Center Medical School, Spectrum Health, the internationally recognized ArtPrize competition, plus the Van Andel Arena and DeVos Place, two

facilities that outpace most cities in terms of occupancy. In addition, universities and colleges are investing in Downtown and, despite the new hotels, it can still be difficult to find a room at certain times. Today, proposals for new housing are scattered across Downtown reflecting the growing desire to live in Downtown where the concentration of arts, culture and nightlife has helped Grand Rapids earn the moniker “Beer City USA.” Underlying this concentration of jobs, destinations, housing and nightlife, are

YESTERDAY

public investments designed to create a more sustainable, environmentally conscious city.

From separating combined sewers to developing new transit service, the City and their partners are forward-thinking and poised to further enhance Downtown, restore the rapids and finally capitalize on the value of the River.

Downtown Grand Rapids and the Grand River face new challenges that GR Forward must directly address:

TODAY

Images of Downtown in the 1950s and today. Unfortunately, the department stores and other retail that made Downtown the center of the region have largely left. Today, restaurants and new assets like the Public Market are attracting new visitors to Downtown.

25

DRAFT WE NEED TO MAXIMIZE THE VALUE OF THE GRAND RIVER The Grand River is the game changer for the City and, with coordinated investment, can help to attract residents and businesses to the City while providing a unique space accessible to all Grand Rapidians. Grand Rapids has a long history of turning its back to the Grand River. Due to the need for flood walls and the prevalence of industrial uses that formerly polluted the river, as well as the development of Downtown highways, the Grand is disconnected from Downtown and nearby neighborhoods.

The Grand River Edges Plan sought to address some of these issues by establishing a trail system along the River. This work has progressed but the trail system in its current form is discontinuous. Within the GR Forward study area, the current trail is 63% incomplete and 43% of what currently exists is too narrow.

Where the River is not accessible, it’s often difficult to find with buildings and flood walls preventing visual access. The effort to restore the Rapids has helped to kick start a larger

conversation about the River that now includes the landform design of flood infrastructure that reveal potential river edge uses such as new parks and development. Creating new open space along the river and in select Downtown

locations will help to address the lagging 6.4 acres of parkland per 1,000 residents which is considerably below the median for the 100 largest cities in the US (12.4 acres per 1,000 residents).

THE GRAND RIVER IS HERE

There’s a natural amenity here that’s hidden

We need to wake up and realize there is a natural asset Downtown.

26

GR

INTRODUCTION

DRAFT DOWNTOWN IS GROWING BUT NEEDS TO REACH “CRITICAL MASS” The constant refrain from public engagement events is the desire for “more” – more retail, more services, more restaurants and more stuff to do. In the past 20 years, the census tracts touching downtown have doubled in population. In 2014, there were approximately 5,000 people living Downtown, many living in apartment/condominium buildings.

But while Downtown is growing, there are limited retail options and services for residents and employees. Data from other successful downtowns across the country indicate that for a Grand Rapidssized downtown, critical mass can be defined as approximately 10,000 households or over 12,000 residents. It is at this point that downtowns are able to attract a grocery, pharmacy and have services like coffee shops and laundromats that are open Saturday mornings. Downtown needs to embrace and encourage growth.

MEDICAL MILE MONROE-NORTH

DOWNTOWN CORE ARENA SOUTH

HEARTSIDE

BRIDGE STREET NEAR WEST SIDE 201 MARKET

27

DRAFT GRAND RAPIDS NEEDS A 21ST CENTURY ECONOMIC INFRASTRUCTURE Growth cannot be just about housing. Downtown and the City needs jobs as well. The Medical Mile and the development of major venues like the DeVos Place and Van Andel Arena have provided both temporary and permanent job growth. Today we face the challenge of where the next jobs will come from. Downtown is home to a greater concentration (46%) of small to mid-size companies (between 5 and 250 employees) than the metro area (37%). But of those companies where offices are their primary work space, only 16% are located Downtown.

Most of the office use is outside of the city and a lot of the creative professional companies are not in Downtown. Downtown does not offer a range of inexpensive, flexible spaces suitable for new start-ups or existing companies seeking to migrate into larger space. Grand Rapids needs a 21st century economic infrastructure that focuses on providing this flexible space accessible to the amenities of Downtown.

28

GR

INTRODUCTION

DRAFT TALENT ATTRACTION IS CRITICAL TO THE CITY’S FUTURE New start-ups and growing businesses need talent. Recruitment is critical in meeting the technical skill needs of current companies as well as emerging companies. The ability to attract talent to Grand Rapids is a key determining force in the future of Downtown. Talent is attracted by a combination of opportunities (are there jobs available?) and location (are there things for me to do?). Along these lines, Downtown Grand Rapids is competing with other downtowns across the country for the same talent. Downtown should be considered a product and to compete with these other cities, the quality of the place matters. Grand Rapids has come a long way in recent years. Since 2009, there has been a 29% drop in crime in Downtown. New housing and restaurants as well as events like ArtPrize and Laugh Fest are unique. Improving the Grand River will have a major impact but Downtown also needs more events, programming and street improvements (including street trees) to create a strong place.

In order to get city lovers to move to GR they have to feel like they are actually moving to a big city - including retail, entertainment, parks, activities, and communities

29

DRAFT WE MUST RECONNECT Downtown was once an interconnected collection of commerce, services and housing nestled around the Grand River. As national trends altered where people chose to live and work, the result was a Downtown designed to accommodate commuters and visitors. This includes the introduction of highways, streets designed to efficiently shuffle commuters on and off the highway, and a lot of parking Downtown. So while many have said that one of Downtown’s strengths is its walkability, the reality is that the environment Downtown does not promote walking with 63% of Downtown streets lined with “inactive uses” (blank walls, parking lots or empty space). There are unique amenities and things to do Downtown and, soon, along the River. To fully realize the benefit of these investments, we need a Downtown that is accessible and connected. For those who will continue to drive, Downtown parking must be managed to maximize the use of the parking spaces that exist. For those that choose to walk, bike or take transit, Downtown streets and connections to the Grand River must be designed to safely incorporate different modes of transportation.

30

GR

INTRODUCTION

DRAFT THE GR FORWARD VISION

GR Forward’s vision for the future echoes the community input received and provides a road map for the future; grounded in the values of the people who live, work, learn, and play in Grand Rapids. Your words, highlighted in blue are the building blocks:

VISION STATEMENT Downtown Grand Rapids is the region’s downtown and the civic heart of West Michigan. Together with the Grand River, these assets will provide a singular experience and strengthen the City’s identity as progressive, healthy and vibrant. GR Forward envisions a future where strategic action will promote job growth, stimulate private investment and provide a city center welcoming to all Downtown residents, nearby neighbors and visitors. A reinvigorated Downtown and Grand River must be authentic to Grand Rapids and attainable by developing strategies unique to the needs of Grand Rapidians.

To achieve this vision, strategies are organized into the following 6 goals:

>> GOAL 1:

Restore the River as the Draw & Create a Connected and Equitable River Corridor

>> GOAL 2:

Create a True Downtown Neighborhood that is Home to a Diverse Population

>> GOAL 3:

Implement a 21st Century Mobility Strategy

>> GOAL 4:

Expand Job Opportunities & Ensure Continued Vitality of the Local Economy

The rest of the document is dedicated to illustrating the specific actions that will help to make these goals a reality. This vision and the goals that support it are only as good as the actions the community takes to achieve them.

While GR Forward identifies many specific actions, this investment strategy is a living document that can, and should, change as appropriate. New opportunities will arise or new ideas will emerge that exemplify the vision expressed above. These should be embraced.

With continued public engagement, those that have helped to shape this plan will also help to shape its implementation.

>> GOAL 5:

Reinvest in Public Space, Culture & Inclusive Programming

Grand Rapids doesn’t need to be ‘like’ any other city – we have the ingredients to be unique.

>> GOAL 6:

Retain and Attract Families, Talent, and Job Providers with High Quality Public Schools

31

DRAFT

32

GR

INTRODUCTION

DRAFT

GOAL 1

RESTORE THE RIVER AS THE DRAW & CREATE A CONNECTED AND EQUITABLE RIVER CORRIDOR

1 RESTORE THE RIVER AS THE DRAW & CREATE A CONNECTED AND EQUITABLE RIVER CORRIDOR The Grand River is the game-changer for Grand Rapids that can help to attract talent and elevate the City as a unique destination, a catalyst for development and an amenity for the region. The River corridor presents the opportunity to offer a range of connected unique experiences around outdoor adventures not usually found within urban centers.

It’s time to re-establish the emotional and physical connections between Downtown and the River that Grand Rapids was built upon. Downtown and the River must be accessible and welcoming to all Grand Rapidians. Connecting neighborhoods to the heart of Grand Rapids establishes the need to reconsider critical east-west streets as not just traffic arteries but cultural and environmental corridors that extend the presence of the River into the City.

14 1.1 INTEGRATE ART, EDUCATION, INFRASTRUCTURE, AND ECOLOGY 14 Create varied infrastructure to not only protect, but enhance and amenitize the river 15 Enhance ecological systems 16 Follow the example of the Grand Rapids Public Museum in integrating education, infrastructure, and ecology 18 Focus on improving water quality for the Grand River system to ensure healthy use and access 19 Create a landscape gallery of public art along the River corridor

DRAFT

20 1.2 REINFORCE THE GRAND RAPIDS WHITEWATER INITIATIVE

44 1.5 CREATE THE OUTDOOR ADVENTURE CITY 45 Ensure sufficient river access 46 Match preferred spaces, program, and activities with opportunity sites

22 1.3 ESTABLISH GRAND RAPIDS AS THE HUB IN A REGIONAL TRAIL SYSTEM WITH UNIVERSAL ACCESS ALONG THE RIVER ON BOTH SIDES 22 Amenitize the River to make it a regional draw 24 Create a robust trail system on both the east and west sides of the River 31 Align access with the water trail and the rapids

36 1.4 ENHANCE NEIGHBORHOOD ACCESS TO THE RIVER 36 Create a series of east/west green corridors to connect neighborhoods to the River 40 Improve streets that make important connections to riverfront parcels 41 Create inviting gateways under US131 that celebrate neighborhoods and the River

DRAFT THE ECONOMIC BENEFITS OF CREATING THE GRAND RAPIDS RIVERFRONT Investing in the River and promoting redevelopment along its edges will serve as an economic generator, particularly if built upon the idea that the Grand River re-establishes the brand of Grand Rapids as a waterfront city.

The current trail system is an existing asset.

Twelve different trail systems exist currently in Grand Rapids, and some offer the potential to provide new modes of recreation and travel to the lake shore via the Musketawa Trail, or to Manistee Forest via the White Pine Trail. In combination with other state wide trail systems, it is possible to ride to New York State or North Dakota. The opportunity exists to complete the connections that are missing in the Grand River corridor.

“

The name Grand Rapids indicates the importance of the rapids in the history of the City and would be an excellent beginning to a vibrant future City.

- Public forum comment

”

A completed trail network can serve as a more precise tool that changes land use site by site.

As waterfront access is created particularly in the light industrial areas along the West-Side and the Southeast side along Market Street, uses will shift to take better advantage of the River.

The reconsideration of the flood elevation can serve as a framework for the transformation of the River, its edges, and the opportunity sites along it as one capital project. This will help in raising funds and administering progress of the project as a whole.

HOW THE RIVER FUNCTIONS AT THE LOCAL AND REGIONAL SCALE

Grand Rapids in 1856 by Sara Nelson. Source: HistoryofGrandRapids.org

4

GR

CONTEXT

The hydrology of the Grand River is a combination of regional and local issues. For instance, while the current and future flood infrastructure protects the City from regional impacts, this same flood infrastructure can serve as barriers to stormwater entering the River at the local scale. In fact, much of Downtown and the West-Side are within a glacial trough formed thousands of years ago. During large scale rain events, the trough begins to function like the

larger river it once was. Therefore, the strategies presented as part of GR Forward must recognize the constraints this condition presents.

For instance, it would not serve the interests of the City or its inhabitants to move residents out of the glacial trough to the top of the bluffs.

However, we can better manage the potential negative impacts of flooding by thinking about strategies for land use and the environment beyond the River corridor as defined for GR Forward. The City and the River must function together as a new hydrology that requires a new approach to infrastructure to manage stormwater.

>> Regional impacts of river functionality on Grand Rapids

The history of the Grand River begins with the decline of the Wisconsonian ice sheet in the most recent ice age, approximately 13,000 years ago. Large lakes that formed as glaciers melted and flowed from an ancient Lake St. Clair across the state eastward towards Lake Michigan. The result was the creation of a large river valley known as a glacial trough. As the land recovered after the ice sheet receded and melted, the valley split into 2 watersheds—one that flowed to the east and one that flowed to the west.

The westward flowing river became known as the Grand River, the longest river in Michigan.

Prior to that naming, it was a resource to Native American tribes and clans such as Hopewell, Chippewa, and Ottawa. The importance of

DRAFT

1

FIG 1.1: Glacial Landscape transformations 5

DRAFT the River as a mode of transport and a cache of natural resources was critical to these civilizations. These resources helped to create a welcome habitat connected to Lake Michigan for a diversity of fish including trout, sturgeon, walleye, and a range of other species. The natural resources and use of the River as transport also led to the growth of Grand Rapids as a timber town and, eventually, the thriving furniture capital of the world.

It is the length of the Grand River and the area of its watershed that contributes to the River acting as a container for rainwater but also home to other, unintended materials. The conditions that occur upstream combine and eventually end up at the door step Grand Rapids. Grand Rapids is, therefore, more adversely impacted by the behaviors from those higher upstream in the watershed.

These impacts include higher flood volumes due to the development of land near the River that prevents water from naturally soaking into the earth. This water is, instead, rushing to the River over impervious surfaces like concrete and asphalt. Because this water is flowing to the River more quickly, both the sediment and the level of oxygen in the water is impacted thereby negatively effecting water quality. To make matter worse, the stormwater in other municipalities is also directed to combined sewer systems that during heavy rains overflow releasing sewage into the River.

FIG 1.2: Regional context of the Grand River Solutions to these issues require regional thinking. There is not enough land or money to solve the problems as it reaches the City.

Instead, coordination is required among the communities that are contributing to the issues to ultimately create solutions that will improve water quality and flood levels. Regional scale tactics to improve water quality will be discussed later in this chapter.

April, 2013 Grand River flooding event

6

GR

RECOMMENDATIONS

DRAFT

FIG 1.3: Existing river course controlled by infrastructure

1

FIG 1.4: Ancient river course and current glacial trough as it might function in major flood event without current infrastructure

7

DRAFT These regional constraints require a dynamic local infrastructure to mitigate and protect the City from rain events. This resulted in the City’s original system of floodwalls but, today, there are new challenges to address. The annual average rainfall in Grand Rapids has increased by 16% in the last 60 years and this trend is expected to continue or possibly increase. When combined with current projections of climate change and the current evaluation process and remapping of the flood plain by FEMA via the Levee Analysis and Mapping Procedures (LAMP) process, it is apparent that when we imagine the future of the River corridor and format to be consistent with chapter 5 Downtown Grand Rapids, we need to consider how we will improve upon the current system.

FIG 1.5: Flood zones in the greater Downtown area 8

GR

RECOMMENDATIONS

DRAFT

1

FIG 1.6: Why the Grand River floods

9

DRAFT In acknowledging the need for flood infrastructure, we must consider how we can alter the past approach of constructing floodwalls, which blocks both access to the River and potential riverfront uses. We need to instead find a way to use the flood infrastructure to reinforce the goal that the River is the biggest asset for the future of Grand Rapids.

This requires an approach that integrates flood protection, River access, and habitat.

>> Flood Infrastructure and its impact on the River edges

The City of Grand Rapids has been working with FEMA to establish baseline elevations for flood protection. The collaboration with FEMA has resulted in additional flexibility in the amount of protection provided to prevent flooding.

There are two approaches: Freeboard Deficient: Elevation of the flood infrastructure is equal to the 100 year flood elevation Accredited: Elevation of the flood infrastructure is 3 feet above the 100 year flood elevation FEMA will not mandate flood insurance in areas with flood protection meeting either of these approaches.

Given that compliance with FEMA requirements demands that the City and their partners invest significantly in and around the River, the goal throughout the GR Forward process is to

10

GR

CONTEXT

FIG 1.7: Flood infrastructure strategies

achieve the accredited flood elevation. This process included the identification of various key riverfront opportunity sites where there are deficiencies in the current flood protection system, but also where the creation of a new type of flood infrastructure is possible. On all of the opportunity sites identified, the flood protection is not the only consideration but equally River access and ecology. Rather than floodwalls like those created in previous generations, the approach is to use landscape design as a method

of reaching the critical elevations necessary to achieve flood protection and create an amenity along the Grand River corridor.

The City and it citizens have gone through a significant effort in the past 30 years separating its stormwater system from its sewage system.

98% of the City’s system has been separated at this point and as a result, Combined Sewer Overflow (CSO) events have nearly disappeared with the exception of the most extreme events.

DRAFT

1

Much of the investments made to manage the quantity of stormwater have been in the form of grey infrastructure – utilizing pipes. Green infrastructure – landscape designed to capture and hold rainwater where it falls - is now actively promoted by the City and represents an opportunity to improve water quality. As not all of the rain can be captured in this way due to the high volume of water, pumps are also required to limit flooding that comes up from below the ground due to the conditions caused by the glacial trough. Our approach is to improve and add capacity to the existing flood protection system by integrating blue/green infrastructure techniques that help to hold and clean water during flood events.

To address the existing conditions, GR Forward will reinforce the City’s innovative stormwater measures as advanced in the Green Grand Rapids Plan, Stormwater Master Plan and, coming soon, the Green Infrastructure Guidebook. In line with this work, GR Forward seeks to:

FIG 1.8: Water treatment goals

> Reduce

the amount of impermeable surfaces throughout the City. The biggest issues are large surface lots that drain into a storm drain and large footprint buildings that, despite being disconnected already from the stormwater system, overflow into street basins.

systems that are designed as landscape features and amenities. These are most critical in areas that are higher in the watershed as they can significantly reduce the overall volume of rainwater. Included as a subset of this category are green roofs which function similarly but can help to manage rainwater one sites with large buildings.

> Create

planted infiltration basins that reduce and redirect rainwater away from the sewer system.

>

Increase the use of detention and retention

>

Create capacity wetlands. In areas where there is underutilized space and discharge

pumps located in close proximity, create stormwater retention ponds that can use biological and mechanical methods to treat stormwater between major precipitation events. Prior to the storm event, the ponds evacuate clean water from the ponds into the River and then allow the first flush of water during the storm to refill the basin.

Once the basin is full, the pumps continue to pump overboard of the flood infrastructure and the pond can polish the most recent water from that event.

11

DRAFT > Create vegetal buffers and terraced wetlands

along the edges of the River that strip out excess nutrients prior to the water running off into the River. These systems are also compatible with flood infrastructure, trails, and programs.

This plan will illustrate many of these recommendations at the site scale design. Given the importance of clean water required for suitable access and recreation, these practices are also recommended for projects currently not planned or within the DGRI boundaries and River corridor study area.

“

Solve flooding concerns with natural processes. Avoid concrete wherever possible.

- Open house participant

”

LAND USE AND THE RIVER’S EDGES This work builds on Grand Rapids’ effort to reduce its impact on the Grand River by separating its sewer system. The previous approach to managing sewage and rainwater – combined sewer overflow (CSOs) - is associated with the 19th century use of the River as an effective way to move supplies, waste, and goods. Canals and dams created energy, floated logs above the rapids, and submerged odorous raw sewage and industrial waste.

In the early 20th century transportation moved away from the River but many industrial uses remained. Frequent flooding reduced the value of the properties along the River, thus making it more suitable for the continued industrial use. As some industry left, municipal services filled the gap. This is not just the story of Grand Rapids, but of many industrial cities.

The top three land uses today within the entire Grand River corridor are Industrial at 29.4%, Parks at 24%, and Parking at 9%. With respect to properties directly on the riverfront, Parks represent the top land use at 41.8%, followed

by Industrial at 38.1%, and Institutional at 7.6%.

This suggests that Grand Rapids is at a positive pivot point in changing the direction it faces as it relates to the River. But the River’s history have created additional challenges including:

> Access Bottière Chênaie Eco-district, Atelier des Paysages Bruel-Delmar

12

GR

RECOMMENDATIONS

- The remaining industrial uses continue to create River access issues. This is exacerbated on the West-Side where the highway berm limits access to the

>

River from the neighborhoods. The small footprints of the sites also create significant issues in altering the River’s edge condition in the future.

Ecology - Current conditions along the edge are of little to no ecological value given that they are impermeable surfaces adjacent to floodwalls. This impacts aquatic species, as there is no habitat along the edges to provide resting spots in the rapids or for smaller fish to find shelter from predators.

To address these conditions, the River corridor plan evaluated 25 different sites along the Grand River within the study area. Each opportunity site was evaluated with respect to land use, access and ecology and resulted in specific design proposals. 15 sites were evaluated in more depth to address flood infrastructure and FEMA requirements. The 15 key sites and the additional sites for consideration in future phases are further elaborated in Goal 1.5.

DRAFT

1

13

DRAFT 1.1 INTEGRATE ART, EDUCATION, INFRASTRUCTURE AND ECOLOGY

CREATE VARIED INFRASTRUCTURE TO NOT ONLY PROTECT, BUT ENHANCE AND AMENITIZE THE RIVER

To guide the design of the Grand River, GR Forward recognized not only the need to improve how the River is accessed (both visually and physically), but also how it functions. It is a critical piece of infrastructure that, with strategic investment, can improve the local environment.

To maximize this opportunity, the design is grounded in forging renewed connections with the River through education and art. With greater awareness, Grand Rapidians can better appreciate the River’s important ecological role and advocate for continued enhancements related to water quality.

One of the ways that this project is ground breaking is that it looks for way to utilize flood infrastructure to perform multiple tasks that serve multiple agendas, including River access, habitat, and specialized programs. By imagining the change and requirements to rebuild the flood infrastructure not as a burden but as an opportunity, we create a resilient city, a more dynamic and healthy river, a catalyst for growth, and a place for people from around the world to enjoy.

Erie Street Plaza wetland edge

FIG 1.9: Terraced flood wall

14

GR

RECOMMENDATIONS

In the design of the opportunity sites along the River, one or more of the following tools are used to create resilient and dynamic flood infrastructure:

> > >

Terraced flood wall Vegetated berm Wetland terrace

DRAFT

1 ENHANCE ECOLOGICAL SYSTEMS The expansion of the idea that Grand Rapids is a place where the wilderness and City collide to create a place unlike any other is dependent upon the creation of new habitat that supports both the aesthetic of that goal, as well as upon the programs that activate the places. Those two factors then support the brand that ultimately supports the economic growth associated with the restoration of the River. The appendix includes diagrams illustrating portions of the project where these types of synergies occur.

FIG 1.10: Vegetated berm

FIG 1.11: Wetland terrace 15

DRAFT FOLLOW THE EXAMPLE OF THE GRAND RAPIDS PUBLIC MUSEUM IN INTEGRATING EDUCATION, INFRASTRUCTURE, AND ECOLOGY The Public Museum is a great example of how an institution can integrate education, infrastructure, and ecology. Part of the expanding mission of the museum is to support both local and regional awareness of the Grand River. By creating a new outdoor exhibit, the Museum can expand awareness of the regional watershed health. They can also actively test the River during the transformative period so that there is better understanding of the benefits in the creation of the River corridor Park System.

“

In Downtown there is the opportunity for all age learning about the river, on the river, cultural, ecological, and connection to Great Lakes.

- Open house participant

”

FIG 1.12: Public Museum concept design

The goals of this project include: Create a world class exhibit about the Grand River that expands opportunities for the museum to grow in its mission to support a healthy River Expand public open space access on the West-Side Create access to the River

>

Grand Rapids Public Museum

16

GR

RECOMMENDATIONS

> >

> Provide a continuous multi-use trail > Create habitat and allow for a unique River experience in the city

DRAFT

1

FIG 1.13: Proposed Public Museum site plan

FIG 1.14: Proposed Public Museum aerial view

FIG 1.15: Proposed Public Museum water access

FIG 1.16: Proposed Public Museum land access 17

DRAFT FOCUS ON IMPROVING WATER QUALITY FOR THE GRAND RIVER SYSTEM TO ENSURE HEALTHY USE AND ACCESS In order to maintain use for swimming, fishing, boating and other activities, it is critical that all communities along the Grand River continue to improve local environmental conditions to ensure that people can continue to use the River for recreation and enjoyment. The following comments and recommendations have been made by the River Restoration Water Quality Work Group. These recommendations help to support and maintain the recreational use, economic benefits and quality of life for those that utilize the River.

Largely owing to the types of industry that developed along the Grand River over the course of the past two centuries, recent studies of the 12 major tributaries of Lake Michigan have found that although the Grand River watershed comprises only 13% of the Lake Michigan drainage basin, it has been one of the most significant contributors of contaminants

to Lake Michigan. That said, restoration of the Grand River rapids in Downtown brings with it a unique opportunity to focus attention on improving the quality of the water in the Grand River and Lake Michigan alike. Much work has been done by a variety of organizations to identify issues, opportunities and priorities related to water quality. The recommendations below focus on areas that are considered to have the highest potential impact and the greatest opportunity for success when using the restoration of the River as a catalyst.

> The

notion of improving the quality of the water in the Grand River should be imbedded in the messaging, branding and funding initiatives of the River restoration effort. Responsibility for monitoring progress on the recommendations should become part of the work of the entity that takes on oversight and coordination of the next phase of the project.

> Address

high impact point-source water quality infrastructure opportunities upstream from Grand Rapids to Jackson.

>

Even on a cold weekday, the edges of the Grand south of the dam are populated with anglers.

18

GR

RECOMMENDATIONS

Address livestock and cropland pathogen pollutants upstream of Grand Rapids in the Direct Drainage Subwatershed management unit of the Lower Grand River Watershed and in the Urban Waters Federal Partnership area. Plant buffer and filter strips along priority acreage adjacent to and encompassing the Direct Drainage Subwatershed and Urban Waters Partnership area.

> Improve

upstream septic programs and policies. Work with the Michigan’s Governor’s Office and other relevant state agencies on a statewide septic code and with local health departments to adopt operational inspections and maintenance requirements in their septic regulations.

> Maximize

implementation of green infrastructure and low-impact development (LID) within the River Restoration Project Corridor area by encouraging local policies and incentives that favor LID. More detail is included in the Goal 2, “Create a True Downtown, Neighborhood as Home to a Diverse Population.”

> Implement projects identified by the City

of Grand Rapids Green Infrastructure Opportunity Assessment. Inspire a similar assessment and implementation process for managing stormwater runoff in upstream communities.

DRAFT

1 CREATE A LANDSCAPE GALLERY OF PUBLIC ART ALONG THE RIVER CORRIDOR GRForward convened a focus group from the art community to determine the role of art in the River corridor. While the work of this focus group is still ongoing, themes that have emerged include:

> Use art as a gateway element to the River corridor [on the north and south]

> Commission a 21st century artist to make a site-specific piece[s] of artwork

> Focus

resources on a limited number of commissions so that they create a dialogue with the current state of public art in the City

To continue this work, we recommend the following:

> Recruit Janet Echelman along the Rose Kennedy Greenway, Boston

a leadership team including a knowledge-able, respected local member of the arts community to oversee fundraising, selection process, permitting, maintenance and liability responsibilities, and to guide the curating along trail/corridor

> Hire a conservation/restoration consultant to advise on installation details

> Develop

interpretive materials – an “art trail” guide

19

DRAFT 1.2 REINFORCE THE GRAND RAPIDS WHITEWATER INITIATIVE In many ways, GR Forward imagines Grand Rapids Whitewater [GRWW] as a catalyst project that is emblematic of the effort of reestablishing the River as the iconic center of the City. It will not only substantially improve habitat, but serve as a significant recreational asset that establishes the River as an active public space.

Investment in the River allows for new and expanded activities including fishing and boating, as well as providing access for wading and swimming. There is a mutually beneficial relationship with the GRWW initiative and the development of the river’s edges. Access will be created along the river that will support both the in the river activities and those along the edges while also allowing for the development and construction of the improved flood infrastructure. It is not only these activities that draw people, but the act of watching these activities creates a reason to visit and activate riverfront parks, trails and restaurant terraces along the River. Anderson Economic Group developed an economic impact study commissioned by Grand Rapids Whitewater that estimates that expanded recreational use of the river and riverfront will stimulate net new economic impact of $15.9 million to $19.1 million per year.

GR Forward has identified opportunities to create two potentially accessible, open spaces in

20

GR

RECOMMENDATIONS

FIG 1.17: Park Island the River that could reinforce the Whitewater design: Park Island and City Island. These islands could serve as critical open spaces within the densest parts of the City and allow the everyday person to have a unique River experience. The feasibility of creating these islands will need to be further evaluated within the context of both the Whitewater Initiative and FEMA compliance.

The Goals of Park Island would be:

> Create a public space within the River for > > > >

the general public to experience the River and activities Expand open space accessible to Downtown Grand Rapids Create additional riparian habitat Create the rapids and support fishing Create pedestrian access to the River and

DRAFT

1

>

allow for a connective crossing under 196 as well as over the portion of the dam to remain Allow for events and programming including potential vendors if appropriate

The Goals of City Island would be: Create a public space in the River for the general public to experience the River and activities Expand open space accessible to Downtown Grand Rapids Create the rapids and support fishing, wading and swimming Create pedestrian access down to the River from Gillett Bridge Allow for programmatic connections to the convention center and activities Create habitat

> > > > > >

GRWW has many other points of interaction with the larger vision of the plan, which will be explained in relationship to both the trail system and the individual opportunity sites.

FIG 1.18: City Island

“

Restoring the Grand River is an absolute must; this will be an additional and sustainable source of revenue/recreation for the community, will add to the beauty of the city, and create more outside interest.

- Open house participant

�

21

DRAFT 1.3 ESTABLISH GRAND RAPIDS AS THE HUB IN A REGIONAL TRAIL SYSTEM WITH UNIVERSAL ACCESS ALONG THE RIVER ON BOTH THE EAST AND WEST SIDES AMENITIZE THE RIVER TO MAKE IT A REGIONAL DRAW One of the primary components in realizing the future for the Downtown and the River corridor is understanding how we create access that can serve to inspire new activities and amenities like lodging, great restaurants, unique open spaces, programs, and festivals. The catalyst is a new, interconnected trail system. This system is much larger than the City itself and builds off of regional trail systems that surround the city. The impact will be to draw people to the City and provide residents access to regional recreational opportunities.

FIG 1.19: Regional trails network 22

GR

RECOMMENDATIONS

DRAFT

1

FIG 1.20: Existing and proposed Grand Rapids trail network 23

DRAFT CREATE A ROBUST TRAIL SYSTEM ON BOTH THE EAST AND WEST SIDES OF THE RIVER Universal access exceeds ADA accessibility requirements, which this plan fully promotes in the creation and expansion of the trail system.

It is about equal access for the whole City, which means that a trail on each side of the River should be provided in order to make sure that equity is brought back to the River. This trail system can become an identifiable element and part of a unique brand that makes Grand Rapids a great place to be.

For much of the past 50 years, changes in land use have favored the East Side, including parks and redevelopment due to the availability of land. Early city planning suggested that an equitable parks system was imagined where both the east and west would receive a Riverside park. Instead, US131 was developed on the West-Side. GR Forward looks to correct this inequity not only by providing a 15’ multi use trail on each side of the River, but also in the proposal for a new West-Side park (Fig 2.17).

There are many locations along the River where trail connections either need to be improved or created. Nine miles of trails still need to be constructed to make necessary connections to complete a connected system. An additional eight miles of the existing trail system needs to be widened to handle more activity (Fig 1.20).

The current use and characteristics of properties along the River are critical in determining how

24

GR

RECOMMENDATIONS

to upgrade or create new segments of the trail.

Land along the River Corridor can be divided into two categories: publicly owned and privately owned. The GR Forward team developed a categorization to help determine the cost and ease of development of the trail system. In this model, we assume that the publicly-held parcels do not require any easement for development.

Also excluded from these costs are the 15 opportunity sites, which are considered special conditions and have specific costs outlined respectively (see appendix).

The following prototypical conditions are used to describe 3 potential scenarios.

> Trail Type X: The expansion of the existing trail. This is the least expensive option

> Trail Type 1: The construction of the trail

within a site, on the easement, on grade.

This is also a low cost alternative if the utility easement can be converted to a public easement.

> Trail Type 2: The construction of the trail

is cantilevered outboard of the site. This is considered a medium cost option, but still is significantly more than construction on grade. Cost savings are due to the fact that the wall is being utilized as the structure to hold up the trail. This option could be used in places where landowners do not want to grant public access or where conditions prevent the construction of the trail on grade. An additional benefit of this type of construction is that it does not place a

hazard in the water that rivercraft would have to navigate around.

> Trail Type 3: The construction of the trail is

in the water. This is a high cost option, but an option that will have to occur in some areas due to constraints such as non-load bearing structures that are built into the floodwalls or going under bridges to provide continuous access.

> Trail Type 4: An entire parcel is publicly acquired and redeveloped to provide green space, public access, trails, and amenities.

This is the most expensive upfront option but cost could be mitigated by either a brownfield redevelopment land swap facilitated by the Michigan Department of Natural Resources Trust Fund (MDNRTF) or by the return on the investment from redevelopment.

DRAFT

FIG 1.21: Trail Type 1: Minimum cost – within site on easement

FIG 1.23: Trail Type 3: High cost – on structure

1

(on grade)

FIG 1.22: Trail Type 2: Medium cost – cantilever

FIG 1.24: Trail Type 4: Maximum cost – land acquisition program and redevelop 25

DRAFT Existing utility easement at Coldbrook

FIG 1.25: Proposed river trail at Coldbrook along utility easement

26

GR

RECOMMENDATIONS

DRAFT

1 Existing river trail north of 6th Street Bridge

FIG 1.26: Proposed river trail improvements north of 6th Street Bridge

27

DRAFT Three scenarios were created to illustrate potential scales of cost and timeframe for implementation. In each scenario, the types are assigned to each parcel and the linear foot (LF) cost is assumed. These are extreme options to illustrate range rather than an assumption based on the probability of which land owners might grant access or which parcels might get redeveloped.

> > >

Scenario 1 (fastest): Assumes that no private land owners cede right-of-way for public use and no public redevelopment occurs.

Scenario 2 (least expensive): Assumes that all private landowners cede right-of-way for public use and no public redevelopment occurs.

Scenario 3 (most costly, most public benefit): Assumes that all lands that have the potential for land use change are publicly purchased for redevelopment or swapped.

Cost assumes the price of the development of a 100’ wide open space.

Based on available funding and the speed of acquisition of necessary easements, it can be assumed that the result will be a hybrid of the three scenarios. By utilizing the strengths and opportunities of each, the City can pursue strategies that will accommodate constraints that are yet to be determined, whether they are based on costs or time.

FIG 1.27: Scenario 1: No Agreement with private

landowners

28

GR

RECOMMENDATIONS

DRAFT

1

FIG 1.28: Scenario 2: Access within easement on private land 29

DRAFT

FIG 1.29: Scenario 3: Access to whole site on private

land

30

GR

RECOMMENDATIONS

DRAFT

1

ALIGN ACCESS WITH THE WATER TRAIL AND THE RAPIDS One of the beneficial components of the GR Forward effort has been the coordination of the GRWW initiative, known as the “wet side,” with the River Edges, the “dry side.” While from a conceptual standpoint this delineation can be made, the reality is there is a substantial amount of interaction that occurs between the River and the land.

The team has coordinated on three fronts: construction access, the river program related to the types of rapids, and access points for pedestrians and watercrafts. It should be understood that the initial GRWW proposal builds off of existing sites for planning and construction. The GR Forward effort will greatly expand access for a wider group of individuals and activities along the River.

FIG 1.30: Construction Access 31

DRAFT

FIG 1.31: River program [pt. 1] 32

GR

RECOMMENDATIONS

DRAFT

1

FIG 1.32: River program [pt. 2] 33

DRAFT

FIG 1.33: Proposed northern downtown river trail and open space network aerial rendering

34

GR

RECOMMENDATIONS

DRAFT

1

FIG 1.34: River program [pt. 3] 35

DRAFT 1.4 ENHANCE NEIGHBORHOOD ACCESS TO THE RIVER The River corridor which includes the trail and the key opportunity sites will function as a unified park system and will inevitably be a fantastic resource for Grand Rapids and the region. However, the corridor does run predominately in the north/south direction.

Therefore, it is critical that we establish major east/west connections between the neighborhoods and the River so that all of our community will be able to fully utilize this fantastic resource.

Currently the East/West connections identified fall into two categories: those that bridge the River and connect both sides of the City to each other and; those that connect neighborhoods to specific parks, which then allows them access to the greater River corridor park system.

CREATE A SERIES OF EAST/WEST GREEN CORRIDORS TO CONNECT NEIGHBORHOODS TO THE RIVER There are major east-west streets that serve as potential connections to the River. An identity can be created for each that brings awareness to the connection to the River while integrating program and ecological benefits. Following are the key east-west connections.

36

GR

RECOMMENDATIONS

FIG 1.35: Ann Street river connection: existing and proposed sections

>> Ann Street: The Northern Gateway

Located on the North side of the River corridor, Ann Street has the potential to access portions of the Indian Mill Creek and the West-Side Park. Current issues include the conditions surrounding the entry of the underpass on the West-Side and other land uses adjacent to

the River. The distinct threshold of Ann Street can be reinforced with the addition of densely planted trees that create a buffer from current uses on the West-Side, as well as serving as a gateway to the West-Side Park and Riverside Park.

DRAFT

1 >> Sweet/Richmond: The Parkway

Both of these streets connect significant open spaces on the each side of the River, which will only be strengthened by the addition of two additional open spaces outlined in this plan.

These corridors should provide clear linkages to these open space resources through the design and branding of the streets.

FIG 1.36: Richmond river connection: existing and proposed sections

37

DRAFT

“

Make a way for cyclist and pedestrians to get under the bridges at Ann and Leonard like they can at North Park.

- Online collaborative map comment

”

>> Leonard: Street Life

This street has great connectivity across the River and is positioned in an area where uses could change close to the River. It also has the potential to connect near neighborhoods on both sides to the River as well as to each other. By reinforcing walkability from east to west as well as integrating parklets and other business-friendly amenities in on-street parking spots, adjacent lots or underutilized spaces, this corridor can help to create a vibrant business district in the northern portion of the River corridor.

>> 6th Street: The Waterway

The historic Sixth Street Bridge is one of the icons of the City. There is substantial potential for land use change of the very near neighborhoods on both sides of the River, as well existing open space assets along the River. Detrimental to this connection is the amount of parking and lack of recreational uses just one block back from the River. Steep slopes on the east and flat underutilized land on the west allows for the creation of new landscapes that can celebrate the water’s entry into the River.

38

GR

RECOMMENDATIONS

FIG 1.37: Leonard river connection: existing and proposed sections

DRAFT

1 >>

Bridge/Michigan: Healthy Bodies & Healthy Businesses There are two existing anchors on this corridor: the re-emerging business district on the WestSide and the Medical Mile east of the River.

Major issues exist in creating linkages between the Medical Mile and the River due to the steep grade and access issues from Bridge Street created by the highway infrastructure. The opportunity is to integrate fitness facilities on the east and expand upon the unique identity of the Bridge Street Business District on the west.

>>

Pearl/Lake Michigan: The Heart of Downtown This connection offers great access to and from Downtown and the nearest neighborhoods on the West-Side. US-131 is a significant barrier at this location and current land uses such as parking make the crossing between the two undesirable. Activating spaces along the street with programming and more development will draw people back and forth across the River and into the River corridor park system, as well as connect them to the great institutions that already exist along these streets.

FIG 1.38: Bridge/Michigan river connection: existing and proposed sections

>> Fulton: Entertainment Boulevard

Fulton is one of the City’s major streets framing the Downtown core as well as serving as an interface to entertainment venues like the Van Andel Arena. This street is oversized for the day to day uses, but during events needs to convey large traffic volumes in and out of the area. The opportunity is to upgrade Fulton as a true boulevard and gateway while increasing pedestrian safety.

39

DRAFT >> Wealthy: Innovation Street

Wealthy is at the southern border of the DDA and connects to East Grand Rapids. It also has the benefit of existing start-up companies and small manufacturing businesses. The major barriers of this street include the highway overpass condition and the River. As entrepreneurial activity increases along this corridor, the streetscape should celebrate this growth and development by embracing the spirit of innovation. The streetscape supports alternative energy powered lighting and interesting technological installations, such as digital kiosks, kinetic sculptures and digital projection.

IMPROVE STREETS THAT MAKE IMPORTANT CONNECTIONS TO RIVERFRONT PARCELS In addition, a number of other streets are important access points to the River and require strategic investment. These include:

>

Market Avenue: This Street serves as the connector to the Downtown and a bypass for those coming from the lakeshore. It has potential to connect to a major growth area of the City, as well as potential open spaces on the southeast side.

FIG 1.39: Wealthy Street river connection: existing and proposed sections

> Cherry and Coldbrook: These streets will > Webster and 10th Street: Although these serve as the primary connection from neighborhoods to the east of Downtown to the River.

40

GR

RECOMMENDATIONS

streets do not extend deep into the WestSide, they are connection points between the West-Side and River edge proposed parks and developments.

DRAFT

1

CREATE INVITING GATEWAYS UNDER US131 THAT CELEBRATE NEIGHBORHOODS AND THE RIVER When each green corridor, riverfront connector, existing and proposed pedestrian tunnel passes under 131, this is an opportunity to create a unique gateway. These new gateways will celebrate the River and the adjacent neighborhoods.

In some situations, such as the existing tunnels, the reconfiguration would require a significant overhaul.

On a corridor like Michigan and Bridge, the underpass itself becomes a place where the attributes of the street are expanded to include new programs that serve as to create spaces for gathering (like a skate park) and for expanded ecological functions like stormwater management.

“

I would appreciate safe, bike-friendly river access. Can I put my children on a cargo bike and go to the river? If not, something needs to change.

- Online collaborative map comment

�

FIG 1.40: Existing and proposed Bridge Street gateway under US131

41

DRAFT

FIG 1.41: Existing and proposed Fulton Street gateway under US131

42

GR

RECOMMENDATIONS

DRAFT

1

FIG 1.42: Existing and proposed Bridge Street gateway under Leonard

43

DRAFT 1.5 CREATE THE OUTDOOR ADVENTURE CITY Part of what has always made Grand Rapids a unique place is the relationship people have to the River as a natural resource. Despite the introduction of dams, flood walls and buildings that turned their back to the River, some Grand Rapidians still maintained a connection to the River and continued to recreate. There are not many cities were you can go out and find a hundred fisherman casting right in the shadow of a downtown.

Recent efforts such as GRWW are also looking to capitalize on the River as a recreational asset. Not only does GR Forward wish to expand this, but so does the community. As a part of the outreach process, a card game was developed to help people discuss the possible future activities along the River. Groups were asked to select from a special deck of cards that included various types of spaces, elements, events, and activities. They chose their top five preferred cards and were then required to negotiate with their group to pick the group’s top five overall. The results favored by 43% the

Activity on the waterfront

FIG 1.43: OSummary of open house responses to river element preferences

44

GR

RECOMMENDATIONS

Open house river exercise cards

DRAFT creation of spaces, followed by activities and elements, both at 20% and events following at 14%, and, finally, 3% going to wild card options.

A relevant take-away from the results was the clear indication that people are interested in the creation of diverse and interesting places, and many of these are compatible with the type of spaces that are compatible with riverfronts.

Additionally, the majority of the activities and elements identified as a part of this process are also compatible with the idea of creating an active adventure city – one that offers a unique connection to natural resources through outdoor activities and recreation designed to maximize the value of the River.

1 ENSURE SUFFICIENT RIVER ACCESS

>> Provide river access for construction

and programming GR Forward supports the program and process of creating the GRWW project. This includes access for people, walk-in boats, and trailers. This requires that when planning sites, it is assumed in certain locations that accommodations need to be provided for construction access to the River during its transformational period. (See Figure 1.30)

>> Identify solutions to address access de-

ficiencies by adding more access points While the reconfiguration of the River to support whitewater activities will expand the types of programing available in the River corridor, it will also limit other types of access given the increase in rapid configuration and velocity. Within the process, GR Forward has recommended increasing the number of other access points to 16, but have also been asked to increase the number of boat launches at the southern portion of the corridor to ensure access for motorized crafts that will be limited in the upper reaches of the corridor. Based on guidance from the River corridor Steering Committee members, this plan recommends the location of a launch south of the mouth of Plaster Creek as well as opening the launch on the former Butterworth Landfill site, which will require some measures to protect the current cap from users.

45

DRAFT MATCH PREFERRED SPACES, PROGRAM AND ACTIVITIES WITH OPPORTUNITY SITES Building off the feedback from the public process, a series of priorities were developed that frame and expand upon the ideas that certain spaces can be prioritized as they relate to: the possible scale and location of the program, the expansion of program into all 4 seasons, activation of places, and the inclusion of art.

In this process, 15 priority riverfront opportunity sites were identified based upon their ownership status, their need for flood protection infrastructure improvements, and the potential use of these sites as construction staging area for the GRWW initiative. Each of theses sites has one of four types of open spaces that help to create the new park system.

FIG 1.44: Priority Development Sites 46

GR

RECOMMENDATIONS

DRAFT

1 GRforward has identified 13 additional sites, which it considers to be important sites in the future development of the River corridor. These should be considered in a potential phase 2 effort.

Program elements identified by the public, GRWW, and GR Forward were distributed to the 15 sites based upon the scale and relevance to the adjacent plan or resources needed to support that program. By grouping programs, each of the priority opportunity sites become a unique park—a destination within a much larger park system that is tied together with a unifying trail.

Four major types of open spaces that exist in the park system , excluding the trail, which was discussed previously in this chapter. Following are each of these types with the examples of the proposed concepts.

FIG 1.45: Potential Phase 2 development

sites

47

DRAFT >> Adventure Park

The Adventure Park is an example of a new park that could be developed on land that is currently controlled by the City Water Department. It is contiguous with an abandoned railroad corridor that parallels the River which was acquired by the Michigan Department of Natural Resources, Michigan Department of Transportation and the City for a future non-motorized trail.

The goals of the Adventure Park are: Create an adventure landscape that allows for people to experience the ecology while participating in extreme and active programs Manage flooding/stormwater through the design of the trail landscape Create pedestrian access to the River and supple access to fish bypass and controls for dynamic barrier Provide a continuous multi-use trail connection Create habitat and increase opportunities to manage stormwater Allow for the expansion of the site as a development, both on-site and across the street Create a connection to the existing trail north of Leonard

> > > > > > >

48

GR

RECOMMENDATIONS

FIG 1.46: Proposed Adventure Park concept design

DRAFT

1

FIG 1.47: Proposed Adventure Park site plan

FIG 1.48: Proposed Adventure Park aerial view

FIG 1.49: Proposed Adventure Park river access and program

FIG 1.50: Proposed Adventure Park land program 49

DRAFT >> Lyon Square

Lyon Square is an example of a public/private partnership site where some of the land is privately held and other portions of the site are publicly held. Depending on the level of investment from partners, the use of this type of site could serve the interests of both allowing for public access and use as well as the use of some of the facilities for private programming and use.

“

Lyon Square is awkward, needs to be rethought, it has much potential.

- Open house collaborative map comment

�

FIG 1.51: Lyon Square opportunities and constraints

50

GR

RECOMMENDATIONS

DRAFT

1 The goals of Lyon Square are: Create a public/private development opportunity that includes 2600 sqft of events space and 1300 sqft (100 tables) of dining area Manage flooding by raising grade to freeboard deficient, then provide additional flood protection via emergency measures Provide access to the lower river walkway Demonstrate ecological capacity along the River’s edge in an urban location Provide a continuous multi-use trail connection and a connection north Create an events plaza in Lyon Square by removing curbs and resurfacing the street, while providing parking flow at non-event times

> > > > > >

FIG 1.52: Proposed Lyon Square concept design

51

DRAFT

FIG 1.54: Proposed Lyon Square site plan

FIG 1.55: Proposed Lyon Square water access

FIG 1.56: Proposed Lyon Square land program

FIG 1.57: Proposed Lyon Square aerial view

52

GR

RECOMMENDATIONS

DRAFT

1

>> 201 Market Avenue 201 Market Avenue is an example of a publicly owned open space/development parcel. It is a good example of how City services and industrial uses can be converted to higher and best uses that create a new city destination and accommodate new development, as well as provide access to the River. The site is located across the river from Grand Valley State University and is adjacent to one of the few remaining river islands located near Downtown.

It has the potential to become a major destination for an emerging neighborhood and for the existing near neighborhoods that can use Cherry Street as their connection to the river.

One of the main features of this development is the large open space referred to as the “Green Living Room.� This space was conceived to create a large, public open space for all of Grand Rapids and provide a unique connection to the river. Much like Bryant Park or the Great Lawn in front of the J Pritzker Pavilion in Millennium Park, this space is meant to provide flexible programming and allow for larger outdoor events, while allowing people to interact with the riverfront day to day.

FIG 1.58: 201 Market Avenue opportunities and constraints

53

DRAFT The goals for this project include: Create a destination, and large scale programmable open space Manage flooding through the design of the landscape Provide an ecological edge that manages onsite stormwater and provides River habitat Provide River access including boat access Provide a continuous multi-use trail connection and a connection north and south Ensure there are active uses facing both Market Avenue and the River Buffer US131 and the rail line from the open space Create safe intersections along Market Avenue Establish a gateway at Cherry Street Establish new housing and supporting uses to activate the River Visually extend “Downtown� south along the River

> > > > > > > > > > >

FIG 1.59: Proposed 201 Market Avenue concept design

54

GR

RECOMMENDATIONS

DRAFT

1

FIG 1.60: Proposed 201 Market Avenue concept design

FIG 1.61: Proposed 201 Market Avenue aerial view

FIG 1.62: Proposed 201 Market Avenue water access Option A

FIG 1.63: Proposed 201 Market Avenue land programs 55

DRAFT

FIG 1.64: Proposed 201 Market Avenue aerial rendering

56

GR

RECOMMENDATIONS

DRAFT

1

>> Rapids View and Interchange Park

Rapids View (Fishladder) and Interchange Park is an example of a park renovation which expands and shifts its program to support and view the enhanced River program. It also demonstrates how a piece of stormwater infrastructure can be utilized as both a visual and programmatic amenity that expands the scale of the park and allows for more trail bandwidth.

FIG 1.65: Rapids View and Interchange Park opportunities and constraints

57

DRAFT The goals of Rapids View and Interchange Park are: Create a public space in the River for the general public to experience the River and activities Allow for viewing of the most exciting part of the rapids Create pedestrian access to River Provide a continuous multi-use trail connection Create a link to the interchange Park Create a large scale demonstration of stormwater technology Create gateways to the City that celebrates water

> > > > > > >

FIG 1.66: Proposed Rapids View and Interchange Park concept design

58

GR

RECOMMENDATIONS

DRAFT

1

FIG 1.67: Proposed Rapids View and Interchange Park site plan

FIG 1.68: Proposed Rapids View and Interchange Park aerial view

FIG 1.69: Proposed Rapids View and Interchange Park water access

FIG 1.70: Proposed Rapids View and Interchange Park land program 59

DRAFT IMPLEMENTATION APPROACH

There are a number of major projects built into the goal of restoring the River and several parallel paths for implementation with a variety of drivers, stakeholders, and owners, both public and private. The three major pieces—the River, the trail, and the opportunity sites—all have to work in concert to provide the needed improvements to the flood infrastructure, regional connectivity, and riverfront amenities. For each of these projects, understanding the demands and impact of the FEMA process will be critical. As a determinate to the form of the trail system will be understanding where public use and access can be gained along the edge of the trail, as described in detail under the trail section of this goal. Additionally, a critical point in the opportunity sites will be how landowners and public agencies can work together to provide protection, access and amenities potentially prior to the implementation timeline for the public side improvements. Given the complexities of a project of this magnitude, the recommendation that this be managed and implemented as a singular capital works projects is critical to the success of this goal.

To that point, the development of an interconnected trail system is a priority project for GR Forward. To help make this happen, specific immediate actions are necessary:

> Continue > >

>

60

GR

RECOMMENDATIONS

for FEMA work and/or GRWW. Cost constraints should be based on a known budgetary maximum that includes all grants and all public and private contributions that will still allow for the completion of the trail system as one capital project over a specific timeline.

to engage a leadership team to negotiate with landowners to create continuous access.

Commission an economic benefits/impact analysis study to help inform the decisionmaking process Continue to update scenarios that describe impacts on decision-making related to cost and time including: 1. Prioritize acquisitions of parcels that supply needed access or are major barriers in the connecting of the trail system.

2. Gain access during redevelopment with the use of incentives and/or by acquiring or amending the utility easement, to include public access and amenities.

3. Engage the MDNR to identify riverfront owners with environmentally compromised sites who are willing to do a land swap for clean sites away from the River.

Then proceed with a brownfield redevelopment that includes public open space, amenities, access, and the multi-use trail.

4. With the leadership team, work quickly to determine which land owners are hesitant to participate. Assume that they will fall under category of no agreement and revise model to reflect beneficial costs.

Outline the preferred method(s) that include time and cost constraint yet to be determined, such as construction timeline

In addition to moving the trail forward, the following projects are implementation priorities for the Grand River Corridor: Continue to work with partners to improve water quality Identify themes, artists and a curator to create public art that enhances the local knowledge of the River Coordinate with Grand Rapids Whitewater on design, permitting and construction Develop final designs to achieve freeboard accredited status from FEMA and target flood infrastructure implementation coordinated with private development

> > > >

DRAFT

1

1 RESTORE THE RIVER AS THE DRAW & CREATE A CONNECTED AND EQUITABLE RIVER CORRIDOR 1.1 Integrate Art, Education, Infrastructure and Ecology Recommendation

Timeframe

Responsibility / Partners

Source of Funds

ongoing

City of Grand Rapids/DGRI/ State & Federal agencies

TBD

Create varied infrastructure to not only protect, but enhance and amenitize the river Initial Action Steps -

Outside of the guildlines for the trail and concepts for the 15 priority opportunity sites, utilize proposed sectional typoligies for future development that create resilient and dynamic flood infrastructure.

Enhance ecological systems

ongoing

DGRI

DGRI

Initial Action Steps Develop a markeing budget that support the idea that Grand Rapids is a place where the wilderness and City collide to create a place unlike any other (reflected in Non-Capital Costs) Outside of the guildlines for the trail and concepts for the 15 priority opportunity support the creation of riverine habitat propoed in the master plan Follow the example of the Grand Rapids Public Museum in integrating education, infrastructure, and ecology

ongoing

City of Grand Rapids/DGRI/ Foundation

City/DGRI/Foundation

Initial Action Steps Identify other opportunities like the musem exhbiit project and building renovation that support the expansion of knowlage and demonstrate how education, ecology and infrastructure can work togather Focus on improving water quality for the Grand River system to ensure healthy use and access

ongoing

City of Grand Rapids /DGRI/Foundation/GR watershed municipalities (Watershed wide cost)

DGRI, LGROW , Municipalities, State, Federal, Private, (Watershed wide cost)

Initial Action Steps Imbed water quality in the messaging, branding and funding initiatives of the river restoration effort.

Plant buffer and filter strips along priority acreage adjacent to and encompassing the Direct Drainage Subwatershed and Urban Waters Federal Partnership area.

Encourage local policies and incentives that favor low impact development Implement projects identified by the City of Grand Rapids Green Infrastructure Opportunity Assessment Create a landscape gallery of public art along the river corridor

within 5 years

Arts Leadership Team

Private

Initial Action Steps Recruit a leadership team to oversee fundraising, selection process, permitting, maintenance and liability responsibilities, etc.

Hire a conservation/restoration consultant to advise on installation details Develop interpretive materials – an “art trail” guide

61

DRAFT 1.2 Reinforce the Grand Rapids Whitewater Initiative Recommendation

Timeframe

Responsibility / Partners

Source of Funds

Reinforce the Grand Rapids Whitewater Initiative

within 5 years

City of Grand Rapids / DGRI / private & foundation support / State & Federal agencies

City / DGRI / private & foundation support /State & Federal agencies

> Grand Rapids Whitewater Rapid Resortation

within 5 years

City / DGRI / private & foundation support /State and Federal/GRWW

Private/Foundation

Initial Action Steps Continue coordination of River Edges with GRWW regarding construction phasing and acess (costs include the rapids restoration) > Park Island

within 5 years

City / DGRI / private & foundation support /State and Federal/GRWW

City / DGRI / private & foundation support /State and Federal

City / DGRI / private & foundation support /State and Federal/GRWW

City / DGRI / private & foundation support /State and Federal

Initial Action Steps Coordinate the planning, design, permitting and construction and with the rapids resoration > City Island

within 5 years

Initial Action Steps Coordinate the planning, design, permitting and construction and with the rapids resoration

62

GR

IMPLEMENTATION

DRAFT

1

1.3 Make Grand Rapids a hub in a regional trail system while creating universal access along the river on both the east and west sides Recommendation Timeframe Responsibility / Partners Source of Funds Amenitize the river to make it a regional draw

ongoing

City of Grand Rapids / DGRI / private & foundation support / DNR and Federal

City / DGRI / private & foundation support /State and Federal

Initial Action Steps Confirm and reinforce regional connection to GR and the other trail networks Establish a marketing strategy for making Grand Rapids the center of the system Establish regional programming that will reinforce and attracked users of the trails Coordinate with large infrastructure easment holders and the DNR to allow recreational access linking multiple trails in multiple locations Create a robust trail system on both sides of the river

ongoing

City of Grand Rapids / DGRI / private & foundation support / State and Federal agencies

City / DGRI / private & foundation support /State & Federal agencies

Initial Action Steps Continue to engage a leadership team to negotiate with landowners to create continuous access Continue to update scenarios that describe impacts on decision-making related to cost and time Outline the preferred method(s) that include time and cost constraint yet to be determined, such as construction timeline for FEMA work and/or GRWW Align access with the water trail and the rapids

ongoing

City of Grand Rapids / DGRI / private & foundation support / State and Federal agencies

City / DGRI / private & foundation support /State and Federal agencies

Initial Action Steps Identify sites on the Westside where acess is limited to be targeted for purchase, trade or redevelopment Identify privately owned parcels thoughout the Corridor where public acess can be gained via private and public devleopment partnerships Provide additional boat access south of the rapids for greater access for motorcraft

63

DRAFT 1.4 Enhance neighborhood access to the river along east/west connections Recommendation Timeframe Create a series of east/west green corridors to connect neighborhoods to the River > Ann Street, The Norhern Gateway

Responsibility / Partners

Source of Funds

within 5-10 years

City of Grand Rapids / DGRI

DGRI / City of Grand Rapids / MDOT

within 10 years

City /State

Public ( City, State)

Initial Action Steps Analyse capcity for landscape, green Infrastruxcture and roadway improvemnts Determine prioirty: a.) if maintanence cycle is coinicidental with timeframe b.) proceed with retorfit regardless c.) cooridnate with design/construction of riverfront open spaces Design and construct streetscape and roadway > Sweet/Richmond, The Parkway

within 10 years

City /State

Public ( City, State)

Initial Action Steps Analyse capcity for landscape, green Infrastruxcture and roadway improvemnts Determine prioirty: a.) if maintanence cycle is coinicidental with timeframe b.) proceed with retorfit regardless c.) cooridnate with design/construction of riverfront open spaces Design and construct streetscape and roadway > Leonard, Street Life

within 5 years

City /State

Public ( City, State)

Initial Action Steps Analyse capcity for landscape, green Infrastruxcture and roadway improvemnts Determine prioirty: a.) if maintanence cycle is coinicidental with timeframe b.) proceed with retorfit regardless c.) cooridnate with design/construction of riverfront open spaces Design and construct streetscape and roadway > 6th/Newberry, The Waterway

within 5 years

City /State/ DGRI

Public ( City, State)

Initial Action Steps Analyse capcity for landscape, green Infrastruxcture and roadway improvemnts Determine prioirty: a.) if maintanence cycle is coinicidental with timeframe b.) proceed with retorfit regardless c.) cooridnate with design/construction of riverfront open spaces Design and construct streetscape and roadway

64

GR

IMPLEMENTATION

DRAFT Recommendation > Pearl/Lyon, Downtown

1 Timeframe

Responsibility / Partners

Source of Funds

within 5 years

City /State

Public ( City, State)

Initial Action Steps Analyse capcity for landscape, green Infrastruxcture and roadway improvemnts Determine prioirty: a.) if maintanence cycle is coinicidental with timeframe b.) proceed with retorfit regardless c.) cooridnate with design/construction of riverfront open spaces Design and construct streetscape and roadway > Fulton, Entertainment

within 5 years

City /State

Public ( City, State)

Initial Action Steps Analyse capcity for landscape, green Infrastruxcture and roadway improvemnts Determine prioirty: a.) if maintanence cycle is coinicidental with timeframe b.) proceed with retorfit regardless c.) cooridnate with design/construction of riverfront open spaces Design and construct streetscape and roadway > Wealthy, Innovation

within 5 years

City /State

Public/Private/Foundation/ MDOT

Initial Action Steps Analyse capcity for landscape, green Infrastruxcture and roadway improvemnts Determine prioirty: a.) if maintanence cycle is coinicidental with timeframe b.) proceed with retorfit regardless c.) cooridnate with design/construction of riverfront open spaces Design and construct streetscape and roadway

65

DRAFT Recommendation

Timeframe

Responsibility / Partners

Source of Funds

Improve streets that make important connections to riverfront parcels

within 10 years

DGRI/City of Grand Rapids / State

Public (City, State, MDOT)

> Market

within 10 years

DGRI/City /State

Public ( City, State)

Initial Action Steps Analyse capcity for landscape, green Infrastruxcture and roadway improvemnts Determine prioirty: a.) if maintanence cycle is coinicidental with timeframe b.) proceed with retorfit regardless c.) cooridnate with design/construction of riverfront open spaces Design and construct streetscape and roadway > Cherry and Coldbrook

within 10 years

DGRI/City /State

Public ( City, State)

Initial Action Steps Analyse capcity for landscape, green Infrastruxcture and roadway improvemnts Determine prioirty: a.) if maintanence cycle is coinicidental with timeframe b.) proceed with retorfit regardless c.) cooridnate with design/construction of riverfront open spaces Design and construct streetscape and roadway > Webster and 10th

within 10 years

City /State

Public ( City, State, MDOT)

Initial Action Steps Analyse capcity for landscape, green Infrastruxcture and roadway improvemnts Determine prioirty: a.) if maintanence cycle is coinicidental with timeframe b.) proceed with retorfit regardless c.) cooridnate with design/construction of riverfront open spaces Design and construct streetscape and roadway Create inviting gateways under 131 that celebrate neighborhoods and the river

within 5 years

Initial Action Steps Identify and priority green corridors, reierfront connectors and new pedestrian underpasses Analyse highway overpass, and determineif maintanence cycle is coinicidental with timeframe Design and construct gateways

66

GR

IMPLEMENTATION

City of Grand Rapids / DGRI

City / DGRI / private & foundation support MDOT, USDOT

DRAFT

1

1.5 Create the outdoor adventure city Recommendation

Timeframe

Responsibility / Partners

Source of Funds

ongoing

City of Grand Rapids/DGRI/ State and Federal agencies

State and Federal agencies

Match preferred spaces, program and activities with opportunity sites

within 10 years

DGRI / City of Grand Rapids

City / DGRI / State / Federal private & foundation support

> 15 Priority Opportunity Sites

within 10 years

DGR/ICity

City / DGRI / State / Federal private & foundation support

Ensure sufficient river access Initial Action Steps Provide river access for construction and programming Identify solutions to address access deficiencies in proposed access >>>Determine feasabilty of Butterworth and Plaster Creek sites >>>Design and construct downstream launches for motorcraft

Initial Action Steps Per the plan reccomendation develope initial 15 opportunity based on coordination with public and private owners > 13 Phase 2 Opportunity Sites

within 10 years

DGRI/City

DGRI / CITY / Foundaiton

Initial Action Steps Per the plan reccomendation initiate a 2nd concept development phase

67

DRAFT

68

GR

IMPLEMENTATION

DRAFT

GOAL 2

CREATE A TRUE DOWNTOWN NEIGHBORHOOD THAT IS HOME TO A DIVERSE POPULATION

2 CREATE A TRUE DOWNTOWN NEIGHBORHOOD THAT IS HOME TO A DIVERSE POPULATION Downtown was once home to four department stores and a mix of housing, retail and services. Throughout the GR Forward process to date, Grand Rapidians have indicated the desire to have “more” Downtown –more retail, more services and more activity. These amenities require more people living within the City’s core. Housing is a driver to build more value Downtown and more demand for the services that people want. While welcoming new neighbors, we must continue improving services for existing residents and ensure that Downtown living remains accessible and affordable to a range of incomes.

6

46

2.1 LEVERAGE DEVELOPMENT OPPORTUNITIES TO HIT “CRITICAL MASS”

2.2 SUPPORT INITIATIVES THAT IMPROVE DOWNTOWN LIVING FOR EXISTING RESIDENTS & ATTRACT NEW DOWNTOWN RESIDENTS

11 Change existing zoning and height regulations 14 Revisit development incentives 16 Remap the Existing City Center Zone 17 Change the Approach to Downtown Parking Requirements 18 Encourage infill development to close gaps within and between neighborhoods 24 Anchor the river with new development on select sites 40 Connect Heartside, Heritage Hill, and the Downtown core 43 Preserve historic character while accommodating growth

46 Foster civic engagement and strengthen community ties Downtown 48 Unlock the potential of municipal data and online tools 49 Expand youth programming 50 Increase access to fresh produce Downtown 50 Explore financial incentives to attract new Downtown residents 51 Expand marketing efforts to promote Downtown living

DRAFT

52

56

62

2.3 PRESERVE AND EXPAND HOUSING OPPORTUNITIES

2.4 CONCENTRATE RETAIL AND CLOSE THE RETAIL SERVICES GAP [GROCERY STORE, PHARMACY, MORE DIVERSE STORES, ETC.]

2.5 REQUIRE ENERGY EFFICIENCY, GREEN BUILDING PRACTICES, AND UNIVERSAL DESIGN PRINCIPLES IN PROJECTS WITH LOCAL SUBSIDY

52 Ensure that Downtown maintains its share of affordable housing for a range of incomes 54 Diversify types of housing available Downtown

56 Revisit zoning regulations for ground floor commercial in the Downtown area

54 Encourage more students to live Downtown

61 Employ a targeted marketing strategy to attract anchor retail

55 Explore ways of expanding homeownership Downtown

62 Manage stormwater at the micro level 62 Promote green building 63 Embrace sustainable site design principles

DRAFT

WHY THIS MATTERS Downtown Grand Rapids is benefitting from a combination of national trends and local amenities that are driving new housing investment. The broader story relates to the national trend of a return to urban, and more specifically, downtown living. As summarized

by Laurie Volk1.

The largest segment of the annual potential market is younger singles and couples. This generation—the Millennials— is the first to have been largely raised in the suburbs where cul-de-sacs substituted for neighborhoods, malls took the place of downtowns, and driver’s licenses became a necessity of life. In far greater numbers than predecessor generations, Millennials are moving to downtown and walkable neighborhoods.

Younger households typically choose to live in neighborhoods that contain a diverse mix of people, housing types, and uses. For the most part, younger households tend to be ‘risk-tolerant,’ and will move into areas or neighborhoods that would not be considered aceptable for most families or older couples.

This trend is clearly on display in Downtown Grand Rapids. 18-34 year olds (Millennials) represented 48% of Downtown’s population in 2010. Currently, 73% of the Downtown market potential for housing is held by younger singles and couples. As noted in Zimmerman / Volk Associates’s (ZVA) Downtown housing market study in both 2008 and 2015, the diversity, and social and cultural amenities of the City are the primary attractions of urban living in Grand Rapids.

Since 2010, this trend in Downtown housing has only increased, which results in a greater annual market potential. DGRI notes that since 2000, approximately 2,350 units have been built Downtown, contributing to a 200% increase over the past 15 years. This helps to support the almost 250 merchants located Downtown and has helped to bring new destination restaurants and activities to the area. According to ZVA, at the time of this study, the rental units Downtown (not including income-restricted units) had a 98% occupancy rate and almost all of the condominiums in Downtown are fully sold.

Given the momentum Downtown is experiencing with respect to housing, ZVA now estimates that Downtown could support 2,0002 new units over the next 5 years. These units comprise a mix of new apartments, condominiums, and forsale attached townhomes. ZVA’s study reflects much of what the public expressed during GR Forward—that it can be difficult to find

1 Laurie Volk is principal in charge of Zimmerman/Volk Associates’ market studies and is the firm’s primary analyst of demographic, market, and lifestyle trends. Since 1988, Zimmerman/Volk has completed more than 450 housing market studies.

4

GR

CONTEXT

FIG 2.1: Downtown demographic Trends

2 ZVA’s market study is based upon both the market trends but also the pace of development. More than 2,000 units may be supported should the pace of development accelerate.

The pace of development is often related to site control and the availability of land.

appropriate housing Downtown and that new housing types are needed to support varying household styles and preferences, most notably smaller micro units and attached townhomes, and at varying price-points.

The opportunity is to guide the development of these new units in ways that help to re-establish a true Downtown neighborhood. Currently, much of the new housing is isolated in areas that remain unconnected and discontinuous, as illustrated in a map of residents from the 2010

DRAFT FIG 2.2: Downtown Population - 2010 Census Block Level

Census. Only portions of Monroe North and the area around Cherry and Division contain multiple housing developments within close proximity to one another. Downtown Grand Rapids must focus on the street life and connections between housing nodes, begin to brand Downtown as a series of unique neighborhoods, and support infill development and adaptive reuse to hit the “critical mass” needed to support the kinds of commercial services that in turn support Downtown residents, workers, and visitors.

2 FIG 2.3: Existing Zoning

To help achieve critical mass and create a true Downtown neighborhood, new development will need to fill the gaps separating existing housing (figure 2.2) and existing zoning (figure 2.3) will need to be updated to help achieve the kind of Downtown Grand Rapidians are seeking.

As pressure continues to grow for new housing, the reality is that the majority of the new development will be on property that is currently used for another purpose. Only 5% of Downtown is vacant–a very low number. However, there are underutilized sites that are opportunities for significant development, including 201 Market Avenue–the location of city maintenance facilities along the River–and a number of DDAowned surface parking lots. Redevelopment on these sites will change both the look and

5

DRAFT feel of Downtown. Better connections can be made to the Grand River and parking lots can transition to new garages “wrapped” with active uses. Grand Rapids has an opportunity to fill the gaps that currently separate uses and activities within Downtown.

How Downtown Grand Rapids grows is extremely important to ensure that it remains home to a diversity of people. A constant refrain during the GR Forward process was to create a Downtown that is welcoming and inclusive.

Indeed, if those seeking to live in Downtown are doing so, in part, because of the diversity, this is an asset worth preserving. At the same

time, Downtown needs more income density to support additional retail services. Grand Rapids lags peer cities in the numbers of people living Downtown and in the median incomes of Downtown residents. Less people and less income means less income density to support stores, restaurants and service. Downtown, therefore, needs both market-rate apartments and condominiums for young professionals and empty nesters but also housing that is accessible to those with lower incomes. To do this, zoning, policy and incentives for development should be designed to achieve the Downtown we want – one that includes a mix of housing types and a mix of incomes.

With all of this new development, how can we keep cost down so that all can enjoy the downtown area?

Income density is a critical measure for Downtown. Grand Rapids lags comparison cities in terms of both the number of households but also median income. These factors hold back Downtown’s potential as home to more retail and services.

FIG 2.4: Income Density Per Acre

6

GR

CONTEXT

DRAFT

2

FIG 2.5: Aerial view of Downtown today

ARENA SOUTH DDA PARKING LOTS

201 MARKET

FIG 2.6: Currently proposed development (red) and rehabilitation (light orange) Downtown (2015)

7

DRAFT 2.1 LEVERAGE DEVELOPMENT OPPORTUNITIES TO HIT “CRITICAL MASS” A part of creating Downtown neighborhoods is reaching the point where multiple coffee shops, stores and services are open and active on a Saturday morning. To achieve this goal, Downtown needs to reach critical mass. 10,000 households, or roughly 12,000 residents, is the point at which other cities see these kinds of activities and services emerge and sustain themselves downtown. For this reason, encouraging growth and new housing is essential to attracting the retail and services that participants in the GR Forward have been asking for. Downtown pharmacies, a grocery, more restaurants, and more stores are all dependent on increasing the number of residents Downtown. There are significant numbers of employees Downtown (approximately 30,000) but many commute in and out of the City or have limited lunch breaks that prevent them from fully patronizing Downtown retail. While DGRI can work with employers to change some of these trends, residential growth is the most sustainable way to support local business.

8

GR

RECOMMENDATIONS

Encourage more businesses and residential opportunities to expand downtown to create a positive impact on establishing a sense of place. The City seems so small and feels limited to an outsider in town for the weekend.

Encouraging growth Downtown, however, is not a one size fits all proposition. Downtown is comprised of many smaller districts, each of which has their own unique characteristics and opportunities for growth. To help guide zoning changes and the design of specific sites, a “district character” map of Downtown was developed.

This map identifies the potential approach to redevelopment and/or improvements for each sub-district and helped to shape the overall development framework Downtown.

DRAFT

2

FIG 2.7: Downtown District Character

9

DRAFT FIG 2.8: Developmnent currently proposed in Downtown (2015)

10

GR

RECOMMENDATIONS

DRAFT FIG 2.9: Potential Development Sites

2 CHANGE EXISTING ZONING AND HEIGHT REGULATIONS Achieving critical mass Downtown will take place through a balance of ramping up demand and expanding the capacity for development.

With 1,250 housing units currently in various phases of development Downtown, not exclusive of the projected absorption of 1,860 to 2,300 new units over the next five to seven years, how and where do we plan to close a gap just shy of 4,500 households to reach critical mass?

For one, achieving the vision and goals of GR Forward, such as creating amenities along the Grand River, recruiting a full service grocery store, reinvesting in public spaces, improving mobility across modes, and so on, will act to increase demand, setting projected absorption on a more rapid course as implementation progresses. Given the limited availability of development sites Downtown, allowing for increased height will improve the likelihood of achieving critical mass Downtown.

11

DRAFT FIG 2.10: Existing Zoning Height Overlays

Currently, the Traditional Neighborhood Center City [TN-CC] zoning classification includes two overlay areas, highlighted in Fig 2.10. New developments in the Overlay B area are not subject to a height limit, whereas developments in the Overlay A area are able to receive height bonuses, allowing them to max out at 14 stories.

To create a more gradual stepping down to the neighborhood scale of the West-Side and Heritage Hill, while also accommodating greater densities around the edges of the Downtown core and along the riverfront, intermediary overlay classifications are proposed in addition to extensions of the Overlay A area where appropriate and revisions to the minimum and maximum building heights within the downtown area, as illustrated in Fig 2.11. *Note: in addition to creating new intermediary zoning classification, the map also represents a good urban design practice: allowing both sides of a street to have the same or similar height regulations. The existing zoning and overlay boundaries lay in the middle of the right of way, which can result in drastic shifts in building heights from one side of a street to the other. For instance, existing zoning on State Street could potentially result in two story buildings on the north side and 14 story buildings on the south side. This map proposes zoning boundaries that follow perimeter parcel boundaries.

12

GR

RECOMMENDATIONS

DRAFT FIG 2.11: Proposed Zoning Height Overlays

2 Changes to the existing height overlays include an expansion of height overlay A and two, new intermediary overlays that will help to encourage more density while better transitioning heights from Downtown to nearby neighborhoods.

13

DRAFT >>Open Space Fund Height Bonus

REVISIT DEVELOPMENT INCENTIVES Looking at the city today, and anticipating the future of Downtown tomorrow, how do we want to encourage good development, a high quality public realm, and achieve critical mass?

Certain changes have taken place in Downtown Grand Rapids since the height bonuses were established. It is now time to revisit the types of provisions that developments include in order to secure a height bonus. For example, the FIG 2.12: Chart of propsoed height overlays

residential use height bonus, which currently allows one or two additional stories for the inclusion of residential use, is now obsolete given the more recently increased demand for residential development Downtown. Likewise, the height bonuses should be recalibrated to achieve the development goals put forth by GR Forward, including:

The existing height bonus for provision of urban open space encourages developers to provide amenities on-site and accessible to the public. However, while the bonus defines specific expectations for what the open space should provide (section 5.11.13 of the zoning code), it cannot guarantee a quality design that adds significant value to Downtown. Further, the bonus allows the faรงade at the Required Building Line to be lessened to 60%, which could result in a fragmented public realm. Rather than incentivizing scattered public spaces, the bonus could be leveraged more strategically as a funding mechanism to support planned or future improvements to existing parks and the provision of new meaningful open space assets.

>>Mixed-Income Housing Height Bonus

At present, height bonuses for affordable housing are not applicable within most of the Downtown area, as it is not an option within the TN-CC zone. Mixed income developments are a major challenge, given the difficulty of combining the Low Income Housing Tax Credit with market rate development. In light of the need to maintain housing affordability for a wide range of families and individuals as detailed more fully later in this chapter, the City should include a height bonus for developments providing 15% or more units to those earning below 120% of area median income. Alternatively, developers can make a payment to the affordable housing fund (Payment in Lieu) as currently defined by the code.

14

GR

RECOMMENDATIONS

DRAFT >>Ground Floor Active Commercial Uses

As outlined further in section 2.4, height bonuses for specified ground floor commercial uses, including Retail and permitted Entertainment, Hospitality and Recreation uses, should be concentrated on Targeted Retail and Entertainment Corridors.

2 > > >

>> Grand River Overlay Bonus

Establishing the riverfront open space network envisioned through the GR Forward process will require considerable public and private investment. The amount of public space necessitates denser development; and taller buildings on more open sites would serve to preserve view corridors between Downtown and the river. Within the Grand River Overlay, height bonuses should be granted to developments that provide public access, amenities, and other resources towards the implementation of the Grand River corridor vision in the previous chapter. Specifically, the Grand River overlay should be amended to include the following:

> > >

All buildings shall maintain a minimum setback of 50’ from the River New development shall maintain minimum of 30% green space

a

New development shall maintain a viewshed of the river - From the street side of the lot to the riverfront, allow for a continuous cone of visual access at street level that is at minimum 20% of frontage on the street side and a minimum of 35% on the river side. No building shall protrude into the cone of visual access in vertical or horizontal dimension. The cone of visual access can be distributed.

Parking must not be visible from the road or the river side of the building Curb cuts shall not be placed closer than 200 feet from one another. Curb cuts may not be larger than 25 feet. Continuous curb cuts are not permitted In addition to the existing height bonus of 1 floor for every 10’ of setback from the River, additional bonuses should be considered: A bonus of one (1) story shall be given for the granting of public access on the existing utility (floodwall) easement adjacent to the river.

A bonus of one (1) story shall be given for the granting of public access on the cone of visual access.

A bonus of one (1) story shall be given for the creation of a multi-use trail consistent with the Grand River Edges Design Guidelines

−−

−− A bonus of two (2) stories shall be given −− −− −− −−

−−

for the creation of a major recreational access point to the water to accommodate watercraft A bonus of one (1) story shall be given for the creation of a minor recreational access point to accommodate pedestrian access into the river A bonus of one (1) story shall be given for the provision of uses defined within the retail and entertainment cluster on the river side of the building A bonus of two (2) stories shall be given for the creation of a publicly programmable amenity larger than 1500 SF A bonus of one (1) story shall be given for the creation of a green stormwater management and/or water quality feature that treats via green roofs, water features, or infiltration the first 3” of precipitation on the site in a storm event A bonus of one (1) story shall be given for the creation of wetland habitat terraces along 40% of the waterside property edge with a width of 20’ from the ordinary high water mark to the river side edge of the multi-use trail

−− −−

15

DRAFT FIG 2.13: Proposed Zoning changes

REMAP THE EXISTING CITY CENTER ZONE The existing Downtown as defined in GR Forward is currently zoned as City Center (CC), Transitional City Center (TCC) or Traditional Business Area (TBA). These zones allow different densities and uses and, therefore, have different implications for growth. To help simplify the approach to guiding development Downtown, the area between the rail line and US131 on the near West-Side as well as the area immediately north of the Fish Ladder to the 6th Street Bridge should be re-zoned from TCC to CC. This would create one Downtown zone with the same rules to guide development. Other areas already zoned TCC would remain and serve their purpose – to help the transition from Downtown to surrounding communities. The existing TBA on Bridge Street should also remain. With this change, other recommendations contained in GR Forward with respect to encouraging retail and commercial uses, promoting mixed-income housing, encouraging density and regulating parking would all be contained within the CC zone rules and regulations.

16

GR

RECOMMENDATIONS

DRAFT

2

CHANGE THE APPROACH TO DOWNTOWN PARKING REQUIREMENTS The advantages of Downtown living – walkability, street life, thriving businesses – are diminished by the dominance of surface parking lots and garages that create gaps in activity.

Further, building parking places a high cost on development and, when a development site is adjacent to an existing underutilized garage or lot, limits the ability to efficiently use the parking resources that exist. As described in Goal 3.2 of GR Forward, the intent is to provide transportation choice by better managing parking Downtown while investing in transit, bike lanes and sidewalks to make it easier to get around without a car.

Currently, existing parking requirements in the City’s zoning ordinance can limit development by requiring each developer to satisfy a set amount of parking on each site. The code does allow the Planning Director and the Planning Commission to provide waivers for some parking requirements but these are determined on a case by case basis for each development.

To encourage complete transparency in the rules of development and align the zoning code with the desire to encourage growth Downtown, the parking requirements must change.

The current parking minimums should be replaced with parking maximums. This enables the developer to decide how much parking they believe is necessary for the users of their development. Parking maximums are widely practiced across the country and locally in West Michigan including the City of Wyoming, City of Muskegon, Spring Lake Township, and the Village of Middleville among others. In addition, if a developer seeks to exceed the established parking maximum for their project, they should be required to be pay into a Downtown Mobility Fund. This kind of payment is already allowed in the current zoning code and the fund would be used to enhance existing parking facilities, create new ones and support improvements to sidewalks, bike lanes and transit.

17

DRAFT ENCOURAGE INFILL DEVELOPMENT TO CLOSE GAPS WITHIN AND BETWEEN NEIGHBORHOODS To refer to Downtown Grand Rapids as one district is really a misnomer. Downtown is, in fact, a fragmented collection of many distinct, smaller districts. Highways, inactive street frontages, expansive surface parking lots, and the River itself serve as barriers between different Downtown districts. In seeking to reach the goal of critical mass and attract more services and amenities Downtown, strategic infill developments should be carefully planned to address and mitigate these divisions.

Near West Side

18

GR

RECOMMENDATIONS

>>

Better connect the near West-Side to Downtown with targeted development The near West-Side of Downtown [broadly speaking, west of 131 and east of Seward] is defined by GVSU buildings to the south, an up-and-coming commercial corridor on Bridge Street, and large expanses of surface parking lots. The area lacks a cohesive identity and is disconnected from the broader West Side, the riverfront, and the core Downtown area. The elevated sections of US131 only reinforce the lack of connections within the near West-Side.

DRAFT FIG 2.14: Diagram of West-Side development opportunities

2 The opportunity is to encourage development that helps transition the West-Side toward the River and Downtown.

New infill development is proposed along Seward with higher densities focused east of the rail line near US131.

19

DRAFT FIG 2.15: West Side Considerations

GR Forward took a 3-step approach to combat these challenges. The first is to address the transition from the West-Side to Downtown particularly between Lexington and Seward.

In accordance with the West Fulton AreaSpecific Plan, this area should provide a range of housing types that help to transition the single-family West-Side community to higher densities in Downtown. The range of housing include potential micro-units, attached and stacked neighborhood-scaled attached housing

FIG 2.16: West Side Design Concepts

and multi-family apartments. This approach is reflective of recent and proposed/approved developments in the area.

The second recommendation is to improve the connections to the River and the Downtown core from the West-Side. This can be accomplished by the development of new buildings (with ground floor commercial use) on major east-west streets including Bridge Street, Lake Michigan Drive, and Fulton Street. Bridge Street currently serves

as the primary commercial corridor for the neighborhood and the redevelopment of nearby parking lots will serve to create additional demand for new commercial uses. Although Lake Michigan and Fulton are comprised of larger institutional and commercial uses as well as parking lots, there are some opportunities for new development that would help to fill in some of the gaps between the near West-Side and the River.

The conceptual plan for DDA-owned properties includes a mix of housing types and a new park (near West-Side park) to serve as a gathering space for new and existing residents.

20

GR

RECOMMENDATIONS

DRAFT

2

FIG 2.17: West Side Site Plan

21

DRAFT

Bridge Street Commercial Corridor on the West Side

FIG 2.18: West Side Existing Finally, the large parking lots bounded by Douglas, Mt Vernon, Lake Michigan Drive, and Winter Ave provide a unique opportunity to create a new neighborhood within the near West Side. The proposal is to extend Blumrich Street to Mt. Vernon to break the current “superblock” into a more suitable neighborhood scale. The site plan includes a new plaza south of the extended Blumrich Street that will serve as a gathering space for the neighborhood.

These improvements should serve to support GVSU’s ongoing campus investments. Once complete, these actions would serve to provide space for new residents, workers, and businesses, while forging much needed connections between the West-Side and the River.

22

GR

RECOMMENDATIONS

DRAFT

2

FIG 2.19: West Side Proposed 23

DRAFT ANCHOR THE RIVER WITH NEW DEVELOPMENT ON SELECT SITES Parallel to the river, Monroe Avenue and Market Avenue serve as the threshold between the River and Downtown. Development along this corridor should provide a new interface that connects the commercial activity of Downtown with the amenities of the River. Currently, that transition is either abrupt—buildings abut the river with high floodwalls—or nonexistent, comprised

of surface parking lots or parking garages along the River. In considering development opportunities along this corridor and toward the River, there should be a considerable River easement to allow access, programming and protective flood infrastructure. At the same time, the Market / Monroe street edge must include active uses such as new residential/

commercial development and river-related uses to provide a seamless transition between the River and Downtown. Three riverfront sites within downtown are ideal for redevelopment in this manner.

201 Market Street

Fulton + Market

MSU/City/KC Site

24

GR

RECOMMENDATIONS

DRAFT

2

FIG 2.20: Diagram of development opportunities along the Grand River in Downtown To help connect the River and Downtown, development and new open spaces are proposed on sites along Market and Monroe.

The opportunities represent a mix of publicly-owned and privately-owned sites.

25

DRAFT FIG 2.21: 201 Market Considerations

>>201 Market

Existing: 201 Market is a large riverfront property south of the US131 S-curve, west of Market Avenue, and North of the freight rail lines. It is currently occupied by a variety of City maintenance facilities. With a renewed interest in River access and programming, as well as strong demand for new residential development, this site is a prime opportunity for redevelopment.

To develop the site, existing city operations need to be relocated and the site demolished.

Once the site is cleared of existing uses, other development constraints must be considered, including an existing sewage pipe that is costly to remove and a highway exit that occupies a

26

GR

RECOMMENDATIONS

FIG 2.22: 201 Design Concepts - Alternative A

201 Market has a number of existing constraints to development including a sewer line, poor pedestrian crossings along Market and the need for new flood infrastructure that encourages River access.

great deal of land. Additionally, a large amount of space is required to create suitable flood infrastructure that encourages river access and programming.

> >

Design Concepts: The goals for the redevelopment of 201 Market include:

>

> > >

Create a destination, and large scale programmable open space Manage flooding through the design of the landscape Provide an ecological edge that manages on site stormwater and provides river habitat

> > > > >

Provide river access including boat access Provide a continuous multi-use trail connection and a connection north Ensure there are active uses facing both Market Street and the River Buffer US131 and the rail line from the open space Create safe intersections along Market Street Establish a gateway at Cherry Street Establish new housing and supporting uses to active the River Visually extend “Downtown� south along the River

DRAFT FIG 2.23: 201 Market Design Concepts - Alternative B

The result is the proposal for a large “green living room� that acts as a centerpiece for the development and new signature park for the City and region. This space is large enough to accommodate a wide range of programs that are not suitable for smaller River sites.

Surrounding this living room and River-related open space is a collection of development sites.

Each site includes a parking garage (or access to one) lined with active uses on the ground floor. The upper floors are envisioned for new housing at Downtown densities to help offset the costs of relocation and provide dollars for

2 FIG 2.24: 201 Market Design Concepts - Alternative C

park maintenance. Illustrated options show keeping or removing the existing US131 off ramp. Currently, Cherry Street is the only street that affords direct access to the River from neighborhoods to the east. Relocation of the off ramp closer to 131 would provide visual access to the River and a safer crossing at Cherry and Market. If the off ramp cannot be moved, there is less development potential and the Cherry and Market intersection will require improvements to ensure safe crossings. Support from MDOT and a full traffic study should be completed to determine the feasibility of relocating the off ramp.

Existing 201 Market Street Site

>> 27

DRAFT FIG 2.25: 201 Site Conceptual Site Plan

28

GR

RECOMMENDATIONS

DRAFT

2

Potential view along Market Street with the redevelopment of 201 Market

NEW HOUSING

NEW RETAIL

REDESIGNED MARKET AVENUE

WIDE SIDEWALKS ON-STREET PARKING

29

DRAFT FIG 2.26: Fulton + Market Considerations

>>Fulton & Market

Existing: Bounded by Fulton Street to the north, Market Avenue to the east, and the 131 S-Curve to the south, Fulton and Market is occupied by a large, privately-owned riverfront surface parking lot and Charley’s Crab. Fulton and Market is a critical intersection of river and City on a major and highly visible thoroughfare, and deserves a thoughtful development approach.

A major sewer line runs through the site and should be retained to minimize costs.

Maintaining flood protection is integral and will require development to be set back considerably from the river.

30

GR

RECOMMENDATIONS

FIG 2.27: Fulton + Market Design Concepts

Design Concepts: The goals for the redevelopment of Fulton and Market include:

> > > > > > > > > > >

Manage flooding through the design of the landscape Provide a sloped/terraces landscape that allows the public to experience the river Provide a continuous multi-use trail connection Provide outdoor spaces to support ground floor uses Bring water into the site, celebrate site stormwater management as a feature Ensure there are active uses facing Market Avenue, Fulton Street and the River Buffer 131 from the open space Establish a prominent gateway at Market and Fulton intersection Establish new housing and supporting uses to activate the River Provide new parking for the development and to serve Downtown day-time uses Visually extend “Downtown” south along the River

DRAFT

2

FIG 2.28: Fulton + Market Conceptual Site Plan

31

DRAFT FIG 2.29: 201 Market north to Fulton + Market - Conditions today FULTON + MARKET FULTON + MARKET

201 MARKET

Fulton + Market Site From Across the River

Due to the size of the site, there is potential to activate the street edge with new development as well as provide a publicly accessible riverfront open space. Ground floor commercial is integral to draw people to the site and the corner of Fulton and Market could serve as an attractive location for a larger retailer or grocer. A stepped flood control zone will protect the property while maintaining public accessibility and space for an extension of the River trail.

The redevelopment of both Fulton & Market and 201 Market just to the south will create a dynamic, publicly accessible open space along the River.

32

GR

RECOMMENDATIONS

DRAFT

2

FIG 2.30: 201 Market & Fulton + Market: Conceptual approach

33

DRAFT >>

MSU/City of Grand Rapids/Kent County site Existing: This site immediately north of 196, occupied by a few surface parking lots, is underutilized given the opportunities for development and open space programming here at the threshold between Downtown and Monroe North. The entirety of the site has three owners complicating the end reuse potential. The City is currently seeking grant dollars to acquire the entirety of the site north of 196, which is a necessary first step to advance the redevelopment of the site. Bounded by the highway and an electrical substation, it is a narrow site that needs to address flood requirements while providing public river access in one of the prime locations to view river activities. Adjacent to this site is the existing post office, which backs up to the River. Relocation of this facility is a priority for many but also extremely costly.

34

GR

RECOMMENDATIONS

FIG 2.31: MSU/City/KC Considerations

Design Concepts: The goals for the MSU/City/Kent County site include:

> > > > > > > > > >

Manage flooding/stormwater through the design of the landscape Provide emergency river access including boat access Provide a continuous multi-use trail connection Activate the River with programming Buffer 196 and the substation from the open space Establish a prominent gateway to Monroe North Create an active edge that creates opportunities to watch River events Provide connection to the river island Allow for public views to the river Make a connection from Downtown to Monroe North

DRAFT FIG 2.32: MSU/City/KC Design Concepts - Alternative A

2 FIG 2.33: MSU/City/KC Site Plan - Alternative B

FIG 2.34: MSU/City/KC Site Section If developed as shown in Option B, the MSU/City/KC site would offer the opportunity for active uses and public terraces overlooking the activity in the Grand River. This is one of the best locations for watching River-related recreational activities like kayaking.

35

DRAFT FIG 2.35: MSU/City/KC Conceptual Site Plan - Alternative A

36

GR

RECOMMENDATIONS

DRAFT

2

FIG 2.36: MSU/City/KC Conceptual Site Plan - Alternative B

37

DRAFT FIG 2.37: Aerial view of Monroe North today

The MSU/City/KC site is a critical element within Monroe-North which has the potential for additional development for a mix of uses and can serve to connect residents with the River.

The design concepts include two alternatives and both include the post office facility.

> >

38

GR

RECOMMENDATIONS

Option 1 reflects the desire to create a large River front park north of 196. This park would include new flood infrastructure that encourages River access and an extension of the River trail. In this scenario, the trail is extended south, under the highway and adjacent to the post office along the existing flood wall.

Option 2 shows the potential development of new housing and ground floor commercial uses on both sites. Development north of 196 can be utilized to buffer the existing substation and the highway while affording views to River activities from the neighborhood. The opportunity in this case is to create viewing platforms connected to active uses to maximize the enjoyment of the River. Any redevelopment of the post office will need to include significant density (allowable under City Center Height Overlay B) to offset the cost of relocation.

DRAFT

2

FIG 2.38: Potential development in Monroe North based upon existing proposals and a GR Forward analysis of property

39

DRAFT CONNECT HEARTSIDE, HERITAGE HILL, AND THE DOWNTOWN CORE A unique cross-section of uses and development patterns are located South of Fulton Street on the east side of Downtown. The Arena South area is set to undergo major redevelopment in accordance with the Arena South Visioning Plan. A growing number of restaurants, bars and new housing have found their way onto Ionia, Commerce and Division. The area around Division known as Heartside is home to a number of social service agencies and missions and large institutional uses, including prominent churches and the Mercy Health/St. Mary’s Hospital and Mary Free Bed Rehabilitation Hospital. Heartside is also a protected historic

district. To the east and up the hill is Heritage Hill, a beautiful and long-established Federallydesignated historic neighborhood. Due to the prominence of surface parking lots, in some cases underutilized buildings and land, and inactive uses, these areas are poorly connected to one another and to Downtown. The State Street Corridor Area Specific Plan completed by the Heritage Hill Association sought to address this disconnection by promoting new development along State Street to fill some of the long-standing gaps on this important connector street.

In this area, Division Avenue plays a prominent role. Owing to its name, Division Avenue has historically acted as a dividing line between Grand Rapids and the surrounding townships when the area was first settled. Today, it plays a similar role physically and economically.

For those familiar with Downtown, Division Avenue represents opportunity: to foster new businesses and encourage a true mixed-income district. To those less familiar with Downtown, Division Avenue is often perceived as unsafe.

To reconnect the neighborhoods and range of uses in this southern edge of Downtown, there must be a focus on improving Division Avenue.

Heartside

Heritage Hill

Downtown Core

40

GR

RECOMMENDATIONS

DRAFT FIG 2.39: Diagram of potential improvements in Arena South and Heartside

2 Arena South is planned for significant new development.

On the other side of Division, however, there remains some empty spaces and a lot of surface parking. Focusing on Division, improvements are necessary to help connect Heartside to the River while also providing stronger connection to neighborhoods to the east.

Having lived in Heritage Hill for 27 years and loving the “neighborhood”. I would love to see the same “community” environment shared with downtown residents

41

DRAFT There are a number of actions that should be considered to address the divisions between Heartside, Heritage Hill and the Downtown core:

>>

Encourage the redevelopment of State Street The zoning for State Street is different from one side of the street to another. Redevelopment should follow the concept plan advanced in the State Street Corridor Area Specific Plan that follows the densities supported by the Transitional City Center zoning designation.

>>Encourage residential on Division

There are already, of course, new apartments on Division. This idea is focused on reusing the upper floors of existing buildings or creating small units suitable for young professionals or students. More people in the area that appreciate living in the city will also create more street activity and improve the perceptions of safety.

Smaller unit sizes should be developed along Division and potential partnerships explored with area colleges and universities.

>>Promote Division Avenue as a small

business corridor

Currently, there are some unique offerings on Division but also a number of empty storefronts.

The potential is to encourage new small businesses including retail, offices and services.

Three potential incentives should be considered to promote this idea:

>

> >

42

Assist in the creation of “white box” space: often times the condition of existing storefront spaces are the deterrent for new, cost-sensitive businesses. Create a series of “white-box,” ready to go spaces that require very few improvements to open shop.

Start a business plan competition with the winner receiving free rent for a specified amount of time on Division. Cleveland used this model in the Shoreway community to stimulate new small businesses.

Offer matching grants for business expansion on Division Avenue. These grants could help offset the costs for new equipment, space build out and, new product marketing / feasibility analysis.

GR

RECOMMENDATIONS

FIG 2.40: Diagram of potential improvements to Division

>>

Develop a lighting plan for Division Avenue Given concerns raised about night time activity, work to develop a lighting plan for Division that highlights the area’s historic structures and helps to improve lighting on sidewalks.

Partnering with property owners to share costs for façade-mounted LED fixtures would provide a cost-effective and immediately implementable option for upgrading lighting over time.

DRAFT

2

PRESERVE HISTORIC CHARACTER WHILE ACCOMMODATING GROWTH Grand Rapids has a very active and engaged historic preservation community. Founded in the late 1960s, the Heritage Hill Historic District adjacent to Downtown is one of the largest urban historic districts in the Country with a unique collection of distinctive homes. In Downtown, the Heartside Historic District was formed in the late 1970s and reflects the area’s importance as a center for commerce, loading and wholesale.

This history of commercial use is what makes the designation of Heartside as a historic district unique but also challenging with respect to current development pressures. The growing demand for new development Downtown has resulted in new housing along Division Avenue and proposals nearby. In addition, there are many more opportunities for investment on the vacant and underutilized property in Heartside.

There are strict rules guiding alterations and demolition of existing buildings in Heartside overseen by the Historic Preservation Commission. However, there is limited guidance on the development of new structures in

this unique, historic commercial district. The current design guidelines are oriented towards ensuring new development reflects the fabric more often found in Heritage Hill than what exists Downtown. The City should consider amending the existing Historic Preservation Guidelines to create specific guidance for the development of new buildings within the Heartside Historic District.

This set of guidelines for Heartside would establish a clear vision for new development and address critical aspects related to scale, massing, frontage and the location of parking.

>

> >

For areas outside the Heartside Historic District, the primary concern is with the proposed changes to allowable heights Downtown.

This change, while necessary to encourage further growth Downtown, could also have the opposite effect of encouraging demolition and redevelopment with a taller structure.

For properties with some historic value (but not legally protected), the following should be considered:

>

Maintain a list of historic structures in danger of demolition either due to condition or current use. Maintain contact with the property owners and local developers regarding potential reuse options and what financial assistance may be available for properties on the City’s list of historic structures.

Consider a purchase of development rights approach enabling denser development in appropriate areas in exchange for salvaging structures that add character to Downtown.

Work with interested property owners to set up a conservation easement that would help protect properties from major alterations going forward. Property owners are eligible for a Federal Income Tax deduction in exchange for donating some rights to a non-profit organization that prevent specific types of alterations to the property. These agreements can be tailored to the interests of the property owner and, once conserved, the property is eligible for grants through the non-profit.

Track local and regional existing and emerging financial incentives for historic preservation, such as the Michigan Historic Preservation Network’s cultivation of a Revolving Loan Fund, and ensure that information about resources is readily available to the development community active in Downtown Grand Rapids.

43

DRAFT FIG 2.41: Potential Downtown build-out scenario

Proposed development is in orange, potential development in red

MONROE-NORTH

BRIDGE STREET

44

GR

RECOMMENDATIONS

NEAR WEST SIDE

MEDICAL MILE

DRAFT

DOWNTOWN CORE

2

ARENA SOUTH HEARTSIDE

201 MARKET

45

DRAFT 2.2 SUPPORT INITIATIVES THAT IMPROVE DOWNTOWN LIVING FOR EXISTING RESIDENTS & ATTRACT NEW DOWNTOWN RESIDENTS Downtown Grand Rapids’ most valuable asset is its people. As the Downtown population grows steadily and residents are turning districts and areas into neighborhoods, local leadership is tasked with ensuring that civic infrastructure, programs, and services are improving in step with this evolution. The following strategies should be considered to continue cultivating growth and encourage Downtown residents to put down roots.

Having lived in Heritage Hill for 27 years and loving the “neighborhood”. I would love to see the same “community” environment shared with downtown residents

46

GR

RECOMMENDATIONS

FOSTER CIVIC ENGAGEMENT AND STRENGTHEN COMMUNITY TIES DOWNTOWN The numbers of people who participated in the GR Forward process in various ways speak for themselves: Grand Rapidians are eager for opportunities to be a part of the future of Downtown Grand Rapids. Community members who participated in the process also spoke for themselves: at the public open house, public forums, and other engagement events, the planning team regularly heard individuals voice the need for continued community engagement and input beyond the horizon of the planning process itself. City leaders are encouraged to create regular and structural opportunities for the community to be a part of shaping the future of Downtown and the Grand River.

>>

Support efforts to establish a Downtown residents council Many Grand Rapids neighborhoods have formalized civic groups to establish formal representation within city-level dialogues and leadership structure among neighborhood residents. Efforts recently begun to assemble a Downtown residents council should be supported in order to create more opportunities for community building and social interaction among Downtown residents, many of whom are living in disconnected pockets of the Downtown area; and establish a venue for community dialogue about change Downtown. Among the roles the council may decide to take on, it may consider ways of welcoming new residents, creating a communications infrastructure to facilitate information sharing specific to Downtown among residents, and ensuring that the views of Downtown residents are being represented in major decisions by Downtown leadership.

DRAFT

2

>>

Educate residents about ways to be engaged in discussions around change Downtown Outside of a comprehensive planning process, how will Downtown residents be able to continue taking part in guiding change Downtown?

>

>

Once established, the regular meetings of a Downtown residents council would act as appropriate venues for the City and Downtown leadership to engage the community in opportunities for input in decisions and priorities when appropriate.

Though some long-time residents may be familiar with channels of civic engagement, Downtown’s growing base of new residents will need some orientation. Grand Rapidians care deeply about the future of their City and form online discussion boards around development, transportation and green space among other topics. The opportunity is to spread this knowledge further and empower others across the City to better understand, and engage in, local planning and design issues. One example of this kind of initiative is Philadelphia’s Citizen’s Planning Institute (CPI), the education and outreach arm of the Philadelphia City Planning Commission.

CPI offers courses and events designed to inform civic-minded community members about planning principles and municipal

> >

procedures around development and City decision making, including how to engage in opportunities for public input. Other cities pursue this idea outside of City government relying instead on local nonprofits and development agencies. The City, DGRI and their partners should consider tapping into local expertise to develop a program focused on citizenship education.

More informed and engaged citizens would benefit Downtown and communities across the City as well.

DGRI should continue to build local resident capacity through the membership of their Alliances and identify individuals that have an interest in serving on local boards and commissions.

The City’s Connect & Engage webpage should be expanded to include an interactive calendar featuring all public meetings as well as current information about and timelines for ongoing and upcoming efforts, all sortable by neighborhood. Generally, an interactive map of neighborhoods and boundaries of resident councils; as well as centralized resources and information about how to get involved presented in a clear and accessible way would help foster continued engagement with community members.

PRECEDENT: CITIZEN’S PLANNING INSTITUTE http://citizensplanninginstitute.org/

47

DRAFT UNLOCK THE POTENTIAL OF MUNICIPAL DATA AND ONLINE TOOLS Many cities have discovered the great benefits of utilizing internet and mobile applications for data sharing and streamlining the experience of city services. In addition to improving transparency and engagement, cities have seen that a holistic approach to leveraging data and technology can improve efficiency of city services. Towards this end, the City of Grand Rapids is encouraged to pursue the following:

>

48

Continue working towards a comprehensive Open Data policy. Beyond providing an online venue for things like reporting potholes and paying bills, the more progressive examples of e-government have embraced Open Data policies in order to allow residents and business owners to participate in tracking trends in government performance improvement practices, crime patterns, street accident rates, city expenditures, parking utilization rates, and a wealth of additional raw datasets. Sharing data also allows IT developers to build apps or their own online tools, creating the opportunity for crowdsourcing and data interpretation in useful and creative ways. Grand Rapids has made some progress towards this end, offering some data sets through various city web pages and offering links to data hosted on external websites, but the Louisville Metro Government’s Office of Performance Improvement website offers an excellent model of making an extensive range of

GR

RECOMMENDATIONS

>

data and information accessible. Taking Open Data a step further, the Department of Technology and Change Management should pursue resources to continue to work to centralize municipal data collected across departments, make accessible a more comprehensive range of raw data, and host online tools designed to allow users to view and interpret data.

Expand and centralize online interactive tools.The City already has a number of useful tools available through various web pages and, as the municipal office dedicated to providing “provide proven and effective enterprise technologies that enhance communication and information management to improve productivity, business processes, and support citizen’s engagement,” the City’s Department of Technology and Change Management is poised to continue efforts to bring these resources together. For instance, the City’s Inspection Services Portal provides convenient access to permit applications and code violation reporting, the Office of Special Events website has online applications for events and equipment rentals, and DGRI’s website features an interactive parking map. Hosting all of these tools in one place in a streamlined interface would make them easier to find and use, as well as make it more apparent what’s missing. One example: In addition

to the online tools previously suggested for citizenship education and engagement, an interactive map on the city’s website featuring real-time, place-specific information, such as roadway closures or utility work, would likely reduce City staff time spent fielding questions. The first step would be to take an inventory of what is already available and work with various departments and management entities to create a centralized online portal, whether the Department of Technology and Change Management’s website or a stand-alone site, managed by a single entity working across departments.

DRAFT

2 EXPAND YOUTH PROGRAMMING

PRECEDENT: LOUISVILLE METRO GOVERNMENT’S OFFICE OF PERFORMANCE IMPROVEMENT https://louisvilleky.gov/government/performanceimprovement

The involvement of GRPS in GR Forward reflects the commitment to provide services and programming for area youth and families. There are currently events scattered throughout the year in Downtown some of which are attractive to youth and families. These include Movies in the Park and skating at Rosa Parks Circle in the winter. Discussions with local institutions, residents and parents indicate the need for more youth oriented programming Downtown.

Redevelopment of the River promises to bring more outdoor recreational opportunities that will appeal to youth. In addition, Downtown programming should specifically consider youth and families in the planning for new events much as last year’s youth camping in Downtown which exposed youth (and the adults) to Downtown in new ways. Urban scavenger hunts & geo-caching, youth-oriented movies and music as well as youth-oriented recreational opportunities like skateboarding and sports programs can help to boost Downtown’s role as

a draw for youth and families. As a precedent example, Philadelphia has two nationally recognized programs hosted through and outside of schools that offer opportunities for teens with a range of interests: Students Run Philly Style a running club for high school students (perfect for new River trails) and; CRED Philly magazine – a youth arts magazine showcasing the work of area youth.

More broadly, the opportunity is to connect youth to potential employment and the improvement of Downtown. The Mayor’s 100 Campaign that seeks to link 100 local businesses with area youth for internships and skills training, is an excellent and progressive model in this regard.

GR Forward should support and promote this program and help to identify ways in which area youth can help work to implement GR Forward recommendations. This could include putting their creative minds to good use through the design of storefronts and other elements that bring a youthful eye to Downtown.

49

DRAFT INCREASE ACCESS TO FRESH PRODUCE DOWNTOWN Healthy eating is one of the most important elements of maintaining a healthy lifestyle but a complicated one with significant barriers, especially for low-income households. Time, money, and habit are all factors that determine food choices. Improving access to healthy, fresh food is one important step toward improving eating habits and resident health outcomes in communities across the country.

Can we start a conversation about a more frequent affordable farmer’s market?

Build affordable grocery stores Downtown accessible to low income folks with quality food

50

GR

RECOMMENDATIONS

EXPLORE FINANCIAL INCENTIVES TO ATTRACT NEW DOWNTOWN RESIDENTS One of the most common requests during the public engagement process is the desire for a Downtown grocery store. For those that live or work Downtown, there are no options for a full range of healthy foods. The Downtown Market fulfills an important niche, but broader options are necessary particularly as the Downtown population grows. It will take time for there to be sufficient demand to draw a grocery store but that is a goal worth pursuing at sites with high visibility, like the corner of Fulton and Market, would provide an attractive location for this use. In the meantime, it is worthwhile to actively promote existing food resources including the YMCA Veggie Van and the Mercy Health farmers market (to name a few) and pursue opportunities to expand and/or create new ones. Similarly, local institutions, the Downtown Residents Council and DGRI could evaluate the potential to tap into and expand local Community Supported Agriculture (CSA) options for Downtown residents. CSA’s often accept food stamps and provide locally grown, healthy food to members (residents and/or institutions). These measures would provide additional amenities Downtown until there is demand for a full grocery and help to provide those with limited transportation choices healthy food options.

Grand Rapids is home to a significant number of employees and some of the region’s largest corporations. Currently, the majority of downtown employees commute from outside of Downtown. Many will continue to choose to do so but others may be interested in owning or renting a home Downtown, close to where they work, with the right incentive.

Employee Assisted Housing programs offer ranges of financial incentives to make the case for living near the office. Partnerships with major corporations could result in an incentive package for employees to choose housing options in or near Downtown. The Live Downtown Detroit program is just one example that utilizes a combination of forgivable loans, renter’s assistance, and funds for home improvements to incentivize downtown living for employees of partner corporations. The result is less demand for transportation (and parking), often a cost borne by the employers, an incentive to retain local talent long-term, and an improved Downtown that better reflects the values of local employers.

DRAFT

2

EXPAND MARKETING EFFORTS TO PROMOTE DOWNTOWN LIVING DGRI’s website, along with others, are valuable in providing a virtual entry into the downtown lifestyle, highlighting local destinations, events, and urban amenities. Additional efforts to make the Downtown living experience come alive could include the production of short video clips or “webisodes,” each highlighting particular themes. Bringing a first-person perspective through short resident testimonial video clips— from both long-time residents and newcomers— could be worthwhile in representing the diversity of neighborhoods and presenting a range of perspectives on why it’s great to live Downtown. Some downtown living marketing strategies, such as Minneapolis’s Explore Downtown Living campaign, have created tours specifically for those who may be considering relocating Downtown—a chance to learn about what Downtown has to offer, get some orientation on the lay of the land, meet other potential newcomers, and take a peek inside various housing options to get a sense of what’s on the market.

PRECEDENT: LIVE DOWNTOWN DETROIT http://www.detroitlivedowntown.org/

51

DRAFT 2.3 PRESERVE AND EXPAND HOUSING OPPORTUNITIES ENSURE THAT DOWNTOWN MAINTAINS ITS SHARE OF AFFORDABLE HOUSING FOR A RANGE OF INCOMES Today, 35% of the 3,400 units of Downtown housing is income-restricted–dedicated for low income individuals. There are currently 1,250 units proposed for development in Downtown, of which 14% are income-restricted.

After completion of these developments, 30% of Downtown would be income-restricted.

Cities across the country struggle to retain affordability in their Downtowns. Grand Rapids has the benefit of a base of housing protected for low-income individuals and families. With proactive planning and policy, Downtown can grow in population but also retain its diversity and affordability.

Downtown needs a comprehensive plan to ensure new housing is accessible to a variety of people with different incomes.

52

GR

RECOMMENDATIONS

59% of Downtown resident survey participants ranked “Affordability of homes or apartments in the community,” Fair, Poor, or Very Poor— making it the third lowest ranked aspect of living downtown. But affordable housing is a difficult definition to pin down. What is affordable to one family is not to another. Further, even if housing is priced to be affordable it does not guarantee that the housing is in good condition or meets the needs of modern families. The City is currently studying housing challenges city-wide and looking specifically at housing affordability. This work has revealed that one of the key issues with respect to housing affordability is income. In Downtown, there are very low incomes, particularly compared with other cities, which further frustrate the ability to attract the kinds of stores and services residents say they would like. More growth but also more job opportunities (as described in goal 4) for local residents can help to address these issues associated with low incomes Downtown.

In Downtown, the need is to provide a range of housing types and prices to offer true housing choice for families and individuals of all backgrounds. Specifically, GR Forward is seeking to address the two key concerns expressed throughout the planning process regarding housing costs and affordability: 1) How will Downtown retain income-restricted housing opportunities for the very low income?

And; 2) How will Downtown provide housing opportunities for the “missing middle” – those that are not low-income enough to qualify for subsidy but also not making nearly enough to afford market-rate units Downtown? To ensure there are housing options for a range of incomes in the future, this plan recommends that 25% of Downtown housing units be available for those earning below 120% of the area median income. This target should serve as a guide for regulating and encouraging new development.

There are two approaches to maintain housing options accessible to a range of incomes:

DRAFT

2 >>

Support preservation of low-income housing and social services

FIG 2.42: Analysis of housing units Downtown: today and in the future

The chart tracks how many total units are in Downtown and what percentage are income-restricted. This analysis was used to discuss Downtown affordability with local housing advocates.

Significant subsidies are required to enable households with incomes below 30% Area Median Income to rent or own newly constructed housing, and the Downtown area already has a strong base of these types of housing. With 1,179 income restricted units, Downtown comprises about 20% of the City-wide total—an important share of affordable housing to maintain. LINC Community Revitalization, the Inner City Christian Federation [ICCF], and Dwelling Place, among others, provide a variety of affordable housing options, neighborhood services, and economic development throughout the Heartside area.

Keeping these housing options and services within close proximity to one another, as well as to the nexus of public transportation and job opportunity Downtown, makes things a little easier for those who have faced challenges in life. While roughly 700 of these units will be available t o low income residents indefinitely, some of the units have a time horizon attached to the tax credits that enables them to eventually convert to market rate units. The City should work with affordable housing entities to manage the supply of income restricted housing Downtown and plan to preserve Downtown’s share of housing opportunity for low income residents. This includes proactively assembling sites and developing them for income-restricted housing. This development, in the context of new, market-rate housing, will establish a true mixed-income community Downtown. Another

53

DRAFT option to protect affordability Downtown is to form a community land trust. Land trusts are operated by nonprofit, community-based organizations that own the land but sell the buildings/units to private entities. The owner of the building or unit is allowed to sell at any time but the allowable sales price is controlled by the terms of the land lease in order to protect affordability long-term.

>>Ensure that the supply of workforce

housing meets demand

Younger singles and couples are by far the largest segment of the market for new housing units of all types in Downtown Grand Rapids.

However, typical housing costs Downtown are unattainable for a significant number of young people that are just entering the job market and living on their own for the first time. Two ways of addressing this challenge should be explored in order to ensure that housing options exist to retain talent and support the Downtown Grand Rapids workforce:

> > >

54

Within the TN-CC zone, provide height bonuses for providing 15% or more units for those earning below 120% of area median income Consider instituting DDA tax abatement for workforce housing developments As suggested in the housing market study, facilitating the development of Microlofts and Studio/Mezzanine Lofts has been a successful strategy in several cities towards making housing options affordable to recent grads and younger workers.

GR

RECOMMENDATIONS

DIVERSIFY TYPES OF HOUSING AVAILABLE DOWNTOWN

ENCOURAGE MORE STUDENTS TO LIVE DOWNTOWN

As documented in the housing market study for Downtown, who is moving Downtown and what their preferences are continue to change. 73% of the market is comprised of younger singles and couples and this number is growing. Empty nesters and traditional/non-traditional families comprise 18% and 9% of the market respectively.

Not only do all of these populations have different housing needs but there are variations within these markets as well. For instance, a portion of younger singles are very sensitive to housing prices due to large college debt.

Affordable options for the more than 30,000 students attending the Downtown area’s multiple institutions of higher education and wanting to live close-by are very limited.

Aside from GVSU’s two residence halls, the institutions themselves don’t offer on-campus student housing and, with limited means of income, students don’t compete well with young professionals and empty nesters for market rate housing Downtown. The benefits of providing student housing close to where they attend classes include laying the groundwork for retaining talent locally after graduation, reducing commuter miles, and encouraging more activity through nights and weekend Downtown. Development plans for 100 student housing units on the West-Side are expected to break ground in 2015, and the City should promote future development in areas of the City particularly well positioned for student housing growth due to their proximity to local institutions. Microlofts, described previously in this chapter as a solution for providing workforce housing, could serve as an appropriate typology for students, as well as young professionals, living Downtown.

To attract the people that have the potential to move to Downtown Grand Rapids, there needs to be a range of housing options that cater to different needs. Size, location, amenities and pricing are all factors to consider. Currently, the desire for higher-density urban rental housing continues to grow representing about 46% of units Downtown in 2014. As this market grows, different models of Downtown living should be encouraged to offer product choices for residents. These include: Courtyard apartments (small-scale apartment buildings centered on a shared open space); lofts (in reused, older structures or developed as new buildings); liner buildings (apartments surrounding parking structures); podium apartment building (small scale apartment building over ground floor parking and retail); Microlofts (small apartments) and; attached townhomes. The Microloft and townhome options offer an attractive solution to creating a transition between the density of Downtown and nearby neighborhoods.

DRAFT EXPLORE WAYS OF EXPANDING HOMEOWNERSHIP DOWNTOWN As stated in ZVA’s housing market study, “The realization of the full market potential for ownership units may continue to be challenging over the short-term, given restrictive mortgage underwriting by financial institutions, the disinterest on the part of many younger households in becoming owners, the fact that many otherwise-qualified households, particularly current renters, lack the funds for a down payment, and the inability of many owner households to sell their existing singlefamily houses, or their reluctance to sell at a perceived loss of value.” All of this resonates with responses from the Downtown resident survey, which showed that while 50% of the survey participants said they would be

FIG 2.43: Analysis of student debt and housing costs

2 interested in buying a home downtown, those that said they would not consider it cited “I am not interested in buying a home,” “My personal financial situation,” and “Houses that are available in the community” among the top reasons for their lack of interest. Nevertheless, if 50% of Downtown renters are looking to buy, this is indicative of the well-observed lack of supply of home ownership products due to current conservative lending practices. Waiting lists for condo projects and housing focus- group discussions during the GR Forward process are indicative of the same. Overcoming this barrier and encouraging homeownership through other means would enable Downtown’s existing residents to put down roots, making them more likely to stay downtown longer term—not only a valuable community building opportunity, but a way of retaining talent Downtown. In the wake

of tightened mortgage lending controls in 2009, trends such as pre-selling condos and seller financing can circumvent the development finance issues faced by developers and prospective homebuyers, though with these practices come additional issues of risk on both sides of the deal. Continuing conversations held during the GR Forward process suggested the local development community and place-based nonprofits should work together to develop creative solutions in overcoming development finance barriers for homeownership and linking potential home buyers with the right opportunities when they are ready. Likewise, outreach to local waiting lists for future condo projects may be worthwhile in educating aspiring first time homebuyers about everything from prequalification to personal financial management.

Students and millenials often carry large college debt. This impacts the amount of money they have for rent and other housing costs.

55

DRAFT 2.4 CONCENTRATE RETAIL AND CLOSE THE RETAIL SERVICES GAP [GROCERY STORE, PHARMACY, MORE DIVERSE STORES, ETC.] REVISIT ZONING REGULATIONS FOR GROUND FLOOR COMMERCIAL IN THE DOWNTOWN AREA At present, the zoning ordinance provides the following schedule of height bonuses for gross area of retail uses at the ground floor within the TN-CC zoning district:

> > >

20% of gross floor area of designed and committed bonus stories 50% of gross floor area of designed and committed bonus stories 75% of gross floor area of designed and committed bonus stories

the ground floor to retail use: 2

GR

FIG 2.44: Number of retail establishments by type for Grand Rapids and comparison cities Grand Rapids lags other cities in terms of the number of retail offerings particularly with respect to restaurants. New residents will help provide support for more retail.

the ground floor to retail use: 4 the ground floor to retail use: 7

However, these height bonuses can be applied within the Downtown Height Overlay District A only, as developments proposed within the Overlay District B are not subject to a height limit, so bonuses have no value. The ground floor retail height bonuses are the extent of the current code’s encouragement of ground floor commercial uses. This is limiting in two ways: the “blanketing” of this height bonus over the Overlay District A area isn’t structured to direct retail uses specifically to Downtown’s main commercial thoroughfares; and the height bonus isn’t applicable to some segments of

56

One of the MAJOR things that downtown GR is missing compared to other great towns is a street where you can walk for 6-8 blocks and go into different shops and Restaurants.

Traverse City has Front Street, Holland has 8th street and Ann Arbor has Main St. All of these streets act as a central location for people from out of town can come and walk from shop to shop and eat out in a neighboring restaurant. I believe that Grand Rapids best opportunity to do this is along the Monroe center and division corridors as there are many store fronts on division which are unoccupied and would do well for similar shops to those on 8th street, Front Street and main street in the towns mentioned above.

RECOMMENDATIONS

Downtown’s primary commercial streets where they are within the Overlay District B. Establishing two classes of commercial streets Downtown— a broader “Targeted Active Commercial Corridors” and, more specific and concentrated, “Targeted Retail and Entertainment Corridors” — will utilize

zoning requirements and height bonuses to encourage continuous commercial corridors by concentrating active ground floor commercial uses on specific streets.

DRAFT

2

FIG 2.45: Existing retail Downtown

57

DRAFT >> Limit available height bonuses

to encourage active ground floor commercial uses only on Targeted Active Commercial Corridors Today, incentives are used to encourage ground floor retail throughout Downtown (except in Height Overlay B where there is no height limit). With limited current demand for retail and commercial uses, these uses should be strategically encouraged along “Targeted Active Commercial Corridors.” The Targeted Active Commercial Corridors would replace the existing Overlay District A as the area in which developments can take advantage of height bonuses for ground floor retail. For all proposed developments and substantial renovations with frontage on a Targeted Active Commercial Corridor, height bonuses should be granted according to the following proposed schedule:

Empty storefront in Downtown

58

GR

RECOMMENDATIONS

>

>

>

50% of Targeted Commercial Corridor frontage and 25% of gross floor area of the ground floor designed and committed to permitted Retail or Entertainment, Hospitality and Recreation uses: 2 bonus stories 75% of Targeted Commercial Corridor frontage and 50% of gross floor area of the ground floor designed and committed to permitted Retail or Entertainment, Hospitality and Recreation uses: 4 bonus stories 90% of Targeted Commercial Corridor frontage and 75% of gross floor area of the ground floor designed and committed to permitted Retail or Entertainment, Hospitality and Recreation uses: 7 bonus stories

The existing zoning ordinance incentivizes retail uses, but there may be other non-retail commercial businesses that would bring positive activity and increase/diversify foot traffic as ground floor uses along corridors. Many uses within the Entertainment, Hospitality, and Recreation [such as Arcade, Restaurant, Bowling Alley, and others]; Personal Services [such as Dry Cleaning, Salon, Photo Finishing Service, etc.]; certain Office use categories; and certain uses not explicitly defined in current zoning, such as nonprofit arts and cultural entities and co-working spaces, should be considered as an appropriate ground floor use on a Targeted Active Commercial Corridor in Downtown Grand Rapids.

>>

Require ground floor retail on “Targeted Retail and Entertainment Corridors” Currently, the zoning code requires ground floor retail use along Monroe Center and Division Downtown. To help encourage a concentration of retail services, these targeted streets should be expanded and changed slightly. Specifically, Division should be removed from this requirement and instead identified as a Targeted Active Commercial Corridor described above.

This will help to encourage a range of suitable uses, including small businesses, for Division.

In addition, new streets should be considered as Targeted Retail and Entertainment Corridors including: Bridge Street, Ionia Street, and portions of Commerce and Pearl Streets shown in Fig 2.47. The following zoning revisions should be considered for developments or substantial renovations with frontage on Targeted Retail and Entertainment Corridors:

>

> >

Minimum of 70% of Targeted Commercial Corridor linear front footage and 50% of gross floor area (or a minimum commercial depth of 30’) of the ground floor should be designed and committed to Active Commercial Uses Active Commercial Uses should be accessed directly from the Targeted Active Commercial Corridors Limit linear front footage of less active uses along the primary face of Targeted Commercial Corridors to a maximum of 20%. This would include uses such as banks and residential/office lobbies.

DRAFT

2

FIG 2.46: Targeted Active Commercial Corridors

Active commercial corridors represent those critical locations where we should encourage a range of ground floor, active uses including retail, restaurants, small offices and services like gyms. These are different than the Targeted Retail and Entertainment corridors shown on the next page.

59

DRAFT FIG 2.47: Targeted Retail and Entertainment Corridors

Targeted Retail and Entertainment corridors represent the locations where there is the greatest potential to create a critical mass of Downtown retail. Ground floor retail and/ or entertainment uses are required in these locations as they already are along Monroe Center.

60

GR

RECOMMENDATIONS

DRAFT

2

EMPLOY A TARGETED MARKETING STRATEGY TO ATTRACT ANCHOR RETAIL Public input revealed a considerable demand for additional retail and commercial services throughout the GR Forward process. The additional market rate housing units, the strong convention business, coupled with the results from the retail benchmarking suggest room for some additional retail and restaurant activity in Downtown Grand Rapids. The retailing strategy needs to focus on the components that DGRI and the City can control. The recommended retail corridor strategy creates focus areas for shopping activity. The other opportunity is targeted marketing to draw anchor retailers to West Michigan’s Downtown.

While the well-known “retail follows rooftops” phenomenon may well prove to be the case, a well “curated” retail mix may depend on targeted marketing efforts to bring in businesses that may be overlooking Downtown Grand Rapids. The selling points are threaded through this document: Downtown is booming with new residents and will continue to grow, Grand Rapids is the employment center of West Michigan, and planned reinvestment in recreation in and along the Grand River promises to bring an even greater influx of visitors who are likely to spend money Downtown while in town. Ensuring that messaging is well tuned to attracting national retailers, small business owners, and entrepreneurs and makes the case for locating in Grand Rapids is critical to the continued vitality of Downtown.

Restaurants, particularly restaurants with interesting concepts, have become the equivalent of destination retail for many urban centers.

Moreover, discussions about talent attraction revealed that people returning to Grand Rapids have an expectation of similar amenities to the larger cities in which they have lived. This can be done through Local First with an eye toward growing locally-owned businesses but also by identifying and marketing to experienced restaurant operators with a track record of developing interesting concepts. An example of this type of operator is the Lettuce Entertain You Restaurant Group [leye.com]. It owns and operates restaurants across several states with significant concentrations in Minneapolis, Chicago, and an outpost in Milwaukee. Operators such as this bring both experience as well as financial capacity to support development.

Right now there are just a lot of islands of retail and not a critical mass.

In addition, exploring unique shopping opportunities may be appropriate. For example, a search of ETSY suggests that Grand Rapid’s area craftspeople create and sell 22,040 handmade products through the online marketplace. A potential opportunity to both build their businesses by expanding their exposure and access to potential customers and create a unique shopping experience may be worth pursuing.

61

DRAFT 2.5 REQUIRE ENERGY EFFICIENCY, GREEN BUILDING PRACTICES, AND UNIVERSAL DESIGN PRINCIPLES IN PROJECTS WITH LOCAL SUBSIDY Home of the nation’s first LEED-Certified art museum, among a number of additional models of green practices, Grand Rapids is setting a leadership example in the country for sustainability. New projects with financial assistance from DGRI or the City should be required to incorporate energy efficiency and green building practices to decrease their environmental footprint and improve the environmental quality of life in the City. Today, greener living is no longer an exception but the rule. This recommendation will help the City meet their goals with respect to Low-Impact Development and also ensure lower utility costs for residents and businesses. Universal design principles result in products and environments that are usable by everyone, regardless of age or physical ability. By incorporating these design principles into public projects, the City will send a powerful message of support for all of its residents; public projects also will be a model for private developments.

The design for new and rehabilitated structures should be encouraged at a minimum to address the following three aspects of eco-friendly design:

MANAGE STORMWATER AT THE MICRO LEVEL

PROMOTE GREEN BUILDING

Projects should employ Low Impact Development (LID) techniques that aim to preserve or restore predevelopment hydrology systems and water quality by introducing a series of interventions that provide hydrologic and pollution control for small, frequently occurring storms. Stormwater management techniques including green roofs, raingardens, vegetated swales, dry wells, tree box filters and permeable pavements will minimize stormwater runoff by maximizing the water volume that infiltrates (sinks into the soil or green roof on site) and evaporates (from the ground or plant matter). These techniques will reinforce and supplement the investments made to separate the City’s combined sewer overflows (CSOs). This commitment has resulted in a 98% reduction of sewer overflow into the River and improved water quality. The greenspace requirements of the zoning ordinance and Chapter 32 of the City Code encourage the use of Best Management Practices (BMPs) for stormwater management that helps to improve water quality. In addition, the City will soon release the Green Infrastructure Guidance Manual and Green Infrastructure Standards to provide tools and information for integrating stormwater management into streets, parks and development projects.

Projects should adopt green building techniques resulting in improved energy and water efficiently; use renewable sources of energy, like solar and wind and; use building materials that are energy efficient, have high recycled content, low toxicity, and high durability. In addition, the City should seek to reduce the waste from construction, renovation, and demolition when possible as a significant amount of landfills are comprised on construction and demolition waste. The City should consider deconstruction policies to promote material recycling including: Requiring a reuse and recycling plan for demolition and construction of large projects; requiring City-funded projects to meet a targeted reuse rate (some cities strive for 75%) and; identifying and promoting “green contractors” who practice material reuse and recycling to incentivize the activity.

A green wall in Downtown.

62

GR

RECOMMENDATIONS

DRAFT EMBRACE SUSTAINABLE SITE DESIGN PRINCIPLES

2 A local example of integrated stormwater management.

Projects should promote walkability in Downtown, contributing to an environment that prioritizes the pedestrian and makes walking (and walking to transit) easier and more comfortable than driving. Where possible, white or green roofs should be encouraged and parking areas should be designed with light colored, permeable paving materials to lessen the urban heat island effect and allow for stormwater absorption and filtration. As the City of Grand Rapids takes big steps toward becoming a more environmentally sound and ecologically friendly city, new resources, guidelines, technical assistance, and programs are emerging for use by communities, residents, and investors. The upcoming Low Impact Development Guidelines, currently under development by the City, will serve as an invaluable resource for this strategy.Â

63

DRAFT

64

GR

RECOMMENDATIONS

DRAFT

2

IMPLEMENTATION APPROACH Implementation of Goal 2 strategies require a number of interrelated elements to move forward fostering new partnerships and expanding existing ones. While there are many strategies included in this Goal, their implementation revolves around the following actions:

>

>

>

Changing policy – to alter the rules governing development requires discussions with key City representatives, the Planning Commission and City Commissioners. GR Forward includes direction on the key outcomes and suggestions for alterations.

Specific details are will be determined by City government and their partners.

Creating viable incentives – some of the objectives with respect to development in terms of quality and affordability requires more than policy changes. The goals of GR Forward need to be aligned with those organizations that offer incentives and assist in development financing.

Facilitating development – Zoning and incentives can guide the development of privately-held properties but for public or DDA-owned properties, other actions are necessary including the creation of development plans, permitting and possibly the provision of new or improved infrastructure.

Looking forward, land assembly and site control remain key factors in facilitating timely development.

>

>

The following projects are implementation priorities for creating a Downtown neighborhood: Marketing – DGRI, the City, the Convention & Visitors Bureau, Experience Grand Rapids among others all market the City and Downtown. To market Downtown as a neighborhood and to attract key retail uses, targeted marketing initiatives should build on the capacity of these organizations.

Engagement – DGRI and their partners can play a central role in helping to bring neighbors together and empower them in shaping how Downtown evolves. From making data readily available to forming Downtown youth programs, the engagement of residents and partner organizations is critical.

- - - - - - - - -

Change the existing zoning and height regulations Downtown Revisit existing development incentives for open space, River access and mixed-income housing Revisit zoning regulations for ground floor commercial in the Downtown area Replace existing parking requirements with parking maximums Pursue full site control of properties north of I-196 owned by the City, County and MSU Develop promotional video, tours and information packages for prospective Downtown residents Support efforts to establish a Downtown residents council Encourage developers to pursue alternative housing models (including micro-units) and regularly provide data on housing preferences for Downtown residents Begin to develop designs and disposition plans for DDA-owned property on the near West-Side for development

65

DRAFT 2 CREATE A TRUE DOWNTOWN, NEIGHBORHOOD AS HOME TO A DIVERSE POPULATION 2.1 Leverage development opportunities to hit “critical mass� and close gaps between neighborhoods Recommendation Timeframe Responsibility / Partners Change existing zoning and height regulations

Source of Funds

1st Year

City of Grand Rapids

--

1st Year

City of Grand Rapids / DGRI / Developers

--

1st Year

City of Grand Rapids

--

1st Year

City of Grand Rapids / DGRI

--

Initial Action Steps Discuss and create new zoning language to guide heights Revisit development incentives Initial Action Steps Develop a package of new incentives to encourage key goals of GR Forward Remap the Existing City Center Zone Initial Action Steps Introduce new City Center are for discussion Change the Approach to Downtown Parking Requirements Initial Action Steps Work with the Parking Commission (Mobile GR) to determine parking maximum policy and penalties for exceeding the maximum Encourage infill development to close gaps within and between neighborhoods

ongoing

> Near West Side

within 5 years

DGRI / private developers / City private equity / local incentives of Grand Rapids DGRI

DGRI

City of Grand Rapids

private equity / local incentives

Initial Action Steps Assemble and prepare the land for redevelopment - site prep costs to be determined Develop small plaza as a development anchor - see section 5.2b Offer opportunities to develop specific parcels through a developer RFP > 201 Market

within 10 years

Initial Action Steps Evaluate alternative sites for existing City facilities and develop a timeline for relocation Demolish existing facilities and prep the land for new development Finalize the site and landscape designs to guide development

66

GR

RECOMMENDATIONS

DRAFT

2

Recommendation

Timeframe

Responsibility / Partners

Source of Funds

> Fulton & Market

within 5 years

private owners / City of Grand Rapids

private equity / local incentives

1st year

City of Grand Rapids / MSU / Kent County

City of Grand Rapids / pruvate support / grants

within 10 years

City of Grand Rapids / DGRI / Developers / local institutions

MDOT / DGRI / City of Grand Rapids / private equity

Initial Action Steps Coordinate with property owners on flood infrastrcture and public space design > MSU/City of Grand Rapids/Kent County site Initial Action Steps Pursue full site control Develop design approach to secure public access and flood infrastructure > Connect Heartside, Heritage Hill, and the Downtown core Initial Action Steps Encourage the redevelopment of State Street - with local institutions and property owners Promote Division Street as a small business corridor - create ready-to-go “white box� space for new retail, business plan competition, matching grants for business expansion and/or equipment Encourage residential on Division - smaller housing units in upper floors targeted for single professionals and students Preserve historic character while accommodating growth

within 5 years

City of Grand Rapids

--

Initial Action Steps Update the Historic Preservation Guidelines for Heartside (City of Grand Rapids) Discuss changes to Historic Preservation Commissioner appointments (City of Grand Rapids) Create and maintain a list of historic structures (designated or not) in Downtown including their condition, use and ownership status - maintain contact with owners (DGRI / City of Grand Rapids) Create and maintain a list of historic preservation financing options and incentives (DGRI / City of Grand Rapids)

67

DRAFT 2.2 Support initiatives that improve downtown living for existing residents & attract new neighbors Downtown Recommendation Timeframe Responsibility / Partners Foster civic engagement and strengthen community ties Downtown

Source of Funds

DGRI / City of Grand Rapids / Downtown property owners and institutions

--

within 5 years

City of Grand Rapids / DGRI

--

within 10 years

City of Grand Rapids / local non-profits / GRPS / DGRI

--

within 5 years

Initial Action Steps Support efforts to establish a Downtown residents council Educate residents about ways to be engaged in discussions around change Downtown Unlock the potential of municipal data and online tools Initial Action Steps Explore a comprehensive Open Data policy Expand and centralize online tools Expand youth programming Initial Action Steps Design and organize 2-3 dedicated youth events each year - $10,000 for marketing and organization per event Reinforce and promote the Mayor’s 100 Campaign - engage youth on Downtown beautification Increase access to fresh produce Downtown

within 5 years

Health care providers / local institutions / DGRI

--

DGRI

--

Initial Action Steps Work with local institutions and Downtown residents to explore the option of tapping into a CSA Incentivize additional farmers markets Downtown Explore financial incentives to attract new Downtown residents

within 5 years

Initial Action Steps Coordinate discussions with major employers to discuss options for incentive packages to encourage employees to live close to where they work Expand marketing efforts to promote Downtown living

1st Year

Initial Action Steps Develop promotional video, tours and information packages for prospective Downtown residents

68

GR

RECOMMENDATIONS

DGRI

--

DRAFT 2.3 Preserve and expand housing opportunity downtown Recommendation Ensure that downtown maintains its share of affordable housing for a range of incomes

2 Timeframe

Responsibility / Partners

Source of Funds

1st year

City of Grand Rapids / DGRI / local non-profits

LIHTC / foundation support / grants

Initial Action Steps Support preservation of low-income housing and social services - site acquisition for affordable houisng development Ensure that the supply of workforce housing meets demand - development incentives for workforce housing Diversify types of housing available Downtown

ongoing

DGRI / private developers

private equity / local incentives

Initial Action Steps Encourage developers to pursue alternative housing models - regularly provide data on housing preferences for Downtown residents Encourage more students to live Downtown

within 5 years

DGRI / City of Grand Rapids / local colleges and universities

--

DGRI / private developers / Downtown prosective residents

--

Initial Action Steps Encourage new student housing on the near West Side and along Division Street Explore ways of expanding homeownership Downtown

within 5 years

Initial Action Steps Explore ways to better link homebuyers with available and potential real estate

2.4 Concentrate retail and close the retail services gap Recommendation Timeframe Revisit zoning regulations for ground floor commercial in the Downtown area

1st year

Responsibility / Partners City of Grand Rapids / DGRI / property owners

Source of Funds --

Initial Action Steps Concentrate active ground floor commercial uses on Targeted Active Commercial Corridors through height bonuses and incentives Change zoning regulations to require ground floor retail on Targeted Retail and Entertainment Corridors Employ a targeted marketing strategy to attract anchor retail

within 5 years

DGRI / City of Grand Rapids

--

Initial Action Steps Targeted marketing stratgies to retailers suitable for Downtown

69

DRAFT 2.5 Require energy efficiency, green building practices, and universal design principles in projects with local subsidy Recommendation Timeframe Responsibility / Partners Manage stormwater at the micro level

within 5 years

City of Grand Rapids / DGRI / developers

Source of Funds --

Initial Action Steps Conduct stormwater workshops to educate developers, property owners and residents about stormwater collection techniques Promote green building

within 5 years

City of Grand Rapids / DGRI / USGBC

--

Initial Action Steps Educate developers and property owners about green building design - create a summary document on green building best practices Embrace sustainable site design principles Initial Action Steps Promote the City’s Low Impact Development Guidelines when complete

70

GR

RECOMMENDATIONS

within 5 years

City of Grand Rapids / DGRI / developers

--

DRAFT

GOAL 3 IMPLEMENT A 21ST CENTURY MOBILITY STRATEGY

18

3.1 PROVIDE A STRESS-FREE PEDESTRIAN EXPERIENCE FOR ALL AGES AND ABILITIES

3.2 ESTABLISH MOBILE GR

7 Prioritize pedestrian safety and connectivity at intersections 8 Develop, enhance and implement a ‘Big Idea’ policy for street design 8 Re-design Fulton Street to build a seamless pedestrian connection 11 Create a more walkable Division Avenue 12 Redesign Market Avenue as the interface between Downtown and the River 13 Improve safety of the Michigan / Bridge corridor for all users 13 Invest in Cherry Street 14 Ensure safe passage for bikes and pedestrians to and from Vern Ehlers Station and Rapid Central Station 14 Develop pedestrian-focused incentive programs 14 Retrofit parking structures for upgrades

18 Establish Mobile GR Organization 20 Manage parking assets to support the MONROE/ MASON success of Downtown 21 Provide additional parking supply 22 Reconfigure existing DASH service 24 Provide New and Enhanced Mobility Options 28 Programs and Policies OTTAWA

MONR

OE

OTTOWA/ COLDBROOK

Coit Arts Academy

TROWBRIDGE BRIDGE/ SEWARD BRIDGE

RIVER WEST PEARL

PEARL/ SEWARD

MEDICAL MILE

DeVos Place Convention Center

RIVER EAST

MONROE/ LOUIS

Spectrum Hospital

DEVOS PLACE

GRCC/ SPECTRUM RANSOM

AREA 9

Gerald R. Ford Museum

MONROE

AREA 7

PEARL/ IONIA

Grand Rapids Art Museum

GVSU Pew Campus KET

FULTON FULTON

MA R

FULTON STREET

MONUMENT PARK

GRANDVILLE/ OAKES

JEFFERSON

Van Andel Arena DIVISION

50

GRANDVILLE

Owing both to change in travel behavior among the millennial generation and the limited ability to dedicate more land and right-of-way to personal vehicles, the future growth of Downtown will increasingly depend on a multi-modal transportation system that is safe, convenient and affordable. This will be achieved by leveraging Downtown’s existing transportation assets and providing additional options for the area’s employees, residents, and visitors to get around. The end result will be a Downtown where people can choose to drive, but aren’t required to.

6

Mt. VERNON

IMPLEMENT A 21ST CENTURY MOBILITY STRATEGY

SEWARD

3

DIVISION/ CHERRY Saint Mary’s Hospital

MERCY HEALTH

Central Station

WEALTHY

WEALTHY

DRAFT

30

40

42

3.3 COMPLETE THE NETWORKS IN AND OUT OF DOWNTOWN

3.4 GET CONNECTED: UTILIZE TECHNOLOGY TO MAKE GETTING AROUND EASIER

3.5 PUT GRAND RAPIDS ‘ON THE MAP’

30 Designate Street “typologies” paired with Vital Streets design approach to guide investment decisions and policy 32 Enhance physical and perceived connections to neighborhoods surrounding downtown for all modes 32 Create the most Bicycle Friendly Downtown in the Midwest 36 Integrate freight and highway infrastructure into the existing grid and networks in Downtown

40 Utilize apps and web tools to improve city services 40 Integrate Digital Signage/Changeable Signage 40 Use new technology to improve conditions for transit riders 40 Encourage open data for private transportation providers and companies 41 Improve reliability and information of taxi service and transportation network companies

42 Market Grand Rapids’ Regional Connections 42 Improve the ‘Arrival Experience’ to Grand Rapids 43 Improve Navigation and Wayfinding

WHY THIS MATTERS For over five decades, transportation and land use planning in most American cities focused almost exclusively on private vehicles: moving them in the most expeditious manner and providing them the most convenient parking spaces. While these aims made driving as convenient as possible, particularly for employees that lived outside the city, infrastructure supporting this ideology created barriers and challenges to building a residential population in downtown and creating a sense of place. A network of highways disconnected neighborhoods and separated cities from their waterfronts, and buildings that were once filled with people were removed to make room for parking lots. Grand Rapids is no exception to this story of auto-centric growth. The streets in Grand Rapids have fewer travelers per lane mile, and higher lane-miles by population than Detroit, Chicago, Washington DC, and Portland.

Today, Grand Rapids must establish a forward thinking philosophy towards transportation to recover from past actions, and position itself for a future of healthy, sustainable growth in downtown.

Transportation costs are significant for the average family or business in Downtown Grand Rapids and it affects the affordability of Downtown. Future decisions on transportation must be made with cost in mind—both the cost of investment, operations and maintenance to the City and the project’s impact on the cost of transportation for a resident or an employee.

Utilizing existing assets and providing more choices is critical to keeping costs among all city stakeholders down and maximizing the benefits of the network as a whole.

Mobility needs vary widely for residents in Grand Rapids - from the population attending local colleges, young entrepreneurs, or growing families, to the population aging in place in downtown. Infrastructure and transportation services must meet the needs of all users.

Grand Rapids is well positioned to adapt existing infrastructure and land use to future population trends.

The typical solutions of the past (widening roads and highways, building more surface parking) are no longer practical, nor feasible and cannot be relied upon to support future growth.

Transportation must evolve to meet more than the peak hour needs of commuters in cars.

Downtown must be part of a transportation network that provides a variety of choices that are safe, convenient and affordable and appeal to a wider population. This can be accomplished by leveraging Downtown’s existing transportation assets and investing in additional options for employees, residents, and visitors to get around. With limited room for new development, Grand Rapids must rethink the existing infrastructure so it can do more for all modes. By focusing on all modes, rather than letting vehicles drive decision-making, Grand Rapids can build capacity within the constrained urban areas while serving more users, and keep up with the varied needs and changing behaviors of the residential and employee population in downtown. These changing trends and attitudes towards transportation also necessitate changes to policies and how future transportation decisions are made.

Most importantly the future of Downtown must focus on its one transportation asset that is unique to all of Western Michigan: its walkability.

Nowhere else in the region can you find the amount of pedestrian activity throughout the day like in Downtown Grand Rapids. Building a 21st Century Mobility Strategy must start with prioritizing pedestrian safety, connectivity, and overall experience and then building to the next trip, whether it’s by car, bus, bike, train, or plane.

From there, the opportunity exists to provide a diverse set of multi-modal options in Downtown that allow people to choose their mode based on affordability, convenience, and the quality of the experience. This will necessitate a stronger collaboration between all parties in Downtown, from the City to DGRI to private businesses and institutions, to meet the changing transportation demands of Downtown’s existing and future population.

DRAFT

DRAFT 3.1 PROVIDE A STRESS-FREE PEDESTRIAN EXPERIENCE FOR ALL AGES AND ABILITIES Whether one arrives in Downtown via car, train, bus, or bike, eventually everyone becomes a pedestrian. In an urban place, business, entertainment, and recreation occur at the human scale. To that end, Downtown Grand Rapids is unique because of its overall walkability. The number of destinations that a pedestrian can access continues to grow every year. In areas with a dense street network, a person can access more places because they have the opportunity to travel along more streets that are fronted by more places. Comparisons of walksheds of other cities show that the development and density potential of the Grand Rapids street network is similar to that in Chicago, IL or Portland, OR is just as high1.

While density and land use have helped create this asset, there are still many forces in Downtown working against it, from the design of streets, to driver behavior, to gaps and barriers in the pedestrian network. Downtown should fully embrace this unique quality and put pedestrians first in all decision making, from how intersections operate to the design of buildings. The future growth and success of Downtown Grand Rapids directly correlates to the amount of pedestrian activity on its streets.

1 (Walkshed Data Source) Walkscore comparisons at the same scale for: GR (downtown and 28th St Mall), Chicago, Brooklyn and Portland Pedestrian countdown timer

6

GR

RECOMMENDATIONS

Continental crosswalk

DRAFT

3

PRIORITIZE PEDESTRIAN SAFETYAND CONNECTIVITY AT INTERSECTIONS Pedestrians are the most vulnerable users of the transportation system, particularly at intersections. If an intersection is safe for pedestrians of all ages and abilities, it will likely be safe for all modes of transportation.

Redesigning intersections in Downtown to prioritize the safety and connectivity for pedestrians will not only enhance the pedestrian experience, it will also be a considerable step in creating a culture of respect on City streets.

These improvements should include:

>

Pedestrian Countdown Timers are signal infrastructure, which provides information to pedestrians on how much time is remaining to cross the street, as opposed to the types of signals that just state ‘Don’t Walk’. The Manual on Uniform Traffic Control Devices (MUTCD) requires that all new traffic signals be installed with pedestrian countdown timers. It is recommended that Grand Rapids install

Pedestrian refuge island

>

>

pedestrian countdown timers with all new traffic signals. In addition, the City should commit to install at least three traffic signals in downtown, annually, beginning in 2016. All signalized intersections should be improved with countdown timers by 2022. Audible signals should be considered on a case by case basis from requests by the public.

Continental crosswalks, also known zebra or ladder crosswalks, are proven to provide much higher awareness of pedestrians than the standard two line crosswalks.

Continental crosswalks should be installed as part of all resurfacing and reconstruction projects at signalized intersections and crossing locations at unsignalized intersections where the pedestrian must cross more than two travel lanes.

Leading pedestrians intervals are a type of signal timing that turns the walk signal on before traffic can enter the intersection.

This head start provides much greater

Planted curb bump-out with integrated storm water management

>

>

awareness of pedestrians in the intersection to vehicles who might not have seen them waiting to cross. Pilot trials of leading pedestrian intervals should be programmed at Monroe/Pearl, Monroe/Ottawa, and Fulton/Ionia to evaluate their impact.

Eventually all intersections in Downtown should be timed with a leading pedestrian interval.

Pedestrian refuge islands, or raised medians, are used to allow pedestrians to cross a street in two separate phases and provide protection while they wait in the middle of the street. Refuge islands can be as narrow as 4’, however wider facilities provide for more pedestrian comfort. Pedestrian refuge islands should be installed at uncontrolled locations on Michigan Street, Fulton Street, Campau Ave, Monroe Avenue, and Division Avenue.

Right-turns-on-red is a practice that was encouraged to reduce intersection delay and queues for vehicles. However, this has

Pedestrian Scramble (Barnes)

7

DRAFT a minimal impact on traffic operations in Downtown and is a safety issue, particularly when vehicles do not come to a complete stop at the traffic signal. A one year pilot program prohibiting right-turns on red should be implemented in the area bounded

by Michigan Street, Wealthy Street, the Grand River, and Division Avenue and the impacts on pedestrian safety, both actual and perceived, traffic delay, and compliance should be evaluated before and during the pilot period.

> A

>

Barnes Dance/Pedestrian Scramble is a traffic signal operation that allows pedestrians to cross in any direction while vehicles have an all red phase. A Barnes Dance should be piloted at the intersection of Fulton and Ottawa and evaluated.

A prioritization system should be developed for pedestrian safety improvements that emphasizes connection to major transit nodes, pedestrian activity generators, and river access points. The prioritization system should focus on areas with current need as well as future potential and inputs to the system should include residential and employment density, crash data, vehicular speeds, transit ridership, and pedestrian volumes.

More green space, more pedestrian only space. Work to lessen car dominated areas.

Create green alleyways to give pedestrians a safer place to walk

8

GR

RECOMMENDATIONS

DEVELOP, ENHANCE AND IMPLEMENT A ‘BIG IDEA’ POLICY FOR STREET DESIGN

RE-DESIGN FULTON STREET TO BUILD A SEAMLESS PEDESTRIAN CONNECTION

The City currently has a Complete Streets policy, but it does not dive into the deep details of how streets are designed. A much more proactive stance must be developed to ensure all projects are being designed to protect pedestrians and prioritize their connectivity.

Fulton Street is currently 58’ in width and provides two travel lanes in each direction as well as a center left-turn lane. This design has made it very easy to drive quickly eastwest through Downtown. It has also created a physical and psychological barrier between the portion of Downtown north of Fulton and the rapidly developing Arena South district.

As Fulton is essentially a local street with no access to US 131 and narrows to one lane in each direction east and west of Downtown, the additional capacity that the street provides is not necessary. Reducing the number of lanes on Fulton within Downtown will improve safety for pedestrians. On street parking can be created in the space currently dedicated to the outer travel lane in each direction, increasing convenient parking options.

As part of the Vital Streets Plan, a Complete Street design policy/program should be implemented that provides the necessary guidance to ensure that the pedestrian is considered the “design vehicle” for all projects.

The plan should also establish a Vision Zero policy to achieve zero deaths on all modes on Grand Rapids transportation network.

Fulton is a dangerous road to travel by bike. I commute by bike, so bike friendly roads are essential FIG 3.1: Existing Fulton Street section - looking east

DRAFT

3

The first step in a more pedestrian friendly Fulton Street will be to reduce the number of lanes and provide shorter pedestrian crossings. This can be accomplished by re-striping the street and adding some additional low-cost intersection treatments. All north-south crossings should be redesigned to prioritize pedestrian safety and connectivity, including installing leading pedestrian intervals, providing crosswalks that are wider and more visible to drivers, and advance stop bars.

The short term plan for Fulton Street should be to implement a road diet that provides one 10.5’ travel lane, one 5’ striped bike lane, and a 7’ parking lane in each direction with a 10’ center left-turn lane. For large events, the parking / bike lane could be used as an additional travel lane. The existing channelized eastbound right-turn lane at Market Avenue should be removed and pedestrian refuge islands should be provided on the east and west sides of the bridge, and mid-block between Ottawa/Ionia, at Sheldon, and between Jefferson/Lafayette. An eastbound left-turn lane should be provided at Ottawa Street.

FIG 3.2: Short-term plan for Fulton Street

Fulton: existing

9

DRAFT There are a number of different alternatives for how to best use the curb to curb space on Fulton Street in the long term. It is recommended that DGRI and the City work with local businesses and other stakeholders to prioritize how the street is used. Below are some potential options for the street and additional ideas for consideration.

>>

Enhanced Bike Facility Option: Remove parking from the short-term option, provide a 4’ curbed/landscaped buffer between the travel lane and bike lane, add 4’ to sidewalks

>> Shared Lane Option: Remove parking and

bike lane from the short-term option and provide a 12’ bus only lane with sharrows for bicycle traffic.

FULTON@Ionia Proposed - Enhanced Bike Facility Option

In addition, the north leg of Ottawa should be realigned, similar to Ionia, to provide as close to a 90 degree angle as possible with Fulton Street.

Fulton is a central gateway street through downtown which should host bold design elements that demonstrate the City’s attitudes toward transportation and the public realm in Downtown. Each stage of the process to implement big ideas on Fulton can further this goal. Typical roadway paint - rather than more permanent thermoplastic - should be used for the initial road diet restriping on Fulton. The typical lifespan of roadway paint is about 2 years. This two-year period can be used as a pilot-period to evaluate the lane configuration and other experimental elements of the streetscape. During this period, the City will

10

GR

RECOMMENDATIONS

FIG 3.3: Fulton: long-term approach - enhanced bike facility option

NEW BUILDING

15'-0"

5'-0"

SIDEWALK

BIKE LANE

4'-0"

11'-0"

10'-0"

11'-0"

DRIVING LANE

MEDIAN/ TURNING LANE

DRIVING LANE

4'-0"

5'-0"

15'-0"

BIKE LANE

SIDEWALK

BUILDING

DRAFT

3

be able to measure the success or failure of the lane widths and roadway design to serve the all users, and experiment with techniques to maintain clear bike and parking lanes throughout the winter months. In the spirit of this extended pilot period, the City should also use this time to experiment with a variety of pedestrian improvements such as curb bumpouts and pedestrian refuge islands, explore how to integrate artistic elements and test designs before final landscaping and new curbs are poured in concrete.

CREATE A MORE WALKABLE DIVISION AVENUE The current width and function of Division Street varies from block to block. In many areas south of Fulton Street, Division feels unnecessarily wide with limited landscaping. An upgrade in streetscape design is warranted including new tree plantings, bus shelters, signage and furniture but broader moves should also be considered.

North of Fulton, the current bike lanes could be removed if the proposed bike lanes on Ionia are installed (see Goal 3.3). This space could be used for expanded sidewalks and plantings.

South of Fulton there is an opportunity to create a north-south bicycle connection to Fulton Street (proposed for new bike lanes as described above) and Downtown. Reconfiguring the lane widths or, at times, removing the center turning lane, would create space for a dedicated bike lane buffered from traffic. Division south of Fulton has the advantage of width that enables the integration of new bike lanes without negatively impacting traffic or on-street parking.

Recognizing that Division is a State-controlled

street, discussions are needed to determine the feasibility of different design solutions and the timing of potential improvements as well as establishing an ongoing maintenance schedule.

Consideration should be given to removing the US Business 131 designation and having the City take back jurisdiction of the street. This would increase maintenance costs, but allow the City to have much more control over how the City street network is designed and operated.

I’m sure the city is working with the state to generate a plan for Division Ave, so my comment might be irrelevant, but reducing traffic, creating wider sidewalks and more trees/green on Division would help pull people into the businesses, current and future, that are on that street.

11

DRAFT REDESIGN MARKET AVENUE AS THE INTERFACE BETWEEN DOWNTOWN AND THE RIVER

MARKET@Weston

Market Avenue south of Fulton is an extremely wide corridor but adjacent to one of the largest development opportunities along the Grand River – 201 Market. The proposed redevelopment of 201 Market as described in Goal 2 includes new housing and commercial uses surrounding a large “green living room.”

To encourage use of this new open space and maximize the value of the River, Market should be redesigned for pedestrian safety. The current roadway should be redesigned with one travel lane in each direction, a turning lane and parking lanes. Closer to Wealthy Street where there is more truck traffic, the design may need to be adjusted depending on the current volume of truck traffic.

Proposed

BUILDING

15'-0"

8'-0"

11'-0"

10'-0"

11'-0"

8'-0"

15'-0"

SIDEWALK

PARKING LANE

DRIVING LANE

MEDIAN/ TURNING LANE

DRIVING LANE

PARKING lANE

SIDEWALK

BUILDING

FIG 3.4: Market@Weston, existing and proposed street sections

Market Avenue heading toward Downtown

12

GR

RECOMMENDATIONS

>>

DRAFT

3

IMPROVE SAFETY OF THE MICHIGAN / BRIDGE CORRIDOR FOR ALL USERS The current design of Michigan Street is challenging for all users: vehicles must make jogs across intersections to stay in a travel lane, pedestrians have to cross very long distances to get from one side of the street to the other, and vehicles turn at high speeds on and off Michigan.

As discussed in the Michigan Street Corridor Plan, a redesign of the street would benefit all users. This should include removing the offset through-movements on Michigan Street to keep travel lanes as straight as possible, reducing the corner radii at intersections to reduce turning speeds for vehicles and crossing distances for pedestrians, removing the westbound rightturn lane at southbound Monroe Avenue, and installing international crosswalks at all intersections.

INVEST IN CHERRY STREET

Colorful Crosswalk Example Image

Cherry Street is the one east-west street that connects the neighborhoods together and extends directly to the River where redevelopment is proposed at 201 Market Street.

As times, the pedestrian experience leaves much to be desired, with narrow sidewalks in places, inconvenient placement of crosswalks, and minimal protection or separation from traffic. Pedestrian-oriented improvements should be considered a priority along Cherry to better connect Downtown south of Fulton to the Grand River. This is particularly important in the segment between Grandville and Ionia under US 131. Improvements should include tree plantings, lighting, and signage as well as active frontages for all new development. A full redesign of the intersection of Cherry and Ionia is necessary to reduce pedestrian crossing distances and vehicular turning speeds.

Bridge Street on the West-Side acts as a critical commercial street that is currently seeing more investment. The improvements proposed for Michigan should be continued and tailored for the challenges of Bridge Street. This should include installing international crosswalks at all intersections, narrowing travel lanes where possible and installing curb bumpouts to improve pedestrian safety when crossing the street.

Art/Programming Example Image

Blank walls make dull walks

13

DRAFT ENSURE SAFE PASSAGE FOR BIKES AND PEDESTRIANS TO AND FROM VERN EHLERS STATION AND RAPID CENTRAL STATION Rapid Central Station and Vern Ehlers Station serve as the hub of Grand Rapids local and regional transit network. Twenty (20) of the Rapid’s bus routes, DASH South, Amtrak’s Pere Marquette line (with an approximate annual demand of 50,000 passengers), and regional bus carriers all converge at this one area.

Improving the pedestrian connections to this multi-modal hub will not only improve pedestrian safety, but create a gateway for the thousands of visitors that experience this area first on their trip to Grand Rapids. Key access points should be prioritized to include pedestrian safety tools, including a redesign of Ellsworth Avenue and Bartlett Street. Consideration should be given to providing wider sidewalks on Ellsworth Avenue. Additional signage should be provided to guide pedestrians to Downtown.

Future development in the area should include sidewalk lighting, pedestrian amenity upgrades and widening where possible.

Central Station

14

GR

RECOMMENDATIONS

DEVELOP PEDESTRIAN-FOCUSED INCENTIVE PROGRAMS While many people take advantage of Downtown’s walkability, there will always be a segment that needs an additional push to take a walk to lunch or for fun. DGRI should partner with local employers to do an annual pedestrian challenge to measure the distance and/or number of steps participants walk. This could include a giveaway of pedometers or step counting devices.

DGRI and the City should also collaborate on organizing an Open Streets event. Open Streets is a successful global program where streets are shut down to vehicles and programmed with pedestrian- and family friendly activities. It is recommended that a street not typically viewed as a pedestrian street, like Monroe Ave. or Fulton St., be used for this event as opposed to Monroe Center or Pearl Street.

RETROFIT PARKING STRUCTURES FOR UPGRADES Parking facilities, whether they are surface parking lots or parking ramps, are necessary to provide vehicle storage for employees, residents and visitors of Downtown. However, these facilities do not contribute to the experience of Downtown. Aesthetic requirements should be established for parking lots and ramp facades, which currently include minimum landscaping percentages, screening types and maximum unarticulated fencing or barrier lengths, and be extended to include sidewalk extensions with amenities like bike parking, space for event programming, or transit improvements. In order to make integrating these transit facilities or programmed spaces easier– even retroactivity - DGRI should act as an information exchange, connecting developers looking to build parking facilities with others that deal with the right of way.

Grand Rapids’ zoning code has many existing regulations for parking facilities that achieve the goals of improving the downtown environment for all residents and workers. However, most of these policies focus on new construction.

In a dense area with limited opportunities for new construction, these policies need to be expanded to include a vehicle and timeline for bringing existing ramps and surface lots into compliance to make a bigger impact in the near term. An ordinance should be developed proposing ambitious compliance targets for existing City-owned lots and ramps. This will require the City to lead by example by

DRAFT

3

FIG 3.5: Pedestrian Improvements Map

INTERSECTIONS MONRO E

PEDESTRIAN IMPROVEMENTS

OTTAWA

MASON

BROADWAY

TROWBRIDGE

BARCLAY

RANSOM

DIVISION

IONIA

OTTAWA

LYON

MOUNT VERNON

PEARL

M

ON

RO

FRONT

EC

EN

TE

FOUNTAIN

R

MA R

KET

FULTON

WASHINGTON

OAKES

CHERRY

CHERRY

WILLIAMS

PROSPECT

LAFAYETTE

JEFFERSON

DIVISION

SHELDON

IONIA

COMMERCE

LLE ND VI

WEALTHY CENTURY

WEALTHY

GOODRICH

GRA

FINNEY

BARTLETT

NEY

WINTER

SUMMER

SEWARD

MONROE

MICHIGAN

PEDESTRIAN REFUGE ISLAND IN CROSSING

Central Station

SIGNAL UPGRADES AND TIMING INTERSECTION GEOMETRY CHANGES

Vernon J. Ehlers Amtrak Station

BIKE FACILITY THROUGH INTERSECTION 0.125

0.25

0.5 MILES

SIDEWALK IMPROVEMENT AND WIDENING

15

DRAFT undertaking exterior renovations of city-owned structures, and landscaping and fencing existing parking lots, which do not currently meet City standards. Compliance requirements should vary for lots and ramps, as construction costs, lot constraints or structural concerns for ramps may make significant exterior renovations or the construction of liner buildings along existing structures (described below) more challenging, or impossible.

The City should consider banning the construction of new surface parking lots within the area bounded by Michigan/Wealthy/ Seward/Division. For existing surface parking lots, the City could explore establishing parking compliance goals based on the number of spaces in a facility to make the transition more financially feasible for private owners.

One option applied to parking lots might be to establish a target compliance date to meet minimum landscape standards based upon the overall size of the lot. For example, lots with 100 spaces or fewer would be required to meet landscaping compliance within 2 years whereas lots with 100-300 spaces would be required to comply with all landscaping requirements within 5 years. Understanding that the cost of compliance would be significant for many lot owners, a secondary set of landscaping requirements could be developed to reduce this cost by reducing landscaping requiring significant excavation, or cost-sharing additional lighting or public utilities.

Existing parking facility facade

16

GR

RECOMMENDATIONS

DRAFT MAIN STREET High Pedestrian Activity

LINER BUILDING

LANDSCAPING AND SCREENING

LINER BUILDING

MAIN STREET High Pedestrian Activity

Zoning requirements for new parking ramp construction should be more actively facilitated to enforce the City’s existing ‘Ground Floor Active Use’ requirement, which requires liner buildings to be constructed as part of parking garages fronting primary streets.

These regulations encourage or require the development of ‘Liner Buildings’, or small buildings lining parking garages specifically designed to front a public space and activate the façade of the hidden parking structure. The burden of building and operating commercial spaces in addition to the parking facility may serve as a disincentive to some developers looking to build lots in downtown, achieving both the goal of limiting new construction and ensuring that new construction serves more users. The City should explore ways permit and incentivize the construction of liner buildings along public frontage of larger, existing surface parking lots.

3

RAMP

ALLEY Liner Building Diagram

17

Mobile GR will require changes to the organization of Parking Services, including additional staff, additional responsibilities, and a change in culture. The potential opportunity of this new organization exists to not only provide parking solutions for those that choose to drive, but also help people identify and embrace additional transportation choices that are easy, affordable, and attractive if they do not want to drive and park.

18

GR

RECOMMENDATIONS

$149

TOTAL SPACES

900

VISITOR SPACES

800

$127

CARDS ISSUED (2015)

700

$154 $30

600

$151

$56

$137 $137

$30

500

$126

400 $119

300

$126

200

$45

$45

100

$45

$49

$76

$27

$56 $27

$76

SURFACE LOTS

Weston Commerce

Cherry Commerce

Gallery

Ottawa Fulton

Monroe Center Ramp

Louis Campau

Pearl Ionia

DeVos Place

Government Center

Market Lot

Dash South ARea 6

Dash South Area 6A

Area 5

Area 4

Area 3

Area 2

Scribner Lot

Dash West-Area 9

0 Dash West-Area 7

Parking is only a part of the overall mobility solution that will be necessary to serve the future of Downtown and Grand Rapids as a whole. Recognizing this, Parking Services must broaden its scope to cover all transportation choices, not solely driving and parking.

This expanded department, Mobile GR, will encompass multiple modes of transportation to help achieve the City’s economic development and quality of life goals by increasing the number of people who take transit, walk, bike, or commute/travel in a way other than driving alone, in addition to continuing to manage the City’s parking assets.

1,000

Dash West-Area 8

The Parking Services department within the City’s Enterprise Services has done a remarkable job operating a sophisticated parking system. It has managed to stay ahead of changes that have occurred with growth in demand, technology and other behavioral aspects. In order to best serve the future of Grand Rapids residents, businesses, and visitors, Parking Services must continue to evolve to meet the City’s future transportation demands.

FIG 3.6: Chart of parking utilization

Ionia North Lot

ESTABLISH MOBILE GR

Monroe North Lot

3.2

Ionia Mason Lot

DRAFT

Space Count by Facility

PARKING RAMPS

ESTABLISH MOBILE GR ORGANIZATION

Grand Rapids and also be the face of this aspect of growth.

Mobile GR will be a new organization that evolves Parking Services to include all mobility options for the residents, employees, and visitors of Downtown. The organization should serve as the hub for mobility information, collaboration and transportation solutions for all users of the City’s transportation system. Mobile GR will set the course for multi-modal transportation in

Mobile GR should continue to manage existing parking assets and DASH service as well as take an even bigger role in building collaborations across the public and private sectors.

Mobile GR should manage and coordinate new mobility services, review parking and transportation demand management plans for

DRAFT

3

FIG 3.7: Parking supply map

19

DRAFT

DIVISIO N

MO NRO E

LAFAYETTE

NEWBERRY

SEWARD

new developments, and develop an employer outreach/solutions program. Three new staff positions should be part of this organization: CITY-OWNED/OPERATED Mobile BY GR TYPE Manager, Mobile GR Supervisor, OFF-STREET PARKING and Mobile GR Outreach. Additional overhead costs will be necessary for this organization, including developing a new website and other administrative tools.

PARKING

Ionia Mason

Monroe North Ionia North

MANAGE PARKING ASSETS TO SUPPORT THE SUCCESS OF DOWNTOWN

BRIDGE

Mobile GR must continue to deliver the excellent service and operations that have been the hallmark of Parking Services. The focus of these recommendations is on the Downtown area, but Mobile GR will be responsible for the entirety of Grand Rapids’ on-street parking, curbside management and City owned/operated facilities. Additional work will be necessary to outline recommendations for all parking owned/ operated by the City.

MICHIGAN

Area 8 Scribner

Area 9

Government Center

Area 7

LAFAYETTE

SEWARD

LYON

PEARL

Louis Campau

DIVISIO N

MO NRO E

Pearl Ionia

Monroe Center M Ramp ON RO

E

CE

NT

ER

Ottawa Fulton FULTON

The Gallery

MA R

KE

T

Area 3 Weston Commerce

Area 2

Below Grade

Area 5

Area 4

FIG 3.8: City-owned/operated parking

GR

RECOMMENDATIONS

0.125

0.25

Parking Lot

JEFFERSO N

DIVISIO N

M AR

Area 6

IO NIA

KE

T

CHERRY

0

20

Parking Ramp

Cherry Commerce

Market Lot

Private Facility

The data collected on monthly cards and utilization of the existing parking facilities demonstrated a need to make adjustments to the price of off-street facilities to better match supply and demand. This includes both increases and decreases to the monthly price of parking. These changes should be phased in over time.

0.5 MILES

There are currently a number of different parking programs for different types of users.

It is recommended that the parking programs be consolidated to three: Daytime, Nights and Weekends, and 24/7. Mobile GR should partner

DRAFT

3

PARKING

with a technology firm to develop an algorithm to help predict customer patterns in each facility.

LAFAYETTE

DIVISION

MONROE

SEWARD

MICHIGAN

LYON

LAFAYETTE

MONROE

DIVISION

PEARL

It is recommended that an extended pilot of accepting credit card payments be conducted at all parking meters to determine the potential return on any future investments.

M

ON

RO

E

CE

NT

ER

FULTON

PROVIDE ADDITIONAL PARKING SUPPLY

DIVISION

MA

IONIA

RK ET

0% - 50% 51% - 70% 71% - 80% 81% - 90% 91% - 100%

0

0.125

0.25

JEFFERSON

CHERRY

M AR KE T

There will be a need for future parking in Downtown, both to replace existing surface lots that will be redeveloped as well as to meet the expected demand of parking for new developments. It is anticipated that new parking in Downtown will be constructed in ramps at a cost of $25,000 to $35,000 per space (2015 estimates). Mobile GR should partner with private developers to build future parking ramps with the goal of both owning

ON-STREET PARKING O

BRIDGE

SEWARD

The price of on-street parking, bounded by Michigan Street, Wealthy Street, Division Street, and the Grand River, should be adjusted to $2.00 per hour and the price of on-street parking should be increased by a minimum of $0.25 on an annual basis. The price of off-street hourly parking should be reduced to $1.00 for the first hour and rates should be frozen and only raised when on-street parking occupancy is 50% higher than off-street parking. The hours of enforcement of on-street parking should be extended to 8 PM on weekdays and all meters should be enforced Saturdays. The price of offstreet event parking should be increased to $10.00.

NEWBERRY

Private Facilities 0.5 MILES

FIG 3.9: On-street parking utilization

21

DRAFT and operating the facility. For parcels that are currently owned by the City, having Mobile GR own/operate parking should be part of the negotiation strategy.

Providing remote parking facilities that are located next to the Rapid’s existing and future Bus Rapid Transit facilities will be necessary to accommodate bargain parkers as well as reduce traffic congestion in Downtown. The existing Silver Line, running primarily on Division Street, and the proposed Laker Line, running along Lake Michigan Avenue, will be a reliable and quick transit service in and out of Downtown, mimicking many of the features of typical rail commuter service. Providing a remote parking option for people to park at a very low rate and ride the bus should be an attractive option in the future. The initial remote parking facilities should be considered pilots to determine what is necessary to make them a success. This will include making it free to park at the facility, providing free transit and evaluating opportunities for mobility hubs and retail amenities as appropriate. Future locations for remote parking should be identified.

It’s so easy to drive in Grand Rapids.

Parking is everywhere and it doesn’t cost anything to park.

Duration of Stay by Percentage 3 or More Hours Percentage of Cars Surveyed

0%

10%

20%

30%

40%

GR

RECOMMENDATIONS

50%

60%

70%

61%

80%

90%

100%

Stay Under 1 Hour

Average Stay

1.05

Hours

8%

Stay Over 2 Hours

FIG 3.10: Characteristics of on-street parking use

RECONFIGURE EXISTING DASH SERVICE One of the primary connectivity issues in Downtown Grand Rapids is the lack of transit service linking all of the different areas within downtown. Due to its geography and size, Downtown is often experienced in sections (e.g.

DeVos Place, Downtown Market). This current state of restrictive mobility is primarily dictated by the lack of simple, reliable, comprehensive transit service to connect all Downtown destinations.

To best compliment the Rapid’s BRT investments and improve mobility in Downtown, in addition

22

1-3 Hours

Less than 1 Hour

to serving existing patrons of city-owned parking lots, a revised DASH service should be implemented. This service should function as a circulator to ensure that resources are used in a pragmatic fashion to complete a high-frequency transit network in Downtown Grand Rapids.

This will be accomplished through replacing the current DASH service with two new simple bus lines – comprising the DASH Circulator -- that connect current parking facilities to destinations and create a true high-frequency downtown circulator that compliments the current Rapid public transit network. The service would run on weekdays, except holidays.

DRAFT

3 The DASH Circulator (figure 3.12) will link all major destinations through a simple pair of routes connecting Downtown and surrounding neighborhoods with both a north-south and eastwest line. Each of these lines is within very close proximity of all city-owned parking facilities and connects to all destinations within Downtown not served by either the Silver Line or planned Laker Line.

East-West Line: The East-West Line would connect destinations and parking facilities west of the River with a routing that runs east/west on Pearl to Division Avenue then south on Division Avenue to terminate at the Downtown Market. This route would serve Area 8, Area 9, Area 7, Scribner, GRCC Bostwick, Ottawa Fulton, Pearl/Ionia, The Gallery, Weston Commerce, and Cherry Commerce. Some peak trips will serve a shortened portion of the service area that will end by the Van Andel Arena.

FIG 3.11: Existing public transit assets (Dash + Silver Line)

North-South Line: The North-South Line would connect destinations and parking facilities in Monroe North, Devos Place with a routing that runs north/south on Ottawa/ Monroe/Market/Grandville to Cherry Street then south on to terminate at Central Station.

This route would serve Ionia Mason, Monroe North, Ionia North, Government Center, GRCC Bostwick, Ottawa Fulton, Louis Campau, Market Lot, Area 2, Area 3, Area 4, Area 5, and Area 6 city-owned parking facilities.

23

DRAFT 50

PEARL/ SEWARD

MONROE/ LOUIS

Grand Rapids Art Museum

GVSU Pew Campus FULTON

FIG 3.12: Proposed restructuring of DASH routes

FULTON STREET

MONUMENT PARK

MA RKE T

FULTON

DASHROUTES ROUTES DASH

DIVISION

GRANDVILLE

JEFFERSON

Van Andel

OTTOWA/ Arena OTTOWA/ COLDBROOK COLDBROOK GRANDVILLE/ OAKES

OE MONR

MONRO E

DASH E-W

Saint Mary’s Hospital

MONROE/ MONROE/ MASON MASON

Central Station

OTTAWA

SILVER LINE LAKER LINE

WEALTHY

STATION DIVISION

OTTAWA

DASH N-S

MERCY HEALTH

WEALTHY

City Operated Parking Facilities Coit Arts Academy Coit Arts Academy 0.125

0

TROWBRIDGE TROWBRIDGE BRIDGE/ BRIDGE/ SEWARD SEWARD

PROPOSED PROPOSED

DIVISION/ CHERRY

0.25

0.5 MILES

PROVIDE NEW AND ENHANCED MOBILITY OPTIONS

BRIDGE

In addition to managing parking, Mobile GR will play a key role in supporting the transition of Grand Rapids from a City where people have to drive to one that provides an array of choices of how to get around. Mobile GR will play many different roles with these mobility options: some will be funded and operated by Mobile GR, others will require marketing, and some may just need assistance with building partnerships.

Mobile GR’s mission will be to provide as many choices as possible to the people of Grand Rapids and do it as efficiently and successfully as possible.

BRIDGE

KET

GRANDVILLE

GRANDVILLE/ OAKES GRANDVILLE/ OAKES

FULTON STREET FULTON STREET

MONUMENT PARK MONUMENT PARK Van Andel Arena Van Andel Arena

RANSOM

RANSOM

Grand Rapids Art Museum Grand Rapids Art Museum

DIVISION/ CHERRY DIVISION/ CHERRY

JEFFERSON

FULTON

PEARL/ IONIA PEARL/ IONIA

JEFFERSON

FULTON

FULTON

MA R

50

FULTON

GRANDVILLE

50

GVSU Pew Campus GVSU Pew Campus

MONROE/ LOUIS MONROE/ LOUIS

MA RKE T

PEARL/ PEARL/SEWARD SEWARD

GRCC/ SPECTRUM GRCC/ SPECTRUM

DIVISION

PEARL

RIVER EAST RIVER PEARL EAST

Spectrum Hospital Spectrum Hospital

DIVISION

RIVER RIVER WEST WEST

MONROE

Museum

MEDICAL MILE

MEDICAL DeVos Place DEVOS MILE DeVos Convention PLACE Place Center DEVOS Convention PLACE Center MONROE

Mt. VERNON

AREA 9 AREA 9

Mt. VERNON

SEWARD

SEWARD

AREA 7 Gerald R. Ford Museum AREA 7 Gerald R. Ford

DASH E-W

Saint Mary’s Hospital

Saint Mary’s Hospital

MERCY HEALTH MERCY HEALTH

Central Station

Central Station WEALTHY

WEALTHY WEALTHY

DIVISION

STATION

0

0

24

GR

RECOMMENDATIONS

DASH E-W Many of these new options will require time DASH N-S to build DASH awareness, usage and success as N-S LINE SILVER Mobile GRSILVER is part of a long term vision of how LINE LAKER LINE the City will grow. The recommendations for LAKER LINE each mobility option should serve as an initial City Operated Parking Facilities opportunities and framework to understand CityNon-City Operated Parking Facilities challenges andOperated establish benchmarks. Each Parking Facilities option should be evaluated on an ongoing basis Non-City Operated Parking Facilities STATION

DIVISION

WEALTHY

Non-City Operated Parking Facilities

0.125

0.125

0.25

0.25

0.5 MILES

0.5 MILES

DRAFT

3

to determine how to increase utilization in the most efficient manner. Due to the constant changes in technology and demographic demands, there will need to be flexibility with these options to scale and change to meet the growing needs of Grand Rapids.

system requires building a membership that encompasses all demographics who are willing to use it to make short point-to-point trips.

Achieving this goal requires a dense system of bike share stations as well as a membership and cost structure that does not create significant barriers to entry.

Bike share is a point to point transit system that provides a mobility option that is flexible, fun, healthy, and affordable. In larger cities, such as New York and Chicago, bike share has changed how people get around the city and expanded the amount of destinations they can get to in a short amount of time. For instance, the walk from DeVos Place to Founders Brewing is about 16 minutes for the average person; using bike share that trip would be reduced to 6 minutes.

Bike share is essentially a pedestrian accelerator that allows people to cover a larger area in a shorter amount of time. A successful bike share

Based on the existing density of employees and expected future residential population, Downtown Grand Rapids can support a bike share system. An initial system of 20-35 bike share stations should be pursued that covers the Downtown area and near neighborhoods. The initial steps of this will be to complete a quick planning study on where to install the bike share stations and identify the best structure of the system and begin to reach out to vendors to obtain more information on pricing.

>>Bring Bike Share to Grand Rapids

It is strongly recommended that the bike share stations be concentrated within Downtown and nearby areas in the first stage of implementation.

Strong consideration should be given to including as many electric assist bikes as possible for the initial system. Electric assist bikes are standard bikes that provide riders with the option of an added electric propulsion. This is particularly effective for challenges with bicycling up steep hills and for people that haven’t ridden a bike in a while. Birmingham, AL recently launched a 400 bike system, with 100 of those bikes being electric assist, and other cities are poised to pilot this technology.

The startup cost of bike share can be covered either through a public/private collaboration

or grants. The system and operating structure should be designed to cover annual operating costs after year two. Sponsorship should also be considered for a revenue stream, but it is unlikely that it will cover the initial capital expenses.

>>

Bring Car Share to Grand Rapids To understand potential positive impact of providing more affordable transportation options, it is necessary to understand how residents of Grand Rapids are spending their money today. Traditionally, the cost of housing as a percentage of income was used to measure the ‘affordability’ of a place. In recent years the idea of ‘affordability’ has been expanded to include transportation costs to more accurately reflect the day-to-day cost of living to residents.

The combined housing and transportation cost by representative income brackets illustrates the cost burden placed on a typical household.

Household transportation costs for Grand Rapids were calculated as the sum of auto ownership costs, auto use costs, and public transit costs.

Within the census tracts making up most of the Downtown area of Grand Rapids, combined housing and transportation costs make up 37%42% of a typical household income.2 Car share has proven to be a revolutionary transportation service, particularly in urban areas with growing residential population, which reduces both parking demand and individuals’ cost of living. The service allows 2 Center for Neighborhood Technology Tool : The statistics for the Municipality of Grand Rapids MI, and census tracts within downtown (Tract: 26081002000 and 26081001900 were modeled for the Regional Typical Household. Income: $52,108 Commuters: 1.16 Household Size: 2.64 (Grand Rapids-Wyoming, MI)

25

DRAFT people to pay an hourly fee to use a vehicle and the fee is typically inclusive of all costs, including insurance, gas and maintenance. For someone who lives and works Downtown, but has an occasional need for a car, car share is the perfect solution. Car share has shown to significantly reduce car ownership in dense areas.

There are currently a number of different models of car share. The best model for Downtown Grand Rapids is where a vendor rents a parking space for each vehicle and members must pickup and return the vehicle to that same spot. To startup a new geographic location, the vendor will likely need to feel confident that they can achieve a monthly revenue target to cover costs and make a profit. Vendors are typically averse to risk of starting up in a new location until there is a proof of concept that car share will succeed.

Often a private or public partner, including a developer, institution, or municipality will help to guarantee some amount of monthly revenue.

4% 2%

18%

80%

4% 3%

3% 7%

5%

6%

11%

12%

84%

82%

8%

70% 60% 50%

94%

92%

40%

90%

74%

Walk, Bike & Other

30%

Public Transportation

20% 10%

Auto

0%

.

St Pa

e ak tL

ul y it

C

d on

lk

hm ic

l Sa

R

fo or N

RECOMMENDATIONS

90%

Workers in CBD (Live both in and outside)

s id ap

GR

The Rapid provides a robust transit service to Downtown and the Grand Rapids region as a whole. Making better use of this system will be critical to achieving the overall goals of GR Forward and reducing the overall rate of parking demand in Downtown. One of the ways to encourage more transit ridership among Downtown employees is to provide free or reduced fare transit service. A number of cities, including Boulder (CO), Columbus (OH), and Ann Arbor, MI offer a program that provides a

100%

on is ad M

26

>> Incentivize transit use

Mode Split

R

I work in the ER, and many of our patients use public transportation to and from the hospital, but after midnight it is almost impossible to catch a bus, we need 24/7 public transportation

Mobile GR should assist with an aggressive marketing campaign to build awareness of the program as well as membership. The potential user groups include students, residents that live/work downtown, municipal employees (in lieu of using a City/County vehicle), and out of town visitors that arrive in Grand Rapids via the airport or Amtrak and only need a car for a meeting. The marketing campaign should focus on these groups for the first year.

nd ra G

The City should build a collaboration among public (City, Rapid, Grand Valley Metropolitan Council) and private (DGRI, foundations, employers, higher education intuitions) partners to work with a vendor on an initial ten (10) vehicle pilot car share program. This

would be similar in size to the existing car share program in Ann Arbor, MI. The public/private partnership should work with the vendor to guarantee a monthly revenue goal per vehicle for the pilot and share in potential profits for future expansions. The public/private partnership should offer services/infrastructure, such as parking spaces, vehicle maintenance and office space that would reduce the amount of the monthly guarantee. The partnership should also work to reduce their own fleets and replacing them with car share vehicles.

FIG 3.13: Mode splits in downtown Grand Rapids vs. peer cities

We need more convenient public transportation into and out of downtown starting earlier and ending later

DRAFT

3 FIG 3.15: Existing ‘The Rapid’ bus lines

FIG 3.14: Drive alone trips in Grand Rapids

transit pass to Downtown employees that allows them to ride transit for free or for a nominal annual fee.

Mobile GR, in collaboration with the Rapid and DGRI, should conduct a one year pilot program of offering free transit to up to five businesses of different sizes and one higher education institution. After the one year program is over, an evaluation should be completed that identifies the costs to maintain and expand

the program as well as the benefits, including reduction in parking demand. Partnerships should also be explored to provide residents who cannot afford transit with special fares.

In my generation and for myself this is huge. No one I know wants to own a car. They do it out of necessity. Having downtown more accessible will help people to see they can live car-less downtown.

27

DRAFT PROGRAMS AND POLICIES Providing additional mobility options is a piece of the puzzle, but Mobile GR will also need to do a lot of hard work to market, educate, and communicate these options on a macro- and micro-scale. Policy will also be needed to ensure that future projects are in line with all the investment that is being done.

One of the most important roles for Mobile GR is to work with employers on their transportation needs and help them come up with multimodal solutions. Employers in Grand Rapids have voiced a demand for additional options other than parking, but many do not have the capacity or expertise to develop new solutions.

The biggest impact that organizations similar to Mobile GR can have on reducing the rate of parking demand is working with businesses on commuter solutions.

Mobile GR must develop programs that address existing businesses as well as new businesses that are looking to relocate to Downtown. One key strategy that should be encouraged is parking cash out, where instead of paying for a parking space, the employer gives that money to the employee and allows them to make the decision of how to use it. They can choose to use all of it for parking, or keep the money and take transit, arrange carpools, bike, walk, etc. As a major employer in Downtown, the City should consider leading by example. By providing city employees with a parking cashout option, the City can demonstrate the success of the program on a relatively large scale and

28

GR

RECOMMENDATIONS

gain credibility to encourage a change in the culture of private industry.

Mobile GR and DGRI should conduct an annual transportation survey of employees and residents to better understand the transportation needs of Downtown and the effectiveness of the expanded mobility options. The results of the survey should be used to plan for the following year’s budget and be included in Mobile GR’s end of year report.

Providing incentives has been shown to impact people’s choices with respect to transportation.

In addition to the transit pass pilot program, Mobile GR should develop incentive programs to encourage people to take transit, bike, and walk. Targeting the incentives towards new users of mobility options should be the focus of this program. Mobile GR should also work with individual employers to develop incentive programs for their employees, particularly large employers that are looking to save money on transportation costs, such as building additional parking.

DRAFT

3

ge a l ol c on i s vi RK e A r P tu u F

B I KE

DR

E V I

WALK 29

DRAFT 3.3

COMPLETE THE NETWORKS IN AND OUT OF DOWNTOWN

Complete Streets and multi-modal planning usually focuses on specific street design and how to prioritize the use of space. Each of those pieces must be part of an entire network that connects Downtown to surrounding neighborhoods and provides people with choices on how to reach their destination. Just like every street cannot be a car street, every street cannot be a bike street or a transit street. Grand Rapids has already taken the idea of Complete Streets a step further by establishing a “Vital Streets” vision, which combines prioritization of street infrastructure improvements, goals to increase accessibility for all modes, and includes targets for sustainable development and sustained investments. The City is currently in process of developing a Vital Streets Plan + Design Manual which will tie together the existing plans and guidelines to provide guidance for consistent design of Vital Streets. Once completed, the document will provide consistent street and sidewalk design principles for all projects in the City of Grand Rapids. Building a multi-modal and Vital Street network means building an effective network of functions. This requires prioritizing different streets for different things.

While it need not be mode-specific; networks can include streets for different land uses and destinations, such as the River.

Fix the roads leading to Downtown. They leave a bad first impression

30

GR

RECOMMENDATIONS

DESIGNATE STREET “TYPOLOGIES” PAIRED WITH VITAL STREETS DESIGN APPROACH TO GUIDE INVESTMENT DECISIONS AND POLICY Downtown streets cannot be all things to all people. Streets must be prioritized to achieve the desired atmosphere and development in each area. By establishing typologies within the street network, we can use the highest and best function of each roadway, to influence the atmosphere and function of the sidewalk, open space, and general atmosphere of each place, and vice versa. These typologies can be paired with appropriate elements from the Vital Streets Plan + Design Guide, as they relate to the aesthetic and functional goals of each street.

For Downtown, GR Forward has identified the following types of streets:

>

>

Gateway Streets: Streets that serve as major gateways to Downtown and act as major thoroughfares. These streets are opportunities to make a statement about Downtown and the direction it is heading.

Gateway streets Downtown include: Bridge / Michigan, Fulton, Division, and Market/ Monroe.

Neighborhood Connectors: Streets that serve as primary connections to nearby neighborhoods. These streets are opportunities to promote pedestrian and bicycle activity to Downtown. Neighborhood connector streets include: Newberry/6th, Lyon, Fountain, State, Cherry, Pearl / Lake Michigan, and Grandville.

The one way streets encourage speeding and increase car/pedestrian accidents throughout downtown!

>

>

>

Downtown Transition Streets: Ottawa and Ionia function as highway on and off-ramps in Downtown. There are opportunities to humanize these streets by slowing traffic and prioritizing pedestrian safety. Ottawa is proposed for two-way traffic and Ionia should be redesigned to include a two-way bicycle facility described below in section C. Cherry Street, between Grandville and Ionia functions similarly, yet is an important pedestrian connection across US 131.

Events Corridor: Ottawa is also a primary corridor for major events. During these events, the street is closed to traffic. The design of Ottawa should seek to not only create a walkable street everyday but also offer some unique design features that support its role as home to these events.

Outdoor Entertainment: Corridors with the concentration of active restaurants and street activity should be promoted as outdoor entertainment streets. These streets – Monroe Center, Ionia, Commerce, Williams and Bridge – are ideal locations for temporary events, parklets and outdoor activities including dining.

DRAFT

3

FIG 3.16: Street typology map

STREET TYPOLOGY >

NG

LAFAYETTE

KI

These typologies are intended to guide streetscape design but also the provision of specific programming and marketing across Downtown.

OTTAWA

MONROE

MICHIGAN

SHELDON

OC BRIDGE

INOIA

ST

BROADWAY

NEWBERRY / 6TH

Linear Park – Sheldon Street connects multiple small parks and important institutions. Its redesign should seek to become a linear park, using its excessive right-of-way to create new open space that provides integrated stormwater management.

LYON LAKE MICHIGAN M

ON

FOUNTAIN RO

E

CE

NT

ER

STA TE

DIVISION

IONIA

CHERRY

COMMERCE

MA RK

ET

FULTON

CHERRY

GATEWAY STREET

LAFAYETTE

GR AN DV ILL E

WILLIAMS

EVENTS CORRIDOR OUTDOOR ENTERTAINMENT HUMANIZE / DOWNTOWN TRANSITION

0

0.125

0.25

0.5 MILES

LINEAR PARK NEIGHBORHOOD CONNECTOR

31

DRAFT ENHANCE PHYSICAL AND PERCEIVED CONNECTIONS TO NEIGHBORHOODS SURROUNDING DOWNTOWN FOR ALL MODES Most people that work or play Downtown live elsewhere, which will continue to be the case until the residential population grows significantly. Improving connections, particularly those for the neighborhoods in close proximity, will help maintain the economic health of Downtown. This will require an investment in these connections and planning new development areas smartly around transit.

The City, the Rapid, and DGRI should make a commitment to investing in all infrastructure that will encourage additional transit use. This may include installing more ‘gold standard’ transit stops in the neighborhoods to provide protection from the road and weather, providing better information on transit routes and arrivals of the bus, and providing direct outreach to businesses.

Development outside of Downtown should be focused around Bus Rapid Transit nodes and integrate remote parking facilities as part of them.

CREATE THE MOST BICYCLE FRIENDLY DOWNTOWN IN THE MIDWEST Cities and downtowns across America have seen tremendous increases in the amount of people bicycling since 2000, including 498% in Washington DC, 389% in Chicago, 169% in St. Louis and 130% in Minneapolis. This is due to a number of reasons, including the relatively low (compared to road projects) investments made in better infrastructure, rising interest in riding bikes as a commuting option, and programmatic investments that encourage people to ride.

And it is not only in warm climate cities; those with challenging winters, such as Boston and Chicago, have seen considerable increases in ridership. Minneapolis, which averages approximately 36 inches of snow per year and has an average January temperature of 15.6 degrees, was recently named the most bicycle friendly city in the US. An estimated 4.1% of workers in Minneapolis commute by bike3, compared to .9% in the City of Grand Rapids4.

Bicycling has also been on the rise in Downtown Grand Rapids, a trend will likely continue with additional residential development. For a Downtown the size of Grand Rapids, riding a bike can be a quick, convenient and free way to get from one destination to the other. However, to help more people in Downtown feel safe riding a bike on its streets, additional infrastructure will be necessary to provide greater protection from vehicle travel and parking lanes. The infrastructure can be supported with increased

4

3

32

GR

RECOMMENDATIONS

2009-2012 American Community Survey.

2008-2012 American Community Survey.

More and more people are using bicycles to get around. Wellused bike parking at events demonstrates the local potential.

CAMPAU

FRONT

GOLD

NATIONAL

INDIANA

STRAIGHT

M

ON

RO

E

CE

LO

NT

PROSPECT

GHILDA

LA

LAFAYETTE

GAY

COLLEGE

MORRIS

COLLEGE MADISON

PARIS

NORTH

PROSPECT

NORTH

CLANCY

PROSPECT

CLANCY

LIVINGSTON LA GRAVE

SHELDON

FAIRVIEW

DIVISION

LIVINGSTON

FAIRVIEW

BOND

OTTAWA

DIVISION

OTTAWA

TU RY

CEN

NT

COIT

LAFAYETTE

LAFAYETTE

VINELAND

CRESCENT

LYON

PROSPECT

GHILDA

LAFAYETTE

CLAREMONT

PROSPECT

RANSOM

BARCLAY

CRESCENT

GHILDA

BOSTWICK

LAFAYETTE

CLAREMONT

DIVISION

WINCHESTER BARCLAY

IONIA RANSOM

BOSTWICK OTTAWA

DIVISION

ON

MICHIGAN

MICHIGAN VINELAND

RO

SHELDON LINEAR PARK

ER

FULTON

FOUNTAIN

E

LO

NT

ER

UI

S

UI

S

GAY

GAY

JEFFERSON

CHERRY

CHERRY

ST AT E

FULTON

JEFFERSON

COMMERCE

SHELDON

OTTAWA

COMMERCE

T MA RK E

WESTON

WESTON

OAKES

SHELDON

FULTON

OAKES

ST AT E

WASHINGTON

WASHINGTON

CHERRY

HIGH PROFILE ON STREET BIKE FACILITY

T

MORRIS

PARIS

0

0.125

LA GRAVE

LOGAN

BUCKLEY

LA GRAVE

BUCKLEY PLEASANT

0

SHELDON

TU RY

LOGAN

0.25

0.125

WEALTHY

0.25

0.5 MILES

0.5 MILES

TRAIL CONNECTION

OFF-STREET MULTI-USE PATHS EXISTING FACILITY TRAIL CONNECTION

PARIS

LOGAN

CEN AN

MADISON

PROSPECT

WEALTHY

SHELDON

GR AN DV ILL E GR

KEY ON-STREET CONNECTION

KEY ON-STREET CONNECTION OFF-STREET MULTI-USE PATHS TO IMPROVE

EXISTING FACILITYNEIGHBORHOOD TO IMPROVE CONNECTIONS (POTENTIAL) CREATING A LOW STRESS NETWORK

(POTENTIAL) NEIGHBORHOOD CONNECTIONS CREATING A LOW STRESS NETWORK

GR

CEN

TU RY

PLEASANT

PLEASANT

LOGAN

HIGH PROFILE ON STREET BIKE FACILITY

MORRIS

FINNEY

BARTLETT

PROSPECT

FINNEY

GROAKLAND AN DV ILL E

GODFREY

BARTLETT

GOODRICH

KING

KING

GOODRICH

CHERRY

MADISON

IONIA

T KE AR M

WEALTHY

OAKLAND

IONIA

T KE AR M

BARTLETT

BARTLETT

(POTENTIAL) NEIGHBORHOOD CONNECTIONS CREATING A LOW STRESS NETWORK

HASTINGS

COIT

CE

WINCHESTER

MONROE

IONIA

M

CAMPAU

LO

0.5 MILES

SHELDON LINEAR PARK

CE FOUNTAIN

GRANDVILLE

T

FR ON

HEMLOCK

GODFREY

E

OTTAWA

ET MA

FR

WILLIAMS

WEALTHY

HEMLOCK

RO

0.25

WILLIAMS

OLIVE

EMPEROR

ON

FULTON STREET ROAD DIET

EMPEROR OLIVE

ORTH ERW BUTT

TOLFORD

PARK

FULTON STREET ROAD DIET TOLFORD

ORTH ERW BUTT

DAYTON

RK

T ON

ON

OTTAWA

FRONT

CAMPAU RN

ON

W AT S

DAYTON

M

M

VE OU NT

W AT S

M

WATSON

0.125

TROWBRIDGE

LYON LYON

LYON

OU NT

RN ON

VE

HOVEY

WATSON

PEARL

FULTON

ON

VETO

HOVEY

PARK

CLAREMON

FRON

MONROE SCRIBNER

MOUNT VERNON

WINTER

FRONT

GOLD

LEXINGTON

NATIONAL

GOLD

LEXINGTON

NATIONAL

STRAIGHT

INDIANA

STRAIGHT

INDIANA

CALIFORNIA

VETO

0

PLEASANT HASTINGS

T HASTINGS

PEARL

GRANDVILLE

LAKE MICHIGAN CALIFORNIA

SUMMER

LAKE MICHIGAN

TRAIL CONNECTION

IONIA 2-WAY IONIA 2-WAY CYCLE TRACKCYCLE TRACK

MICHIGAN

SEWARD SCRIBNER

SIBLEY

SIBLEY

OFF-STREET MULTI-USE PATHS

LOGAN

HASTINGS

BROADWAY

BROADWAY WINTER

SUMMER

JACKSON

JACKSON

TROWBRIDGE

BUCKLEY

TROWBRIDGE

AN

MOUNT VERNON

SEWARD

CHATHAM

GR

MICHIGAN

CHATHAM

NEWBERRY

KEY ON-STREET CONNECTION

EXISTING FACILITY TO IMPROVE

PLEASANT

LEXINGTON

LEXINGTON

DOUGLAS

BRADFORD

LOGAN

TROWBRIDGE

1ST

JEFFERSON

BRADFORD

WEALTHY

BOND

OAKLAND

T GR AN DV ILL E

FRONT

TURNER DEWEY

DAVIS

DEWEY

GODFREY

MILWAUKEE

DAVIS

NG

NG

4TH

KI

KI

MILWAUKEE

KING

OC

OC

ST

ST

4TH

HIGH PROFILE ON STREET BIKE FACILITY

BARTLETT

GOODRICH

NEWBERRY TURNER

WEALTHY

CHERRY

PROSPECT

FINNEY

7TH

6TH

BIKE NETWORK IN GRAND RAPIDS

WASHINGTON

MASON

HEMLOCK

FUTURE BIKEWAYS

FUTURE VISION OF THE VISION OF THERAPIDS BIKE FUTURE NETWORK IN GRAND

ST AT E

LAFAYETTE

IONIA

M AR

KE

T

OLIVE

MASON

BARTLETT

SHELDON

CHERRY

LAFAYETTE

COMMERCE

DIVISION

OAKES

WILLIAMS

7TH

6TH

WESTON

DIVISION

EMPEROR

OTTAWA

KE T

MA R

FRONT

FR ON T

FRONT

SEWARD

TOLFORD

SEWARD

PARK

FULTON STREET ROAD DIET

11TH

ORTH ERW BUTT

GRANDVILLE

W AT S

ON

DAYTON

DOUGLAS

RANSOM

S

FULTON

M

WATSON11TH

SECOND

BARCLAY

FUTURE BIKEWAYS

ER

UI

OU NT

HOVEY

1ST

BOSTWICK

DIVISION

FOUNTAIN

VE RN ON

FULTON

SECOND

3

SHELDON LINEAR PARK

LEXINGTON

CALIFORNIA

VETO

LYON

LYON

PEARL

LAKE MICHIGAN

FIG 3.17: Future bike network

WINCHESTE

OTTAWA

SCRIBNER

MOUNT VERNO

WINTER

SUMMER

DRAFT

JACKSON

SIBLEY

AN

T

PLEASANT

33

DRAFT and secure bike parking, better information, and more encouragement and safety programs. This will all create a unique culture in Downtown and help the City attract new businesses, residents, and visitors.

The focus of this plan is on Downtown and there are a number of improvements that can be made as part of it. However, without a plan to develop connections to all of the City, the investment in biking Downtown will not have the overall impact it should. A bike plan will be incorporated as part of the Vital Streets Plan and develop the overall road map for making Grand Rapids the most bike friendly city in the Midwest. It should include a decision tree for bike facilities as part of street design projects (sidepath/trail >> cycle track >> buffered bike lane >> bike lane >> marked shared lane) and include a citywide network of facilities with an emphasis on developing infrastructure that separates people riding their bikes from other modes of transportation and low stress routes using neighborhood streets. Implementation should prioritize installing infrastructure where demand is currently high as well as building in neighborhoods where riding a bike could have a significant impact on household transportation cost.

Providing a dedicated and separated northsouth bicycle facility to connect to Downtown should be the immediate bicycle infrastructure priority. A two-way cycle track on Ionia Street would accomplish this. This would require removing one lane of traffic, providing a twoway cycle track on the east side of the street, 34

GR

RECOMMENDATIONS

FIG 3.18: Re-envisioning Ionia and Ottawa

and installing bike signals at each signalized intersection. Converting Ottawa Street to twoway and the redesign of the interchanges will provide the additional capacity and accessibility to balance removing a lane on Ionia. Additional improvements should be made to Ionia, south of Fulton, to make it a low-stress bike route.

North of I-196 where Ionia is not a through-street, Develop “active� streetfronts along Ottawa/ Iona/Plainfield

the opportunity is to redesign it to accommodate this cycle track coupled with a linear park. This improvement will help to connect Belknap, Creston and Monroe North to Downtown.

As discussed previously, Division could serve as a north-south bicycle street south of Fulton. Unlike other streets that have limited width, Division allows the integration of bike lanes without removing parking or travel lanes. Coordination with MDOT is needed to

DRAFT

3

FIG 3.19: Re-envisioning Division and Ionia, north of I-196

to the west, a new bicycle connection should be provided on Lake Michigan Drive under US 131 that ties in with a low stress route on Front Avenue to the bridge. To the east, bicyclists will be connected to the bridge via the trail on the river connecting to the future bike facility on Fulton and utilizing a low stress route on Lyon, west of Ionia.

The majority of crashes between bicycles and vehicles occur at intersections. People on bikes will always be vulnerable at intersections due to the potential conflict points with vehicles and issues with speed and visibility. Providing greater priority to bikes in intersection design will have a tremendous impact on improving safety. Bike signals should be installed with the cycle track on Ionia Avenue as well as with any future two-way bicycle facility. A protected intersection design for bikes should be developed as part of the Ionia Avenue design at Monroe Center. All bike facilities should be striped through the intersection and bike boxes should be included at the intersections.

determine the feasibility and timing of these improvements.

Selecting an east-west connection to provide a similar facility needs to be part of the larger bike plan to identify the best connection. The steep grades on Lyon, Fountain, and Fulton present challenges for users riding eastbound (uphill) and hazardous speeds for riders westbound (downhill). A larger planning effort, such as the citywide Vital Street plan, can identify the best

connection to the east side of the City. In the short term, improvements should be made to develop a low stress route from Cherry Street to State Street to Weston Street. Bike lanes should also be tested on Fulton Street as discussed previously. Both of these routs should link up with the Ionia cycle track.

The Blue Bridge should be considered the destination to connect bicyclists across east and west of sides the River. To improve connections

One of the challenges with new bicycle facilities, such as a cycle track, is maintaining them.

Because they are between the parking lane and the curb, they accumulate snow during winter months and debris during the rest of the year.

New maintenance procedures and equipment will be necessary to maintain this infrastructure.

This will include a policy on maintenance and training city workers how to plow new bike facilities, procuring additional equipment to maintain cycle tracks, and including bike facilities in the prioritization system of what streets get plowed first.

35

DRAFT In addition to infrastructure and policy, Downtown should take a number of steps to become a Bicycle Friendly Business District.

These actions are necessary to making biking part of the culture of Downtown and encourage people to ride, particularly those that live within two miles of Downtown. This may include developing an incentive program for people that ride their bike to receive discounts at local stores and restaurants, installing public fix-it stands and air pumps, purchasing a cargo bike and allow it to be shared by businesses in Downtown, increasing the amount of promotional materials on biking, and ramping up participation with Bike to Work Week.

Ionia and Division today (top) and potentially in the future (bottom) >>

FIG 3.20: Section of proposed improvements to Ionia & Division north of I-196 36

GR

RECOMMENDATIONS

INTEGRATE FREIGHT AND HIGHWAY INFRASTRUCTURE INTO THE EXISTING GRID AND NETWORKS IN DOWNTOWN Barriers exist in almost any urban transportation network, both natural and man-made. While there is nothing that can be done to overcome most natural barriers, steps can be taken to minimize the barriers that rail, bridges, and highways create to a city’s transportation network. Downtown has two major highways going through it and industrial land uses that generate high volumes of trucks.

>>Interstate 196

Interstate 196 provides regional access between Grand Rapids and the rest of Michigan and the Midwest. It is not only important for employee commutes, it also provides a connection for freight traffic. Its location, however, disconnects the north side of Downtown with the rest of the study area, making it difficult for pedestrians to cross. The interchanges at Ottawa and Ionia are constrained by grade and land, which make them confusing to drivers, particularly those using them for the first time. The City Grand Valley Metro Council, Grand Valley State University and the Michigan Department of Transportation are currently conducting a study to redesign these interchanges and the following recommendations should be incorporated into the design:

DRAFT >

> > > >

3

The design of the interchanges should prioritize pedestrian safety and connectivity to ensure that no additional barriers are created between the areas north and south of the highway. It should also ensure that the Ionia cycle track continues north and the design is as low-stress as possible so all ages and abilities of people feel comfortable riding their bike.

Minimizing vehicular delay at these locations should come after pedestrians and bikes have been accommodated as the design priority.

All intersections in the area should be designed to avoid free-flow right-turn lanes, channelized right-turn lanes, dual turn lanes, and pedestrian push buttons.

Underpasses with lighting, artwork, more friendly pedestrian spaces, and programming to reduce the barrier effect of these spaces.

If possible, both Trowbridge and Fairbanks should be extended to connect Monroe with Division and create a full grid network. The Michigan Street Plan included a number of ways to better connect the Belknap Area to North Monroe, including a trail parallel to I-96 that would connect to the southern set of existing stairs. The proposed Switchback Park will enhance these previous ideas to improve this connection.

I--196/US-131 interchange

37

DRAFT >> US Route 131

US Route 131 separates Grand Valley State University and the West Side from the River, Downtown, and Arena South. Improving the safety and aesthetics of this connection through a combination of lighting, artwork, more friendly pedestrian spaces, and programming, will help reduce one of the largest barriers in the study area.

A potentially shorter term project for improving the connections across US 131 would be to convert Wealthy Street from its current condition as an overpass to an at- or just below-grade crossing with US 131 enabling the ramps go over the street. This is an expensive proposition but could significantly improve this portion of Downtown and access to the Public Market and the Amtrak Station.

Many cities have, or are considering taking, similar highways that disconnect their waterfront and converting them to high capacity at-grade boulevards. The studies for these projects have revealed a number of benefits of these conversions, from opening up land for development, to increasing existing property values, to saving taxpayer dollars on both construction and maintenance. The 2002 Master Plan for Grand Rapids included the idea of studying the feasibility of converting a portion of US 131 to a boulevard. It is estimated that up to 2 million square feet of land could be made available for development with a different alternative of US 131. The City and DGRI should undertake a feasibility study and cost benefit analysis of the long term future of the highway, between Interstate I-196 and Burton.

The potential options for this segment include keeping it as it is, converting the highway to a boulevard, burying the highway, or complete removal.

This study should include the potential design of the alternatives and impact to traffic as well as a value capture strategy for redevelopment to help pay for the project.

GR

RECOMMENDATIONS

Trucks and freight traffic are never shown as part of the marketing materials for any downtown, but they are critical to the day-to -day operations of retail and restaurant uses, as well as industry and other commercial businesses.

Balancing the need to provide direct and reliable access to freight vehicles while creating streets that are people friendly is a challenge for any downtown, but must be accomplished to ensure the success of the area.

The first step of this process is to identify streets which trucks should and should not use.

It is recommended that the existing Trucks, Prohibited Streets (Trucks, Prohibited Streets) Ordinance be expanded to include the following streets.

> > > >

Art and lighting examples for underpasses

38

>>Truck Traffic

Ionia, from Wealthy to Newberry Monroe Ave, from Fulton to Michigan Pearl, from US 131 to Monroe Cherry, east of Division

Streets that are designated for truck use should be upgraded to ensure smooth and efficient delivery of goods. A new, simplified truck map for Downtown should be developed and distributed to local companies. It should show a more limited trucking network directing trucks to collect along the State and County designated routes, deviating only once they are within Âź mile from their delivery destination address. The City should work with the Michigan Department of Transportation to restrict Trucks from exiting

DRAFT

3

FIG 3.21: Preferred truck route map

TRUCK ROUTES TRUCK ROUTES

G KIN OC ST

COLLEGE

COLLEGE

onto Market St and Cherry St in the Center of Downtown, favoring instead the Wealthy Street on/off ramps.

DIVISION

DIVISION

MONROE

NEWBERRY NEWBERRY

MONROE

G KIN OC ST

BRIDGE

LAFAYETTE

LAFAYETTE

FRONT

FRONT

SEWARD

SEWARD

PREFERRED ROUTE NETWORK PREFERRED ROUTE NETWORK

Preferred Truck Truck Preferred Entrance / Exit / Exit Entrance

BRIDGE

MICHIGAN MICHIGAN

IONIA

DIVISION

LYON

M ON RBUS OE

CE NT ER

BUS

CE NT ER FULTON

BUS

ORTH ORTH ERW ERW BUTT BUTT

FULTON

FULTON

CHERRY

CHERRY

INTERSTATE, STATE,STATE, AND U.S. INTERSTATE, ANDROADS U.S. ROADS

CHERRY

DIVISION

IONIA DIVISION

IONIA

M AR KE T

M AR KE T

FULTON

BUS

CHERRY

WEALTHY WEALTHY

LYON

PEARL

COLLEGE

M ON RO E

Unsigned Uns igne Stat d Stat e Roa d e Road FULTON FULTON

DIVISION

IONIA

PEARL

COLLEGE

LAKE MICHIG LAKE AN MICHIGAN

MONROE

MONROE

SEWARD

SEWARD

MICHIGAN MICHIGAN

WEALTHY WEALTHY

GR AN DV ILL E

WEALTHY WEALTHY

GR AN DV ILL E

There will always be tension between providing access and circulation for freight with changes to improve the connectivity and circulation of transit and non-motorized modes. Solutions will need to be developed on a block by block level to provide loading zones and mitigate impacts for trucks when new street designs are implemented.

Preferred Truck Truck Preferred Entrance / Exit / Exit Entrance

LOGAN

0

00.125

0.25 0.125

0.25

LOGAN

0.5 MILES 0.5 MILES

STATESTATE DESIGNATED TRUNK LINESLINES DESIGNATED TRUNK BUSINESS ROUTES; UNSIGNED STATESTATE ROADS BUSINESS ROUTES; UNSIGNED ROADS PREFERRED LOCALLOCAL TRUCK ROUTE PREFERRED TRUCK ROUTE SECONDARY LOCALLOCAL TRUCK ROUTE SECONDARY TRUCK ROUTE COMMERCIAL VEHICLE LIMITED COMMERCIAL VEHICLE LIMITED OR TRUCK PROHIBITED DESIGNATION OR TRUCK PROHIBITED DESIGNATION (Any such vehicle be may driven morenot than (Any such may vehicle benot driven more than 1/4 mile1/4 along herein road segments when when mile alongidentified herein identified road segments necessary for the purpose of loading or unloading) necessary for the purpose of loading or unloading)

39

DRAFT 3.4

GET CONNECTED: UTILIZE TECHNOLOGY TO MAKE GETTING AROUND EASIER

As Downtown modernizes its transportation system with more options, it must also begin to integrate technology with those options to provide users with more information and ability to pay for these options with their mobile device.

Wherever possible, these solutions should be designed by local entrepreneurs and students to address specific issues in Downtown.

UTILIZE APPS AND WEB TOOLS TO IMPROVE CITY SERVICES Mobile apps and web tools have made it much easier for people to communicate, including with respect to city services. The existing App, grcity 311, allows residents to report potholes, streetlights, and graffiti. But, the world is changing. Technology is now integrated into more and more facets of everyday life. Becoming accustomed to the instant gratification and real-time responses provided by mobile apps – people now look for immediate, and consolidated information and response. An app like grcity 311 could serve as a resource to tracking and responding to far more city service needs, and could provide functionality to show where others have made requests (similar to the WAZE App, or other apps driven by crowdsourced user information). In a city like Grand Rapids, with significant snowfall affecting the daily commutes of everyone in downtown, information could be posted tracking snowplowing progress in real time, for instance.

40

GR

RECOMMENDATIONS

Across the nation software developers, companies, and cities have recognized this shift as a source of ‘Big Data’. Individuals in cities are accustomed to reacting and responding to day-to-day life by reporting on social media.

The City should work to position itself to take advantage of the growing resident ties to technology and social media, building more outlets to collect information and respond to the needs of resident’s downtown.

INTEGRATE DIGITAL SIGNAGE/ CHANGEABLE SIGNAGE Providing real-time information to drivers on parking and special events can help manage congestion and improve the overall experience of visitors. In addition to variable message boards that can be placed on streets, realtime digital signage should be provided at City-owned off-street parking facilities to let customers know the price of parking and how many spaces are available.

USE NEW TECHNOLOGY TO IMPROVE CONDITIONS FOR TRANSIT RIDERS Not knowing when the next bus is coming makes it difficult to project how long it is going to take to reach a destination. This uncertainty is one of the reasons people choose not to take transit.

Many transit agencies have had great success by simply making this information available to the public in as many ways as possible.

The Silver Line bus stops currently provide information on the next bus arrival, but those are the only locations where this information is available. The information is available on the Rapid’s website.

It is recommended that the Rapid work with DGRI and businesses to install monitors/screens in the public right-of-way and in businesses to inform the public of when the next Rapid or DASH bus will arrive. This information should also be provided to web developers to create a mobile application.

DGRI and the Rapid should also partner to pilot different technologies within bus stops, including self-actuated heating, additional lighting, digital maps, and information boards, and determine which improvements bring the most benefit for the cost.

ENCOURAGE OPEN DATA FOR PRIVATE TRANSPORTATION PROVIDERS AND COMPANIES Similar to the Rapid, private transportation providers, such as Greyhound, Megabus, car share vendors, and bike share vendors, should provide open data on travel times, origin/ destination pairs, and trip lengths to encourage the development of mobile applications. DGRI should work with local developers or an existing company to develop a real time transportation app that provides all the options to reach a certain destination.

DRAFT

3 IMPROVE RELIABILITY AND INFORMATION OF TAXI SERVICE AND TRANSPORTATION NETWORK COMPANIES Reliable, on-demand ‘for-hire’ transportation is necessary for connecting regional transportation hubs to Downtown. For visitors and travelers doing business in Grand Rapids, these services are the first and last impression they have of the City. Making taxis and transportation networking companies, such as Uber and Lyft, as easy and pleasant of an experience as possible will make a difference for all.

Real time information displays

Screen shot of GR City service app

Screenshot of Waze app

Although private companies, such as Uber and Lyft, establish internal regulation processes for drivers – including background checks, proof of insurance, etc – these regulations are not standard across all companies. These regulations also often differ from licensing of city cab drivers. For the safety of Grand Rapids residents, and to ensure the city’s best interest in the growth and expansion of these companies within Downtown, it is recommended that the City engage these private transportation providers to develop regulations that standardize licensing of drivers, while accommodating the private company interests.

DGRI and the City should work together with the taxi companies and transportation network companies to develop solutions that work for everyone. Aside from operations, this includes seeking ways to minimize the amount of apps that are out there as well as providing information to the customer on the types of service and their costs.

41

FIG 3.22: Map of regional connections and opportunities Direct Bus Connections Major Highways Amtrak Train Service

Wi s c o n s i n Minneapolis Traverse City

MARKET GRAND RAPIDS’ REGIONAL CONNECTIONS

GR

RECOMMENDATIONS

Illinois

Port Huron

Grand Rapids Lansing

Kalamazoo

I-94

Ann Arbor

Chicago

St Louis

Detroit Cleveland

I-80 / I-90

Indiana

ur ho

42

Milwaukee

6

When people get off the plane or their train, they typically want to get to their destination as quickly and easily as possible. DGRI and others should work to improve information at both the airport and the Amtrak station and ensure that the next connection, typically taxi or Uber, is easy to find and use.

2 hours

s our 5h 2 .

1 ur ho 1

1

IMPROVE THE ‘ARRIVAL EXPERIENCE’ TO GRAND RAPIDS

Michigan

I-9

Grand Rapids has a number of regional transportation connections, including Amtrak (Pere Marquette service, one train in/one train out daily, and two buses in/three buses out to Kalamazoo to connect to the Wolverine Service), air (six airlines and direct flights to 22 cities) and numerous bus companies. DGRI and others should market the ease of these direct connections as well as all the other unique assets the City has to offer.

1.5 Ho ur sD ire ct Fl ig ht

US-131

With the expected growth of Grand Rapids and all of its unique assets, it is anticipated that the number of visitors to Grand Rapids, from the Midwest, nationally, and globally will continue to grow. Transportation is the first and last experience for most visitors and should help support the overall unique experience of Downtown. The different regional connections to Grand Rapids should also be marketed, particularly within the Midwest.

Regional Connections

96

PUT GRAND RAPIDS ‘ON THE MAP’

I-194

3.5

I-1

DRAFT

Toledo

Ohio

New York

DRAFT

3

IMPROVE NAVIGATION AND WAYFINDING The increase in mobile device use and GPS applications have made it much easier for firsttime visitors to find their destination without major signs. However, there will always be a need for some type of wayfinding, particularly denoting major destinations like the River, transit stations, or the Ionia cycle track. It is recommended that the City begin this effort by taking stock of the existing wayfinding and signage in Downtown. In addition to street signage, there are several wayfinding systems, such pedestrian directional signs posted along Michigan, signage directing patrons to and around major attractions downtown, and signs directing drivers to parking facilities, as well as wayfinding posted by private companies and businesses. Opportunities exist to standardize some of these systems citywide to simplify navigation for new visitors, and reinforce the Grand Rapids “brand�. By finding opportunities to integrate wayfinding, resources can be more easily overlaid in a digital format. This has the potential to benefit all modes by providing a one-stop-shop for information useful to residents and visitors. Digital maps can also be updated to include information about events such as ArtPrize. Maps posted in transit shelters could share iconography for major destinations and parking facilities, to reinforce these messages for those new to downtown.

Image of digital sign

Real time parking lot sign

Image of wayfinding

Image of wayfinding

43

DRAFT

44

GR

RECOMMENDATIONS

DRAFT

3

IMPLEMENTATION APPROACH

Implementing the recommended mobility strategies will begin the transformation of Downtown Grand Rapids to a place that provides a more balanced set of choices for how to get around. This type of multi-modal transportation system has proven to support growth in dense, urban locations. The future vision of Downtown and the River will transform Grand Rapids into a different place than it is today, and for the better. However, this transformation will encounter growing pains with transportation at the forefront. To ensure success, projects must be implemented at an excellent level and continually monitored to make improvements, the impacts of the projects should be continually evaluated, and communication, both internally and externally, will need to be clear and concise.

The following details the priority projects of the Mobility Strategy: Establish Mobile GR

>> >> Design and construct the Ionia Cycle Track >> Design and construct the Fulton Street

FIG 3.23: Transit priorities as identified in the GR Forward Open House

pedestrian safety project

>> Develop prioritization system for pedestrian infrastructure projects and begin upgrades

>> Complete Vital Streets Plan + Design Manual >> Implement car share pilot

45

DRAFT 3 IMPLEMENT A 21ST CENTURY MOBILITY STRATEGY 3.1 Provide a Stress-Free Pedestrian Experience for All Ages and Abilities Recommendation Prioritize pedestrian safety and connectivity at intersections

Timeframe

Responsibility / Partners

Source of Funds

within 5 years

City of Grand Rapids / DGRI / private developers

City/MDOT/DGRI

Initial Action Steps Establish a Department standard to upgrade crosswalks to international style crosswalks as a part of any street resurfacing or improvement project in Downtown.

Pilot Leading Pedestrian intervals at intersections of Monroe/Pearl, Monroe/Ottawa, and Fulton/Ionia Establish prioritizations system for intersection improvements including pedestrian volume, crossing distance, proximity to transit, proximity to destinations.

Develop, enhance and implement of ‘Big Idea’ policies for street design

1st year

City of Grand Rapids

City/MDOT

Initial Action Steps Revise existing Complete Streets Policy to take a more proactive attitude towards projects as part of Vital Streets Plan Establish Vision Zero policy Re-design Fulton Street to build a seamless pedestrian connection

within 10 years (3 years for initial design)

City/DGRI

City of Grand Rapids / DGRI / MDOT

City of Grand Rapids /DGRI/ MDOT/Rapid

City of Grand Rapids / DGRI / MDOT / Rapid

City of Grand Rapids /DGRI/ MDOT

City of Grand Rapids / DGRI / MDOT

Initial Action Steps Complete design for road diet on Fulton Street with three-lane cross section and bike lanes Begin planning study to develop ultimate vision for Fulton Create a more walkable Division Avenue

within 5 years

Initial Action Steps Evaluate costs/benefits of transferring jurisdiction of US Business 131 to City Monitor impact on bicycle activity on Division Avenue after Ionia Street cycle track is installed Design road diet on Division Avenue south of Oakes Street Redesign Market Avenue as the interface between Downtown and the River

within 5 years

Initial Action Steps Redesign Market Avenue to create a better connection with the green living room

46

GR

IMPLEMENTATION

DRAFT Recommendation Improve safety of the Michigan / Bridge corridor for all users

3

Timeframe

Responsibility / Partners

Source of Funds

within 5 years

City of Grand Rapids /DGRI/ MDOT

City of Grand Rapids / DGRI / MDOT

within 5 years

City of Grand Rapids /DGRI/ MDOT

City of Grand Rapids / DGRI / MDOT

Initial Action Steps Redesign Michigan Street to improve clarity and safety for all users Invest in Cherry Street Initial Action Steps Design and implement targeted improvements along Cherry to enhance safety - focus around US 131 Ensure safe passage for bikes and pedestrians to and from Ehlers Station and Central Station

City of Grand Rapids /DGRI/ MDOT

City of Grand Rapids / DGRI / MDOT /Amtrak / Rapid / private developers

City of Grand Rapids/DGRI/ local non-profits/health service providers

City/DGRI/Foundations/ Businesses

within 10 years

Initial Action Steps Install pedestrian improvements at priority intersections connecting to Elhers and Central Stations Ensure developments in the area provide improvements for pedestrian safety and connectivity Develop pedestrian-focused encouragement programs

1st year

Initial Action Steps Establish a Pedestrian Challenge; Partner with local employers to participate.

Organize at least one Open Streets event annually, in a high profile location downtown, preferably Monroe or Fulton Retrofit parking structures for upgrades

within 10 years

City of Grand Rapids/DGRI

Private Developers (+City if cost-sharing method is established for retrofit)

Initial Action Steps Note: SSE to review landscaping policy for specific changes

47

DRAFT 3.2 Establish Mobile GR Recommendation Establish Mobile GR Organization

Timeframe

Responsibility / Partners

Source of Funds

1st year- 18 months

City of Grand Rapids

City of Grand Rapids

1st year- 18 months

City of Grand Rapids

City of Grand Rapids

ongoing

City of Grand Rapids / private developers

City of Grand Rapids / private developers

within 5 years

City of Grand Rapids / Rapid

City/Rapid

within 5 years

City of Grand Rapids / DGRI / Rapid / Foundations / private businesses

City of Grand Rapids / DGRI / Rapid / Foundations / private businesses

1st year

City of Grand Rapids / DGRI

City of Grand Rapids / DGRI

Initial Action Steps Hire new staff, update website, developing marketing materials Manage parking assets to support the success of Downtown Initial Action Steps Adjust parking pricing Consolidate parking programs Provide additional parking supply Initial Action Steps Identify potential future parking ramp locations Pilot remote parking on the Silver Line Reconfigure existing DASH service Initial Action Steps Pilot changes to one line Provide New and Enhanced Mobility Options Initial Action Steps Launch car share pilot Complete bike share planning study Pilot transit pass program Programs and Policies Initial Action Steps Conduct outreach to employers

48

GR

IMPLEMENTATION

DRAFT 3.3 Complete the Networks in/to Downtown Recommendation Designate Street “typologies� to guide investment decisions and policy

3 Timeframe

Responsibility / Partners

Source of Funds

1st year

DGRI / City of Grand Rapids

DGRI / City of Grand Rapids / private businesses

Initial Action Steps Develop a Street Typology Map for all key streets within downtown Establish desired atmosphere and development types for each street typology as part of the Vital Streets Plan Engage local businesses in establishing marketing and branding in line with the desired street typology Enhance physical and perceived connections to neighborhoods surrounding downtown for all modes

within 5 years

Rapid / City of Grand Rapids / DGRI

Rapid / City of Grand Rapids / DGRI

Initial Action Steps Install 2 high-profile, weather protective transit stations per year along streets within neighborhoods surrounding downtown which provide a direct transit link, or transfer into downtown.

Survey the condition of all transit stops along routes connecting to Central Station within 1 mile of downtown; add seating, weather protection, and lighting where possible.

Identify potential advertising partner for cost share of improved map panels Integrate remote parking facilities with BRT nodes through physical (sidewalks, lighting, landscaping) and visual (wayfinding, signage) improvements

49

DRAFT Recommendation

Timeframe

Responsibility / Partners

Source of Funds

varies

City of Grand Rapids / DGRI / MDOT / local non-profits

City of Grand Rapids / DGRI / MDOT

Create the most Bicycle Friendly Downtown in the Midwest Initial Action Steps -

Include citywide bike network as part of Vital Streets Plan and identify long-term east-west connection Install two-way cycle track on Ionia between Fulton and Lyon; improve bike facilities south of Fulton to create a low-stress network Develop low-stress routes from Cherry Street to State Street, to Weston Street and link to Ionia Cycle Track Install bicycle connection on Lake Michigan Drive under US 131 connection to the Blue Bridge Develop protected intersection design at Ionia/Monroe Center Establish a Bicycle Friendly Business District; create incentive programs for patrons who bike to local businesses.

Increase promotional materials and participation with Bike to Work Week Integrate freight and highway infrastructure into the existing grid and networks in Downtown.

varies

City of Grand Rapids / MDOT / Grand Valley Metro Council

City of Grand Rapids / MDOT / Rapid / Institutions / Foundations

Initial Action Steps Re-design Interstate 196 interchange ramps Develop a simplified preferred truck route map highlighting State/County designated truck routes.

Circulate truck route map to local industry and commercial businesses; Make all truck route information easily available on the City’s website with other business resources

50

GR

IMPLEMENTATION

DRAFT

3

3.4 Get Connected: Use technology to make getting around easier Recommendation Timeframe

Responsibility / Partners

Source of Funds

Utilize apps and web tools to improve city services

City of Grand Rapids / DGRI

City of Grand Rapids / DGRI

1st year

Initial Action Steps Develop a new website for Mobile GR which makes it easy to find all transportation related information Integrate Digital Signage/Changeable Signage

Within 5 years

City of Grand Rapids / DGRI / Rapid / private partners

Rapid / City of Grand Rapids / DGRI / private partners

Initial Action Steps Install real-time digital signage for City-Owned parking facilities Develop an App linked to parking map with real-time parking availability.

Encourage advanced sale of parking spaces for large events with ticket purchase to manage demand Use new technology to improve conditions for transit riders

Within 5 Years

City of Grand Rapids / DGRI / Rapid / private partners

Rapid / City of Grand Rapids / DGRI / private partners

Initial Action Steps Work with DGRI and businesses to install monitors/screens in the public ROW and in businesses showing real-time Rapid/DASH schedule information Encourage open data for private transportation providers and companies

within 5 years

City of Grand Rapids / DGRI / private partners

City of Grand Rapids / DGRI

Initial Action Steps Increase regular communication with private transportation companies operating in Grand Rapids Initiate a regular (Annual/Monthly) method of data sharing with willing companies Consider passing open-data ordinance for private transportation companies operating within downtown Improve reliability and information of taxi service and transportation network companies

within 5 years

City of Grand Rapids / DGRI / private partners

City of Grand Rapids / DGRI

Initial Action Steps Work with private transportation companies to develop safety and operational standards that benefit the City, businesses, and protect residents Work with provate transportation companies to understand their individual operation and growth targets

51

DRAFT 3.5 Put Grand Rapids ‘On The Map’ Recommendation Market Grand Rapids’ Regional Connections

Timeframe

Responsibility / Partners

Source of Funds

within 2 years

DGRI / City of Grand Rapids / Amtrak / Rapid / Airport

DGRI / City of Grand Rapids / Amtrak / Rapid / Airport

Initial Action Steps Provide web links to all regional transportation connections in one place on the City’s website Meet with representatives from all regional transportation connections to explore cross-promotional opportunities Highlight connections to regional transportation connections on all transportation map produced/released by the City Improve the Arrival Experience to Grand Rapids

within 2 years

DGRI / City of Grand Rapids / Amtrak / Rapid / Airport

DGRI / City of Grand Rapids / Amtrak / Rapid / Airport

Initial Action Steps Meet with Airport representative to explore opportunities to increase signage and wayfinding to downtown at the Gerald R Ford Int’l Airport Improve Navigation and Wayfinding

within 5 years

DGRI / City of Grand Rapids / Rapid

DGRI / City of Grand Rapids

Initial Action Steps Conduct a survey of all of the existing formal and informal wayfinding systems in the downtown area. (Walk Your City, Michigan Street Wayfinding, Arena directional signage, GRTagTour) Evaluate the success of existing wayfinding programs in downtown Choose the most successful system and explore expansion of this wayfinding typology throughout downtown Procure an App to assist with wayfinding in downtown - or integrate pedestrian wayfinding into parking/transit app

52

GR

IMPLEMENTATION

DRAFT

GOAL 4

EXPAND JOB OPPORTUNITIES & ENSURE CONTINUED VITALITY OF THE LOCAL ECONOMY

4 EXPAND JOB OPPORTUNITIES & ENSURE CONTINUED VITALITY OF THE LOCAL Downtown Grand Rapids offers a sense of opportunity. The belief that young, creative entrepreneurs have lower barriers to entry to pursue their professional goals while enjoying the benefits of an urban lifestyle--all at a much more affordable cost of living than major urban centers--is one of the attractive things about the area. How does Grand Rapids capitalize on that feeling and manage change in a way that will allow the economy and business climate to thrive? Today, there are a variety of organizations and initiatives dedicated to fostering the next generation of businesses. In the future, their efforts to expand job opportunities and to grow the local economy, will depend on three related factors; space for business growth at all scales; recruitment and retention of talent, and additional marketing to reposition Grand Rapids in a new class of cities.

These efforts must take place while Grand Rapids continues to evolve its downtown as an excellent place to live, work and enjoy.

8 4.1 CREATE AND PRESERVE SPACE FOR JOB CREATION AND ECONOMIC GROWTH 11 Preserve opportunities for inexpensive, flexible work space close to Downtown 15 Recruit an anchor for a new Downtown office building

DRAFT

16

22

24

4.2 ATTRACT TALENT AND LINK JOB SEEKERS WITH LOCAL OPPORTUNITIES

4.3 BRAND RAPIDS

4.4 PROMOTE INCLUSION AND EQUAL PARTICIPATION IN THE LOCAL ECONOMY

20 Build the talent pool to support the emerging tech entrepreneurs and the region’s innovation and creatively driven firms

23 Position the Downtown as a Strategic Asset for Greater Grand Rapids in the Global Competition for Talent and Innovation Investment

24 Formalize a leadership team among City decision makers and major employers to ensure equal access to opportunities

21 Leverage/expand programs to address trailing spouses to enhance recruitment for small business

23 Continue to Market and brand Grand Rapids as a visitor destination in the region and beyond

Setting GR apart as a community that embraces the importance of design in our public, work and learning space is no small challenge but it begins with educating/ enlightening ourselves

DRAFT WHY THIS MATTERS Grand Rapids was built by entrepreneurs. This spirit of innovation and entrepreneurialism still exists today as evidence by the responses of the participants to the business survey - 38 percent of participants responded that they would consider opening a business in the Downtown.

It is also visible in the prevalence of co-working, collaboration, and start up spaces Downtown.

One of the key considerations for Grand Rapids as it moves forward is: where do these businesses go when they need to grow up?

Overcoming spatial challenges in order to cultivate the local economy and retain growing businesses is one of the challenges facing Grand Rapids. Expanding job opportunities and ensuring the continued vitality of the local economy requires that Downtown provide spaces for businesses at all stages, from incubation to maturity. At each stage, businesses will encounter a new set of needs for both space and talent.

There are additional hard to forecast events that could change the trajectory of the Downtown and reinforce the need for a variety of spaces:

>

4

The growth of MSU Medical School and a changing business model for the Van Andel Research Institute (VARI) Depending on the emphasis of the MSU Medical School and VARI (and to a lesser degree Spectrum Health regarding physician-scientist recruitment) as it relates GR

CONTEXT

to basic and translational sciences, a need could emerge to provide wet lab/clean room incubation space close to existing facilities.

Additionally, depending on the specialization and strength of research programs, research teams from private companies may want to locate close by to participate in an emerging knowledge cluster.

>

>

Relocation of segments of the region’s design, marketing and product development functions into Downtown An increasing trend across the country is companies taking “talent intensive” parts of their businesses and locating those aspects near major creative or innovation hubs. For instance, the design, marketing and other aspects of large companies are increasingly locating within downtowns in part to attract high quality talent (who are seeking downtown environments) and to be close to other companies that provide related and complimentary services. GRID 70 is a step in this direction.

Success of one or more of the downtown startups 32 companies are involved in some part of the formal incubation / acceleration process through Start Garden or GR Current. One or more may be successful. There are also a number of other places such as the Grand Rapids Collaborative where the next great Grand Rapid’s company may be

created. When businesses succeed, they need inexpensive space to grow into, often preferably close to the amenities that their employees want. With prices increasing Downtown, larger spaces for growing companies can be very difficult to secure.

Therefore understanding the present state of downtown’s real estate market is an important first step. Commercial and office real estate are typically divided into three categories based on a combination of factors including age, quality and tenant mix. Class A space is typically the newest buildings in premium locations commanding the highest rents from high value tenants. Class B space tends to be older but well maintained buildings that are not functionally obsolete. High quality Class B buildings can rival certain Class A space with renovations and infrastructure upgrades. Class C buildings typically require renovations and upgrades of their basic infrastructure. Class C buildings typically command the lowest rent.

At the time of the analysis (September 2014), the downtown Grand Rapids office space market consisted of approximately 5.3m square feet of space, made up of 1.5 million square feet of Class A space, 3.2 million square feet of Class B space, and 700,000 square feet Class C space.

Vacancy totaled approximately 806ksft or 15%.

DRAFT

4

FIG 4.1: Existing Downtown office space vacancy & absorption

Keep businesses and jobs Downtown!

5

DRAFT An important consideration is the relative footprints of the remaining space and in which space class. Experience suggests that as markets go below 15% in vacancy levels, particularly in Central Business Districts, they are effectively at capacity. The primary reason is most of the remaining spaces are smaller footprints usually under 10,000 sq.ft., scattered across a number of buildings. This makes it difficult for a large space user to be accommodated. Absorbing the remaining space typically takes place in increments of a few thousand square feet at a time.

As businesses are incubated in Downtown, the key question is whether these companies can remain in Downtown, or near Downtown, as they evolve and need more space. Two potential pinch points exist based on our analysis of available real estate. The first is the limited availability of inexpensive space that can support the company as they move out of incubation and begin to approach the scale of a viable business. The second is a lack of flexible facilities for companies that develop products, whether its electronics, biotech, med devices or consumer products. The lack of space is, in part, a by product of new investment Downtown that has created real value since 1980 (see figure 4.2). Will they be able to find space to prototype, produce and distribute?

Grand Rapids needs a modern economic infrastructure of inexpensive, flexible spaces for new and growing businesses in and proximate to Downtown. In order to create this infrastructure, it will be important to view Downtown as an investment proposition for 6

GR

CONTEXT

developers and other real estate asset owners and to understand what will drive private investment to Downtown Grand Rapids in the coming years.

Coupled with the need to focus on real estate, Grand Rapids must also focus on attracting and retaining talent to support job growth. Grand Rapids workforce has a real concentration of strength in fields related to product development.

Given the region’s furniture and consumer product based industries, skills in design and prototyping are not surprising. For example, the Grand Rapids metro has a concentration of commercial and industrial designers at a rate nearly 2.6 times greater than the US. Moreover, Grand Rapids design community is slightly younger than the US. On a broader scale, one of the challenges Grand Rapids’ faces as its technology-focused innovation economy expands is its continued ability to attract and retain talent. The techbased innovation economy is driven largely by talent. The current areas of focus within that niche are software and medical device oriented products. An important consideration for the growth prospects is the present talent pool available in the area.

For the near term, Grand Rapids will need to recruit from the outside to fill key occupational categories.

Talent is attracted to the combination of professional opportunities and lifestyle options including downtown/urban experiences.

Recruitment signifies an opportunity. The

decision to move is more complex. Viewing Downtown as a “product,” it’s important to understand how it competes in a number of markets for consumer spending, residents, tourists, traveling productions, business location or other types of activities.

Within the region, Grand Rapids may be known as “West Michigan’s Downtown”—an identity to leverage at this scale—but how do people perceive Grand Rapids outside of Michigan and around the world? In competing for talent and investment with other urban centers, places of innovation, and employment hubs, local leaders must be cognizant of marketing and brand management beyond the regional scale in order to be successful.

But as important and necessary as it is to attract talent to fill important positions with local companies, we also need to grow and retain talent from within Grand Rapids. Sustaining job growth will require both tactics. Inclusion is a critical issue for Downtown but also for the City and region’s economy. According to the National Equity Atlas, the economies of the 150 largest metropolitan regions in the US could grow by 24% by closing racial gaps – i.e. the difference in economic opportunity (and pay) for minorities. The Grand RapidsWyoming metro alone could grow by 9% or over $3 billion. These are significant numbers that positively impact everyone in the region.

Realizing the vision of GR Forward will produce jobs - jobs in construction, maintenance, marketing, design and many other professions.

To address economic inclusion, it will be critical to align the implementation of GR Forward with opportunities for local skills training and jobs.

DRAFT

FIG 4.2: Downtown investment since 1980

4

7

DRAFT 4.1 CREATE AND PRESERVE SPACE FOR JOB CREATION AND ECONOMIC GROWTH There are two critical dimensions to examine when looking at the future demand for space: establishment creation and employment growth. Net establishment change provides an indication of potential new leases. Employment growth provides a sense of the relative size of facilities that might be needed.

Downtown Grand Rapids does not appear to be grabbing its fair share of new professional and technical businesses. Downtown Grand Rapids saw a net loss of 9 businesses within this industry based on CBP data between 2007 and 2012 (last year available). By comparison, the Metro area saw an increase of 364 professional/ technical employment businesses. Additionally, according to CBP data, law firms located in the Downtown shrank, but the Downtown remains home to 13 of the top 20 law firms in terms of lawyer counts in the region based on Grand Rapids Business Journal Book of Lists data.

region are located in Downtown, along with 50% of standalone research and development organizations. Based on these trends, it is clear Downtown has established itself as the location for creative and scientific endeavors in metro Grand Rapids.

Looking forward, an area of potential demand for Downtown space is the entrepreneurial development activity occurring in the City.

Using data obtained from StartGarden and GR Current two dimensions for potential demand were explored: type of industry and associated building typology.

Based on the data, 32 businesses were identified.

15 businesses are associated with software development, 10 are medical device ventures, 9 are service businesses and 2 are involved in consumer products.

In terms of space requirements, depending on the business model such as outsourcing

Have a plan for what people are looking for in Downtown and find a way to actively fill those needs. Have a resource for businesses to locate/relocate - including start up and local companies. Keep the local economy growing.

However, Downtown Grand Rapids has demonstrated an attractiveness for certain subsegments of professional/technical employment.

For example, Downtown is home to 23% of the region’s marketing and advertising businesses, but 44% of new advertising and marketing businesses created between 2007 and 2012 located in the downtown area. Moreover, 9 of the top 15 advertising agencies (GRBJ Book of Lists capitalized billings) in the Metro FIG 4.3: Grand Rapids innovation economy: number of start-ups by industry category in teh Grand Rapids area 8

GR

RECOMMENDATIONS

DRAFT

4

FIG 4.4: Professional technical net establishment change: Downtown vs. the Metro: 2012

9

DRAFT manufacturing, 24 businesses will require officetype space as their primary facility typology. 12 businesses will require flex space to serve as distribution and fabrication/prototyping space as well as research space. The medical device companies could need space that requires a clean room. Based on interviews and analysis, it appears there is limited space appropriate for medical device/ biotech companies. With regards to the space that is available, lease rates approach $60sqft – a rate typically found in much larger and established markets like Boston, MA. It may be that meeting the space needs of these types of companies through their lifecycle particularly once companies grow may be difficult to accomplish within Downtown.

If that turns out to be the case, a continued emphasis on entrepreneurial development is critical to provide the tenant pipeline to fill any available spaces that may be created. Another challenge for the Downtown office environment is that large businesses with high propensity for office uses (professional technical employment, finance and insurance, information services, management offices) tend to be located outside of the Downtown area. An analysis of County Business Patterns (CBP) data found that downtown Grand Rapids is home to a larger percentage (46%) of midsize firms (those with employee counts between 5 to 250 employees) than Metro Grand Rapids (37%).

Moreover, nearly 20% of the employees working in downtown firms are in firms with between 5-9 employees. Downtown Grand Rapids has a much higher concentration of these smaller firms (21%) than the metro as a whole (16%).

10

GR

RECOMMENDATIONS

As firms get larger the difference between downtown Grand Rapids and the metro area shrinks to essentially parity.

With all of these factors at play, a series of space-based initiatives are suggested to protect the economic future of Grand Rapids:

Innovation economy office space is often open, flexible and inexpensive for start-up companies.

FIG 4.5: Average establishment space needs (sq. ft.) by number of employees Source: Ninigret Partners analysis based on employment size

DRAFT PRESERVE OPPORTUNITIES FOR INEXPENSIVE, FLEXIBLE WORK SPACE CLOSE TO DOWNTOWN The growth in the maker community as well as an active start-up community requires taking action to preserve inexpensive workspace.

Aside from co-working and smaller flexible/ shared workspaces, commercial space in the immediate Downtown area is largely cost prohibitive to fledgling businesses. A number of existing former warehouses and multilevel factory buildings have been converted to housing and office uses rather than new locations for companies contributing to a lack of low cost Class C space in the Downtown. In other urban areas these low cost spaces on the edges of downtown are often where entrepreneurs and creative/innovation-based companies locate to minimize real estate costs, keep overhead low and maximize the use of their startup capital.

Total Class C inventory is less than 1 million square feet with approximately 100,000 square feet available which translates to a vacancy rate of 15 percent. Experience suggests that as markets go below 15% in vacancy levels, particularly in Central Business Districts, they are effectively at capacity. Absorbing the remaining space typically takes place in increments of a few thousand square feet at a time.

To combat this, GR Forward recommends the following actions:

4 >>

Create an inventory of remaining warehouse and industrial space and landlords in or near the downtown

>> Create a Production Development and

Space Modernization Entity The primary focus of most development activity in and near downtown Grand Rapids has been the creation of commercial, institutional and residential space. Typically flexible industrial space has difficulty making economic sense in urban settings. Simply put, land is expensive and the development of facilities to house small manufacturers and growing companies in need of larger, industrial spaces is not nearly as financially attractive as redeveloping the land for housing or other uses. The private market will not step in to provide the range of buildings necessary to support job growth as there is not financial incentive to do so. Grand Rapids cannot afford to do nothing. A Production Development and Space Modernization Entity would serve to fill the gap that the private market will not fill. As a non-profit, it would

REGIONAL DEVELOPMENT CORPORATION OF SOUTHWESTERN PA www.ridc.org/properties/

have more flexibility in how to finance the development of spaces for work and serve as a strong advocate for local economic growth.

This entity/fund should engage in the following activities focused within, and in areas adjacent to, Downtown:

> >

>

Purchase land and buildings to preserve space for potential fabrication and production uses; Develop and redevelop property to create contemporary flex space that can accommodate a range of firms in the technology, life sciences and consumer products industry. This could be done with the entity as a master developer and using a fee-based developer to execute the project; Provide low-cost loans for basic upgrades (repowering, etc.) to modernize older industrial spaces with specific emphasis on owner occupied structures so their capital capacity can be used to reinvest in their businesses rather than upgrade their buildings to support their businesses.

GREENPOINT MANUFACTURING & DESIGN CENTER www.gmdconline.org/about-us

11

DRAFT FIG 4.6: Real estate typologies to accommodate potential Downtown businesses

There are examples of spaces ideally suited to promote job growth in and near Downtown.

12

GR

RECOMMENDATIONS

DRAFT

4

FIG 4.7: Locations in and near Downtown that have existing buildings suitable for flexible workspace

13

DRAFT >>

Consider zoning regulations and expansion of financial tools to include West Side riverfront production space Within relatively close proximity to the Downtown core, there remain buildings that meet the needs of Grand Rapids creative and entrepreneurial businesses.

These areas, highlighted in Fig 4.7, will need special provision in the zoning ordinance to support light industrial uses such as creative production and artisanal manufacturing that would be compatible with the character of surrounding uses and neighborhoods.

At this time, the “Assembly, Manufacturing, or Production of food, textile products, technology, wood products, furniture and fixtures, paper, clay, glass or fabricated metal” are not allowed in City Center and identified in the Transitional City Center zone as a special land use. Given that there are sites and buildings in Monroe North, south of US131 around Wealthy Street and along the River on the West Side that would be suitable locations for jobs producing activities, the City should consider changing the use codes in both zones to allow some of these activities as a permitted use. Industry today is vastly different than even a few years ago and these types of activities are often good neighbors to other uses. The idea is make it clear that these uses are welcome and a part of the City’s strategy to promote job growth. In making this change, however, two important caveats are necessary: Examples of former industrial space repurposed for flexible work space. Clockwise from the top: Philadelphia, Atlanta, Philadelphia & Portland.

14

GR

RECOMMENDATIONS

DRAFT >

>

New assembly, manufacturing or production facilities in the City Center or Transitional City Center zones must meet specific performance measures with respect to noise, odor, waste and parking (loading).

It is suggested that a separate category of uses be created that includes artisanal manufacturing and very low impact industrial uses.

Larger developments (potentially over 20,000 square feet) could be considered a special land use to ensure that the development does not negatively impact neighboring uses.

To preserve space for startups and creative businesses, the City should limit the number of loading bays in order to discourage businesses in the transportation/ distribution/logistics sectors from locating in these areas, as there is no benefit to locating these types of uses in a higher value innovation district and excessive truck traffic could be a nuisance to nearby residential zones.

4 >

Parcels used for these activities located along the Grand River must provide riverfront access where continuous riverfront trails and open space networks are proposed.

>>

Work with Institutional users and other single-use building owners to identify non-traditional spaces to incubate small businesses in Downtown.

There are many large institutions, businesses and property owners Downtown that control a significant amount of space. While the space serves the needs of the institution and/or business in question, there are times when spaces are underutilized. With local partnerships, these often “non-traditional� spaces could be more effectively used to support start-up businesses.

The property owner receives the economic benefit of higher utilization of their space but also the social benefit of supporting job creation in Grand Rapids. This action would effectively provide more potential space for businesses in Downtown without the cost of development.

RECRUIT AN ANCHOR FOR A NEW DOWNTOWN OFFICE BUILDING Market conditions do not support speculative development. Few large users are already in Downtown and relatively low rents in the downtown range from $18 to $23 per square foot making new office construction virtually impossible without a major credit worthy anchor tenant. The Arena Place development and subsequent tenant movement will create available space opportunities within the Downtown core. However, the conversion of a number of older buildings such as the Waters Building into non-office uses takes office capacity out of the market.

To create new office space, target companies farther out from Downtown that have a substantial design or innovation component that may find recruiting creative-class type workers difficult into far flung suburban locations. A Downtown location may improve their recruiting success particularly if their workers are seeking an urban lifestyle.

Prototyping, pre-clinical research and small scale production (including food products) need dedicated spaces like clean rooms and suitable production facilities close to Downtown. This requires proactive planning and financial assistance.

CITY OF HOUSTON PROPERTY TAX ABATEMENT

www.gmdconline.org/about-us Thi is an incentive to companies or developers of industrial buildings. For investors contracting the construction of buildings with appraisal values of $1,000,000 or more and creating 25 or more jobs by Year 3, they are able to obtain reductions of 50% of their ad valorem taxes payable to the city.

15

DRAFT 4.2 ATTRACT TALENT AND LINK JOB SEEKERS WITH LOCAL OPPORUNITIES

FIG 4.8: Age of the workforce by key industry

Examining workforce statistics, one area of concern is the relative age distribution of the workforce particularly in the life science associated industries.

Nearly 50 percent of the workforce in medical equipment and pharmaceuticals is over the age of 45.

Nationally the percentage is also nearing 50%.

The implication being that replacement talent in this area of specialization will be highly sought after.

In Grand Rapids this concern may be exacerbated by the lower levels of relevant engineering and biological skills in the workforce. This is a reflection of the existing industry mix and not an indictment regarding economic or workforce development programs.

Using a measure of employment concentration with the US equaling 1.00, Grand Rapids is well below US occupational levels in some key areas of life sciences, electronics and programming.

Depending on the category Grand Rapids is 30%-40% below the US average in computer occupations, 60-70% below in electronics engineering, and 45% below in biological science. For any new or existing companies undergoing expansion finding the right skillsets for certain industries may be problematic.

Another perspective on talent is the pipeline created by local universities. As software

16

GR

RECOMMENDATIONS

/ coding is a key area of entrepreneurial development, as well as an increasingly important skillset in healthcare, finance and insurance and engineering, an examination of the talent pipeline from the public universities in Michigan was conducted. Fortunately, the region has an extensive graduation pipeline of undergraduate talent in the field of computer science. Grand Valley State in 2013 had the second largest graduating class in Michigan.

However, at the graduate level where more

sophisticated programming and development skills are taught, the regional programs lag. The University of Michigan graduates 3 times the combined totals of Michigan State, Grand Valley State University, Western Michigan University and Ferris State master degree recipients (see figure 4.9).

For the near term Grand Rapids will need recruiting from the outside to fill key occupational categories.

DRAFT

4

FIG 4.9: Employment estimate for key occupations in Grand Rapids compared to the U.S.

17

DRAFT FIG 4.10: Computer Science degrees awarded in Michigan, 2013

As part of the analysis of the role/value of downtown Grand Rapids, the GR Forward team held a workshop on recruitment issues. Five key talent areas were identified as areas of need for companies in the region: - IT/DATA - Design/Creative -

Academic Scientist/Researcher

-

General Upper/Mid Professional

-

Start Up Staff

As Fig 4.11 demonstrates, the specific challenges to getting to “Yes, I’m coming to Grand Rapids” vary across the groups. However, in every case a strong urban lifestyle experience as either a residential location or an entertainment option was viewed as part of the selling proposition to a prospective recruit. Therefore a series of additional actions should be a taken to address the region’s talent issues.

>> Temporary programming like food truck rallies, pop-up beer gardens and other activites described in Goal 5 of GR Forward are essential elements in creating a place that helps to attract and retain talent.

18

GR

RECOMMENDATIONS

DRAFT

4

FIG 4.11: Challenges and opportunities in attracting talent to Grand Rapids

19

DRAFT DOWNTOWN IS A PRODUCT. TO COMPETE, THE QUALITY OF THE PLACE MATTERS

BUILD THE TALENT POOL TO SUPPORT THE EMERGING TECH ENTREPRENEURS AND THE REGION’S INNOVATION AND CREATIVELY DRIVEN FIRMS The region produces a large number of graduates in a number of technical and design fields.

Retention of this talent is vital for the long-term viability of the region’s innovation and creative driven businesses.

>

>

Expand active engagement programs with universities, including a range of internships and co-ops programs to increase their access to entry level jobs and support their retention in Grand Rapids.

The Mayor in 2014 solicited input from GVSU students to gain insights and develop potential strategies for attracting and retaining college graduates. A recurring theme throughout the document was the perception of a lack of internship and other career entry models. Outreach efforts conducted by the GR Forward team found echoed the findings of this report and suggest that a conversation between local companies and universities needs to occur to help remedy this apparent gap and create a talent pipeline from local universities and colleges that support local businesses.

We have 35,000 money-infused college students and no plan for creating downtown housing, transit, retail, entertainment to capture them

20

GR

RECOMMENDATIONS

DRAFT

4 LEVERAGE/EXPAND PROGRAMS TO ADDRESS TRAILING SPOUSES TO ENHANCE RECRUITMENT FOR SMALL BUSINESS

> >

Ensure pathways exist so that Grand Rapids residents can develop and maintain the needed skills to have access to jobs in the city’s growing technology sector.

The educational system will be the primary pathway through which existing Grand Rapids residents will access new employment opportunities. Ensuring that the appropriate programs and teaching tools are available is vital to create an opportunity for everyone in Grand Rapids to participate in the emerging economy.

Fortunately, Grand Rapids has a strong foundation to help local residents gain access to new and existing jobs both in Downtown and the region. The multiple universities and colleges provide varied programs and skills training in many of the region’s industries. In addition, the Grand Rapids Public Schools Centers of Innovation is taking a bold step in preparing youth for employment in a range of fields from design and construction to health sciences.

The opportunity exists to ensure that these and other resources are connected and provide a pipeline of education, skills training and, ultimately, employment for Grand Rapidians. Given the role talent will play in creating the economy of the future, GR Forward recommends evaluating the following items:

-

The current biotechnology curriculum and teaching tools at the Innovation Center and the opportunities to link this resource with Grand Rapids Community College and other local universities.

-

Coding and computer science curriculum within the school system and with underserved populations (such as the Girls Who Code camps held in Grand Rapids in 2014).

-

Access to appropriate professional education programs and credential building such as certificates for tech professionals to help them maintain their skill and knowledge level.

>

Tailor a trailing spouse “product” for small businesses & start ups The trailing spouse issue was identified as a substantial problem for the recruitment of certain types of technical and creative professionals. Trailing spouse programs (Connect 64 & Hello West Michigan) exist for the region but are focused on larger companies. Linking trailing spouses to smaller firms as well as providing support to smaller firms in their recruitment needs is an important component of an overall talent attraction strategy.

FLORIDA’S HIGH SCHOOL INDUSTRIAL BIOTECHNOLOGY PROGRAM

www.biotility.research.ufl.edu/academic-programs-inbiotechnology/high-school-industrial-biotechnologyprogram.html “In response to Florida’s biotechnology industry transitioning from primarily research and development to high growth manufacturing, initiatives have been implemented to expand the state’s biotechnology workforce capacity.

Florida’s secondary Industrial Biotechnology program was developed to create a pipeline of employees with skills and competencies leading to multiple career paths in the industry. Through NSF funding to the University of Florida’s Center of Excellence for Regenerative Health Biotechnology a three-course framework for the program was created.”

21

DRAFT 4.3 BRAND RAPIDS

FIG 4.12: Location quotient for commercial / industrial designers in the U.S. A location quotient measures how concentrated a particular type of industry is within a region as compared to the nation..

Because of the population size of the metro area, Grand Rapids may not make a number of economic and workforce oriented “Top Cities List”. It will require an active campaign of engagement to make sure the array and depth of Grand Rapid’s assets are not overlooked in key lists that pertain to areas of interest and emphasis to the City.

For example, Grand Rapids has an outsized design expertise. It becomes even more telling when compared to the country. In July 2014, Richard Florida, author of the Creative Economy, published research regarding the US top design cities1. The study looked at different design categories for metropolitan areas of more than 1 million people. In the area of commercial and industrial design, Detroit had the highest concentration. The 2nd highest concentration was Cincinnati.

Providence RI was 3rd.

However, had Grand Rapids been included, Grand Rapids would have been among the top 3 cities in the United States.

1 http://www.citylab.com/design/2014/07/americas-leading-design-cities/373146/

Grand Rapids has been the biggest secret on the planet…forever

THE FACTORY: COWORKING SPACE IN DOWNTOWN

22

GR

RECOMMENDATIONS

DRAFT POSITION THE DOWNTOWN AS A STRATEGIC ASSET FOR GREATER GRAND RAPIDS IN THE GLOBAL COMPETITION FOR TALENT AND INNOVATION INVESTMENT As the region’s primary urban lifestyle option and home to an increasing number of scientific, technical & creative resources, Downtown Grand Rapids plays an important role as the premier location of the region’s talent and innovation assets. Collaborating with Experience Grand Rapids, The Right Place, Inc., GR Current, and others, the City and DGRI should work towards the following strategies:

>

Undertake direct marketing to strategically chosen “Top American Cities” list While there has been substantial progress in marketing Grand Rapids to site location specialists and convention/ meeting planners, it’s important to further reposition and brand Grand Rapids to a wide range of audiences. The accessibility of information today and the ubiquitous Top 10 lists play an important role in shaping people’s perception of an area. For talent and potential investors with choices, how the community is presented could be critical in their decision-making process.

At the same time active monitoring of key publications and influential blogs should be considered with a response mechanism when oversights by publications such as Top Design Cities occurs.

4 CONTINUE TO MARKET AND BRAND GRAND RAPIDS AS A VISITOR DESTINATION IN THE REGION AND BEYOND

>

Pursue Enhanced Fiber and Communications Systems Google Fiber is a high profile example of this type of initiative. It is a new form of economic infrastructure to support entrepreneurial communities involved in digital and big data applications. Reviews of the impact on Kansas City suggest that Google Fiber is making a substantial impact on the local tech community and helped turn Kansas City into a test bed for new ideas enabled by the high speed connectivity. Rocket Fiber is a similar idea being deployed in Detroit. While it lacks the cache of Google Fiber, it has similar capacity and functionality. The City’s Department of Technology and Change Management, DGRI and local technology-based businesses should discuss the current infrastructure, coordinate with local utilities and assess opportunities for the development of enhanced communications systems to support the growth of start-up businesses.

Grand Rapids is Western Michigan’s “capital” and primary urban center. It provides a true urban environment at a scale that is not overly intimidating. It is a major convention and business meeting location. While the Downtown builds its residential base, the retail and restaurant business will continue to be dependent on a thriving visitor business to enhance the viability of their establishments.

Work with local partners to create and market new experiences in Downtown and along the River.

A key selling point for Grand Rapids is its lifestyle and proximity to Lake Michigan.

23

DRAFT 4.4 PROMOTE INCLUSION AND EQUAL PARTICIPATION IN THE LOCAL ECONOMY FORMALIZE A LEADERSHIP TEAM AMONG CITY DECISION MAKERS AND MAJOR EMPLOYERS TO ENSURE EQUAL ACCESS TO OPPORTUNITIES With respect to social justice, diversity, and inclusion, the GR Forward process revealed a lot of common concerns from community leaders to local advocates and representatives from the City’s minority communities. The main issues are related to access to and preservation of affordable housing [addressed in Goal 2], cost and shortcomings of public transportation [addressed in Goal 3], and leveling the playing field for minority participation in the local economy and business/employment opportunities. Discussions have highlighted the reality that if these concerns are to be addressed holistically, the City of Grand Rapids Diversity and Inclusion Office, which administers and monitors workforce diversity efforts of the City of Grand Rapids, cannot be alone in these efforts.

There remains a need to better coordinate the good work being done by many organizations throughout the community around mutuallyagreed upon success metrics.

24

GR

RECOMMENDATIONS

One promising example is the Jobs Initiative recently funded by the W.K. Kellogg Foundation for research and planning. The idea is to identify the ways in which the City can help to prepare local residents to access jobs related to future City infrastructure projects. Whether its street improvements or construction work along the Grand River in line with the GR Forward vision, the Jobs Initiative reveals a serious move to proactively address issues around economic inclusion.

Formal partnerships should be encouraged to directly link GR Forward implementation activities with this Jobs Initiative. Equalizing economic opportunity requires the cooperation of private, public, and nonprofit sectors. Leaders among the Diversity and Inclusion Office, local service providers, local business and industry leaders, and place-based nonprofits should be recruited to work on inclusion and economic participation issues through programmatic and structural means. The nature of this collaboration and partnership brings benefits to all participants: local residents secure family wage jobs and employers’ participation in building a skilled workforce ensures their own success. Among the specific ideas and initiatives to explore include:

> >

> > >

Mechanisms that promote job growth and better enable minorities to overcome systemic barriers to living wage employment Development of industry partnership programs between employers and workforce representatives with targeted recruitment efforts in Downtown Grand Rapids and neighboring communities Youth workforce and internship programs akin to the Mayor’s 100 Campaign Entrepreneurship and capacity building programs to support the growth of minorityand women-owned business enterprises in Downtown Grand Rapids Corporate and institutional policies that increase workforce diversity (especially at management levels), and the hiring of exoffenders

’Vitality’ to me means diversity, inclusion, and integration on all levels

DRAFT

4 IMPLEMENTATION APPROACH

>> Implement an inclusion module as a

part of the business license application process At the time of the planning process, the Diversity and Inclusion Office was beginning to explore establishing an inclusion module as a part of the process of applying for a business license in Grand Rapids. This type of program could help close an awareness gap and provide the opportunity to educate new business owners about important topics such as the business case for diversity, understanding the roots and destructive impacts of bias, and how to successfully manage differences in the workplace.

Creating the active, amenity rich downtown envisioned by the community will require actions that blend development of a mix of real estate options with a series of initiatives related to talent while reinforcing and enhancing the Grand Rapids brand development work that has been occurring.

These initiatives cross many organizational boundaries and require an increased level of collaboration among a variety of stakeholders.

Moreover, these initiatives are not a linear, step by step process. They need to be done in concert with each other to build the critical, diverse mass of people necessary to support that type of downtown.

The Grand Rapids economy is undergoing a transition that will be increasingly driven by the ability to attract and retain talent – talent that will have choices as to where it will live and work. Grand Rapids needs to ensure that it has put into place the right features, amenities, opportunities, and brand image to get talent to say “Yes, I choose Grand Rapids.”

The following projects are implementation priorities for expanding local job opportunities:

> > > >

> >

Create an inventory of flexible work space and landlords in or near the downtown Initiate discussions on creating a Production Development and Space Modernization Entity Consider zoning regulations and expansion of financial tools to include West Side riverfront production space Begin an active engagement program with college Millennials including a range of internships and co-op programs to increase their access to entry level jobs and support their retention in Grand Rapids Undertake direct marketing to strategically chosen “Top American Cities” list Expand and promote youth workforce and internship programs including the Mayor’s 100 Campaign

THE NEW ECONOMY INITIATIVE www.neweconomyinitiative.org

“The New Economy Initiative, a $130 million, 10-year collaboration of 10 local and national foundations, is working to create a more diverse economy in southeast Michigan by providing technical assistance and capital for entrepreneurs and small businesses, with a focus on lowincome neighborhoods and communities of color.”

25

DRAFT 4 EXPAND JOB OPPORTUNITIES & ENSURE CONTINUED VITALITY OF THE LOCAL ECONOMY 4.1 Create and preserve space for job creation and economic growth Recommendation Timeframe Preserve opportunities for inexpensive, flexible work space close to Downtown

within 1 year

Responsibility / Partners

Source of Funds

DGRI / GR Current / City of Grand Rapids / Economic development organizations

DGRI / City of Grand Rapids / foundation support

Initial Action Steps Create an inventory of flexible work space and landlords in or near the downtown, including institutional space Initiate discussions on creating a Production Development and Space Modernization Entity Consider zoning regulations and expansion of financial tools to include West Side riverfront production space Recruit an anchor for a new Downtown office building

within 5 years

DGRI / City of Grand Rapids / Economic development organizations

DGRI / City of Grand Rapids

Initial Action Steps Target companies farther out from Downtown that have a substantial design or innovation component that may find recruiting creative class type workers difficult into far flung suburban locations

4.2 Attract talent and link job seekers with local opportunitieses Recommendation Timeframe Build the talent pool to support the emerging tech entrepreneurs and the region’s innovation and creatively driven firms

ongoing

Responsibility / Partners

Source of Funds

Local Institutions / City of Grand Rapids

foundation grants / federal and state job training programs / NSF IGERT with institutions

Initial Action Steps Begin an active engagement program with college Millennials including a range of internships and co-ops programs to increase their access to entry level jobs and support their retention in Grand Rapids Ensure pathways exist so that Grand Rapids residents can develop and maintain the needed skills to have access to jobs in the city’s growing technology sector Leverage/expand programs to address the trailing spouse issue to enhance recruitment for small business

within 5 years

Initial Action Steps Work with existing groups to include start ups and small businesses in potential employment pool

26

GR

IMPLEMENTATION

DGRI / GR Current / Start Garden / Hello West Michigan

DGRI, GR Current, Start Garden, Hello West Michigan

DRAFT 4.3 BRAND Rapids Recommendation Position the Downtown as a Strategic Asset for Greater Grand Rapids in the Global Competition for Talent and Innovation Investment

4

Timeframe

Responsibility / Partners

Source of Funds

1st year

DGRI / Right Place / Tourism & Convention Bureau / City of Grand Rapids / GR Current

institutions / landlords / DGRI & GR Current / coworking spaces & incubators /consortium funded pool

Initial Action Steps Undertake direct marketing to strategically chosen “Top American Cities” list Evaluate the current fiber infrastructure Downtown, coordinate with local utilities and assess opportunities for the development of Fiber to support the growth of start-up businesses Market and brand Grand Rapids as a visitor destination in the region and beyond

1st year

DGRI / Tourism & Convention Bureau / Hospitality industry

consortium funded pool

Responsibility / Partners

Source of Funds

City of Grands Rapids / DGRI / workforce development organizations / GRPS / local businesses

City of Grands Rapids / DGRI / workforce development organizations

Initial Action Steps Coordinate and enhance with activities in 5.1

4.4 Promote inclusion and equal participation in the local economy Recommendation Timeframe Formalize a leadership team among City decision makers and major employers to ensure equal access to opportunities

ongoing

Initial Action Steps Develop industry partnership programs between employers and workforce representatives with targeted recruitment efforts in Downtown Grand Rapids and neighboring communities Expand and promote youth workforce and internship programs including the Mayor’s 100 Campaign Expand entrepreneurship and capacity building programs to support the growth of minority-and women-owned business enterprises in Downtown Grand Rapids Promote corporate and institutional policies that increase workforce diversity (especially at management levels), and the hiring of ex-offenders Implement an inclusion module as a part of the business license application process

ongoing

City of Grand Rapids / local busineses

--

Initial Action Steps Continue to evaluate the potential structure of an incluson module for business licensure - include area businesses in the process

27

DRAFT

28

GR

IMPLEMENTATION

DRAFT

GOAL 5

REINVEST IN PUBLIC SPACE, CULTURE & INCLUSIVE PROGRAMMING

5 REINVEST IN PUBLIC SPACE, CULTURE & INCLUSIVE PROGRAMMING How can we rethink our parks and public spaces to better serve the entire community and further activate Downtown Grand Rapids year-round? Through both programming and design, public investment can make a big impact by capitalizing on our local culture and creating a more inclusive Downtown.

6 5.1 EXPAND ARTS AND CULTURAL EVENTS AND TEMPORARY PROGRAMMING TO FURTHER ACTIVATE THE PUBLIC REALM YEAR-ROUND 6 Design and program public spaces to accommodate winter activities 8 Leverage the opportunity of Downtown events

DRAFT

10 5.2 RAISE THE PROFILE OF DOWNTOWN PARKS AND PUBLIC SPACES 11 Enhance existing non-riverfront parks and open spaces through redesign and programming 17 Create new [non-riverfront] open space assets

24 5.3 EXPRESS DOWNTOWN GRAND RAPIDS’S CHARACTER AND IDENTITY THROUGH PUBLIC REALM IMPROVEMENTS 24 Make a statement with improved gateways 25 Plant and maintain more shade trees to increase the Downtown tree canopy 26 Develop streetscape designs to upgrade key streets 27 Develop a design approach for the “Event Corridor” and “Outdoor Entertainment Corridors” 28 Turn up the volume on public art 29 Highlight the presence of the Grand River with enhanced lighting

30 5.4 CONTINUE TO ENSURE THE SAFETY AND CLEANLINESS OF DOWNTOWN GRAND RAPIDS 31 Expand beautification management 33 Build on the successes of the Downtown Ambassador Program 33 Improve lighting on streets and in public spaces 36 Evaluate snow removal practices

DRAFT WHY THIS MATTERS

Downtowns across the country function differently than they did even a few decades ago. Successful downtowns, those that grace the pages of “best of” lists and attract investment and jobs, are quickly adapting to meet today’s opportunities. There are more people living, and excited to live in Downtown Grand Rapids than in recent memory. At the same time, businesses are competing for talent with cities across the country. A key factor in supporting both residential and job growth is the quality of the place. Downtown Grand Rapids needs to provide a unique experience that can’t be found regionally or even in other cities.

The experience of Downtown is defined by the quality, character and amenities provided on Downtown streets, in Downtown parks, within destinations like GRAM or the Arena and through events and programming that bring people together.

The foundation of creating this kind of Downtown experience is taking care of the basics–clean, safe, and well managed public spaces and streets. There are mixed feelings about safety Downtown depending on who is talking. For many less familiar with urban areas, the issues of panhandling, trash, graffiti and news reports that highlight crime in the area help to form strong negative perceptions about Downtown. Recognizing that perception can be reality to many, DGRI launched the Downtown Ambassador Program in 2013. The Ambassadors are visible on the street, provide services to local businesses and residents, and support safety in Downtown. To date they’ve 4

GR

CONTEXT

FIG 5.1: “Thumbs up” activity results. Four of the top five priorities from the “thumbs up” exercise at the public open house are related to public realm elements and programming.

helped to remove 211 instances of graffiti, provided over 4,000 safety escorts and been in contact with over 1,400 businesses. Even prior to the launch of this program, crime in Downtown dropped 29% between 2009 and 2013–a rate of reduction greater than that of the City as a whole. To further this trend, other actions including improved lighting, clean-ups and effective snow removal can help to greatly improve the perception and experience of Downtown.

The most effective tool to changing perceptions, however, is more activity. More people on the streets, more businesses and more programming provide what is frequently referred to as “eyes on the street”–a key factor in improving safety in other successful downtowns. The challenge is that much of Downtown’s built environment does not actively support street activity. 63% of Downtown streets are lined with “inactive uses” (blank walls, parking lots or empty space) that can make a street feel unsafe. This

DRAFT

“

Instead of a subterranean entrance to Government Center complex, install a “Spanish Steps” style walkway to a new entrance/connection Center between City Hall and the County building and access to Calder Plaza. Existing lower lobby could be partially retained behind the steps and current elevators can be used to continue to provide handicap access to the upper level.

- Online map comment

”

The Grand Rapidians shared hundreds of great ideas about public spaces through the online collaborative map. This one is a spoiler for what’s included in the coming pages.

5 difference by providing new active and passive recreation on, and within, the Grand River. But as Downtown grows, additional parks will be needed to provide space that brings together residents and/or visitors. These parks can act as vibrant public spaces for growing Downtown neighborhoods, help to strengthen connections within Downtown and provide ecological benefits. But one of the key needs is to re-think the Downtown parks that exist today. Grand Rapidians have strong opinions about parks Downtown and have contributed multiple suggestions for ways in which to activate Calder Plaza and Heartside Park, among others.

A near term opportunity is to ramp up Downtown programming. ArtPrize, Laughfest,

Movies in the Park and many other programs and events already transform Downtown into a local, regional and national destination at specific times of the year. A full slate of major events, year round, as well as continuous smaller events like parklets and other temporary “popup” spaces can provide spaces that people want to use. In fact, participants in the GR Forward Open House prioritized programming such as food truck rallies, pop-up beer gardens, outdoor dining and parklets to help active Downtown streets. In expanding a calendar of events, it is essential that programming be inclusive and seek to attract a full cross section of individuals and families from across the region. As the vision for GR Forward states, Downtown must be welcoming to all Grand Rapidians.

discourages walking and does not provide an attractive space to enjoy. In contrast, streets lined with trees and storefronts are inviting to customers and residents alike. Today, the Downtown tree canopy is 5% compared to the City-wide goal of 40%. A map illustrating trees in and around Downtown makes the point clear - the Downtown boundaries are clearly visible simply from the lack of street trees alone.

Coupled with the quality and character of Downtown streets is the role of parks in bringing people together. Currently, Downtown lacks sufficient open space, with only 6.4 acres of parks per 1,000 residents. With residential growth, this number will further decline. For comparison, the median for the 100 largest cities is 12.4 acres per 1,000 residents. Improvements on the Grand River can make a significant FIG 5.2: Open space access statistics 5

DRAFT 5.1 EXPAND ARTS AND CULTURAL EVENTS AND TEMPORARY PROGRAMMING TO FURTHER ACTIVATE THE PUBLIC REALM YEAR-ROUND As part of the Downtown residents survey, participants were asked to rate a number of aspects of their community. One of two aspects tied for the top rating among them was “Availability of arts and culture destinations and programming.” Without discounting the value and importance of Downtown Grand Rapids’ many significant arts and cultural institutions, an important part of this is events and temporary programming. Towards that end, Grand Rapidians offered some creative outside-the-box ideas for events programming Downtown, such as tractor pulls, dragon boat races, igloos in winter, and a “bacon fest” during GR Forward outreach and engagement events.

Clearly, the increased activation of Downtown’s parks and public realm with events and

temporary programing, such as Movies in the Park at Ah-Nab-Awen Park, ArtPrize, parklets, and many more, has ramped up interest in these types of activities and there is additional demand for more.

DESIGN AND PROGRAM PUBLIC SPACES TO ACCOMMODATE WINTER ACTIVITIES Part of the challenge is ensuring that Downtown Grand Rapids feels as active during the winter months as it does during the rest of the year.

Events are an important way of encouraging foot traffic Downtown to sustain businesses through the winter, not to mention boosting morale and fostering community when everyone has had enough of the cold, wind, and snow.

DGRI has made efforts to expand festive winter programming and activities Downtown through a range of initiatives, including ice skating at Rosa Parks Circle, which welcomed over 35,000 skaters during the 2013-2104 season;

Big ideas for Downtown events at movies in the park and Grand Rapids Festival of the Arts; DGRI’s Valent-ICE installations.

6

GR

RECOMMENDATIONS

FIG 5.3: Downtown events by time and month [source: City of Grand Rapids Office of Special Events]

DRAFT

5

hanging over 84,000 holiday lights throughout the Downtown area; the Window Wonderland Competition, which engaged Kendall College of Art and Design students in designing storefront displays; the “Valent-ICE installations” of custom ice carvings outside of businesses leading up to Valentine’s Day; and others. That said, plotting the frequency of Downtown public events throughout the calendar year [Fig 5.3] reveals that there is still work to be done in filling the gaps to activate Downtown with events and programming through the most challenging months.

Recommendations put forth through the GR Forward process include accommodating seasonal programming for winter activities along the Grand River and in Heartside Park, which will bring more energy and foot traffic to the Downtown area. Complementing these activities—and rounding out winter activities in the near term before these types of capital improvements are fully implemented—there is room for additional winter events and programming.

>> The winter version of food trucks—featuring

concept menus and collaborations between Downtown businesses--may look a little different than they do in warmer months, but the novelty in and of itself could prove to be a draw. Temporary restaurants specifically tied to river locations have generated a buzz in Winnipeg, Manitoba, and a similar idea could bring a buzz to Downtown Grand Rapids and the Grand River through the winter months.

RAW: ALMOND POP-UP WINTER DINING RAW: Almond, the “first ever outdoor dining restaurant on a frozen body of water,” has reinvented the experience annually in Winnipeg, Manitoba since 2013. Pictured is the winning entry of the 2015 designbuild competition, by UK architects OS31, which specializes in lightweight and adaptable architecture.

WARMING HUTS Since 2010, The Forks Renewal Corporation has invited artists, designers, and architects to submit ideas through a design-build competition for temporary structures intended to draw folks outside during the winter months, when temperatures commonly drop to 30 or 40 degrees below zero in Winnipeg. Several of the structures are built each year, clustered along the Red River Mutual Trail. Pictured [above] are Patkau Architecture’s 2011 ice skating shelters and [below] “the Hybrid Hut,” a 2015 entry by Rojkind Arquitectos

>>

How can Downtown’s public spaces be temporarily reconfigured to invite use and provide comfortable utilization of Grand Rapids’s public spaces during the winter months? Keeping warm by staying active is a worthwhile approach, but if you’re just wanting to relax and stay warm while socializing, how can public realm amenities accommodate breaks between shopping, enjoying the outdoors after dinner, or enjoying the setting of 7

DRAFT Downtown Grand Rapids when it would be too cold outside to do so otherwise? The idea is to winterize our sidewalks by learning from other cities and creating a range of amenities that provide outdoor comfort even in winter months.

With the wealth of innovative ideas being generated among the design and entrepreneurial community in Downtown Grand Rapids, one might expect that this crowd might have some innovative ideas about how to beat the cold in winter while also activating the public realm through the winter months. What better way to engage the community through the winter months than to host a collaborative designbuild competition resulting in the installation of site-specific winter retreats and programmatic features, accompanied by a week long festival during which the community experiences each of the temporary installations and votes for their favorite winter destination? The competition could also invite entries from across the globe, creating the opportunity for spreading awareness of the climate for design innovation in Grand Rapids beyond the region.

LEVERAGE THE OPPORTUNITY OF DOWNTOWN EVENTS Downtown events are essential in creating a great place and level of activity that compel residents to live and visitors to hang out Downtown. They are also a great opportunity to introduce potential residents to the lifestyle, cultural vibrancy, and entertainment Downtown Grand Rapids has to offer. Part of leveraging the opportunity is maximizing marketing and promotional tools to make the most out of all the hard work that goes into organizing events downtown:

>>

DGRI already makes use of social media tools to spread the word about things going on in the Downtown area, but there may be additional strategies that can help boost awareness and attendance of events. Running a real-time interactive competition or creative crowd-sourcing event-within-an-event with a visual presence at the event itself would ideally prompt attendees to respond to social media prompts, boosting visibility of the event among networks of participants. For example, having a “caption that photo” or “guess the number of

“

During ArtPrize businesses were closed by 7pm, including the public museum. This was a missed opportunity.

- Online map comment

”

bottle caps in the truck bed” contest could help bring attendees to a specific location where marketing materials promoting Downtown living and amenities are stationed could boost participation and social media activity while bringing more visibility to additional Downtown marketing materials.

>> It’s often easy for some to lose promotional eblasts among the piles of marketing and sales emails, especially around the holidays when Downtown event marketing is often in full swing.

Grand Rapidians could be given the option to opt in to a text alert subscription service to stay in the loop about upcoming events Downtown.

>> Partner with local educational institutions to ensure that event details are reaching the local student population through school email lists.

KENSINGTON KINETIC SCULPTURE DERBY Since 2007, the annual Kensington Kinetic Sculpture Derby has invited entrants to parade their wild and crazy custom modifications of bikes and other wheeled and pedaled self-powered transportation machines in a wacky “race” through neighborhood streets in one of Philadelphia’s hipster enclaves. Reaching the finish line [a goal secondary to that of creating a totally off-the-wall kinetic sculpture] is usually preceded by a major blooper moment as participants try to navigate their rides across a

8

GR

RECOMMENDATIONS

treacherous mud pit, which, as any cyclist would know, is pretty darn near impossible on two wheels. The Derby, organized by the New Kensington Community Development Corporation [NKCDC] as a part of the Trenton Avenue Arts festival in East Kensington, brings together thousands of bike enthusiasts, local artists, residents, and visitors, increases exposure of Philadelphia’s creative community, and promotes local bike culture.

DRAFT

5

A second important aspect of leveraging the opportunity of events Downtown is ensuring that those who attend events are able to experience first-hand all that Downtown has to offer. Specifically, local businesses should be encouraged to stay open, whether or not that means extending their hours, during major events. Well in advance of a major event, organizers should make a coordinated outreach effort to businesses within walking distance [and potentially beyond, depending on the type of event] to inform them of the hours and benefits of staying open during the event.

9

DRAFT 5.2 RAISE THE PROFILE OF DOWNTOWN PARKS AND PUBLIC SPACES At 6.4 acres of parks per 1,000 residents, Downtown currently falls short of standards for the amount of parks and public spaces. In fact, more than 10 times as much area is dedicated to transportation (including parking) than open space. With continued growth Downtown, the need for more parks and public spaces will only grow. Downtown needs new open spaces to serve as gathering spaces and amenities for residents and employees.

But it is not just the amount of parks and open space that matters but the quality. Existing

FIG 5.4: Open space strategy 10

GR

RECOMMENDATIONS

DRAFT

5

parks Downtown are both undervalued and overlooked. These spaces often lack programming and are physically or socially disconnected from the surrounding context of homes and/or businesses. The opportunity is to transform these parks into vibrant public spaces that truly represent Downtown.

ENHANCE EXISTING NONRIVERFRONT PARKS AND OPEN SPACES THROUGH REDESIGN AND PROGRAMMING

>> Vandenberg Plaza (aka Calder Plaza)

Calder Plaza and its namesake sculpture are some of the true icons of Grand Rapids. The plaza consists of a raised plinth encompassing the superblock bounded by Ottawa, Lyon, Monroe, and Michigan streets and includes 3 office buildings, and 3 government buildings one of which is City Hall. In true modernist fashion, Calder Plaza serves more as a backdrop for the architecture and sculpture than an active, functioning public space. While the design has certain merits; classic modern design, unobstructed views of the sculpture, easily programmable space for large scale events like ArtPrize and Festival of the Arts, there are a series of strategic measures to be taken that can allow flexible opportunities to activate the space for everyday use.

> Integrate

a “Health Loop” to Connect Medical Mile to the River Calder Plaza is located between the Medical Mile and the Grand River. With

FIG 5.5: Medical Mile/Grand River health loop Calder Plaza has the potential to be a hub in a new “health loop” that connects Medical Mile to the River improvements to the Grand River, there should be opportunities for local employees to walk to the River. The idea is to create and brand a “health loop” – an approximate 1 mile loop connecting Medical Mile with the River. While some GR Forward participants think of the elevation change as an impediment to pedestrian mobility, branding it as a health and exercise amenity would help recast Downtown’s

View from Crescent Park towards Calder Plaza and the River.

11

DRAFT

Calder Plaza’s plinth creates a barrier to connections to Monroe Avenue.

topography as an amenity. The Loop would begin at Crescent Park, continue down Crescent Street, between two existing office buildings, through Calder Plaza and down to Monroe Avenue and the River at Lyon Street. The design of Calder Plaza should accommodate this Loop with new seating, landscaping and a designated path. This idea reflects a plan developed by Grand Action who is working to advance its implementation.

>

12

Improve Visual and Physical Access Due to its raised plinth, 3 sides of the plaza have large stone walls which make

GR

RECOMMENDATIONS

FIG 5.6: Existing Calder Plaza seeing or accessing the plaza difficult and unpleasant. The most obvious example of this condition is the large inaccessible wall along the entire expanse of Monroe Ave between Lyon and Michigan. This is particularly problematic as the location of the main entrance to the convention center is across the street. To address these conditions, the stairs on Ottawa Street should be replaced with a ramp that seamlessly connects the street to the plaza.

Visually compelling pedestrian lighting fixtures could also help link the plaza to the street, especially if they are extended along Ottawa itself. On the Monroe Avenue side,

a new stair tower can serve to connect the Plaza to Monroe or, preferably, a collection of ramps and stairs that gently step down to the street integrated with a new landscape.

This option will require altering the existing parking garage on the Monroe Avenue side. Using this option, Calder Plaza will have a direct and visible connection to the Convention Center’s main entrance.

>

Activate the Plaza A series of mobile landscapes of various different configurations will break up the space into more intimate environments, introduce more greenery to the paved

DRAFT

5

FIG 5.7: Proposed “Health Loop” and Calder Plaza Improvements 13

DRAFT

FIG 5.8: Calder Plaza concept 14

GR

RECOMMENDATIONS

DRAFT

5

FIG 5.9: Concept for Heartside Park, Summer

plaza, and provide more seating options.

As movable planters, they can fit into a variety of different configurations suitable for various events and programs.

>

Explore Development Opportunities The large parking lot immediately to the south of Calder Plaza and the entirety of Lyon Street offer an opportunity to integrate new development and new retail into the area. On the parking lot, a variety of new building configurations are possible as the lot is very large. On Lyon Street, simply extending the lobby space of the two Fifth/ Third buildings all the way to street with new commercial space will provide a more active streetscape.

FIG 5.10: Concept for Heartside Park, Winter

>> Heartside Park

Heartside Park is the result of a collaboration between grassroots organizations and City leadership to bring a new open space to the Heartside neighborhood. This important work has established a sizable open space in the heart of an area undergoing significant development.

In its current form, Heartside Park has limited landscaping and minimal programming. Many have noted the current use of the park for illegal activities which has fostered negative perceptions about the park and the surrounding area. The local social service agencies, many of which provide necessary services for those that are homeless or in transitional housing, agree with the broader public that Heartside Park needs more programming and people to root out the activities that deter use of the park by local

residents and visitors alike. The opportunity is to build upon the grassroots interest and success in creating Heartside Park by taking its design to the next level as a local and regional destination for families of all backgrounds. A lighting plan will play a key role in reversing perception of Heartside Park.

Heartside Park is envisioned as a park that changes with the seasons. In the warm weather there will be various types of gardens and meadows, raingardens and space for growing food. In the colder months the park will transition to a winter playground with a skate track, hockey rink, curling courts, and sledding hill. A manufactured hill on the western edge of the Park will help to buffer it from US131 and the highway off-ramp, improve connections

15

DRAFT

FIG 5.11: Heartside Park winter activities

16

GR

RECOMMENDATIONS

DRAFT

5

to Wealthy Street and, provide an exciting new feature to the park – a sledding hill. All of the winter activities, most notably hockey, skating and curling, must be coupled with partnerships and programs that encourage their use by families of all incomes. Youth leagues and events open to all Grand Rapidians would further establish Heartside Park as the City’s winter playground destination for families.

“

Regional playground at Heartside Park: Larger, multi-story, inclusive playground at unlike other typical playgrounds in the city. Draw for families.

- Online map comment

”

Veteran’s Park today.

>> Veteran’s Park

In tandem with now implemented plans to refresh Monument Park, Veteran’s Park was also reconsidered during a design and master planning process begun in 2013. Now that Phase I of this initiative at Monument Park is final, efforts to complete Phase 2 should be supported. To further activate the park, the City and DGRI should work together in engaging the community to consider potential public realm improvements enhancing the pedestrian experience between the main branch of the Grand Rapids Public Library and Veteran’s Park. Should redevelopment occur of the parking lot facing Veteran’s Park along E. Park Lane, ground floor retail should be encouraged to help activate the Park.

Parklet installed Downtown.

CREATE NEW [NON-RIVERFRONT] OPEN SPACE ASSETS Improving existing parks should be the first course of action regarding non riverfront parks.

However, those improvements alone will still leave Downtown residents with insufficient access to green space. Given the intent of creating stronger connections within Downtown and providing new activities and programming along Downtown streets, there are a few key opportunities for new Downtown parks:

>> Parklets

Parklets reuse on-street parking spaces as small, temporary or permanent mini-parks. The simple act of converting one parking space into greenspace has proven to enrich the lives of nearby residents and improve the bottom line of businesses. DGRI helped with the installation of parklets at Stella’s, McFadden’s and Grand Rapids Brewing Company, and is currently building a parklet with Kendall College of Art students. As the idea continues to take hold, parklets should be targeted for primary retail corridors including Monroe Center, Ionia Avenue, Commerce Street, Pearl Street, and Bridge Street.

17

DRAFT >> Switchback Park

The slopes of Belknap Hill represent an opportunity to provide new park space within Downtown that will also help connect the neighborhood with Monroe North. Many have noted that while there are currently two sets of stairs at Newberry Street and Fairbanks Street, they are both in disrepair and require significant improvements. A new set of stairs for Newberry as well as a better pedestrian crossing at Division Street can help to create a stronger connection from the 6th Street Bridge, through Monroe North, and up to Look-out Park.

FIG 5.12: Aerial diagram of proposed Switchback Park

18

GR

RECOMMENDATIONS

A more aggressive opportunity is to capitalize on the expansive views of the River and Downtown, expand Look-Out Park and create a new “Switchback Park� on the slopes of the hill.

This is an extension of a proposal included in the Michigan Street Corridor Plan that identifies an opportunity to create a trail north of I-196 that wraps around Belknap and connects to the existing stairs. From this point, the opportunity is to extend this trail back and forth down the slope to connect with Division. This will provide greater accessibility both for those with disabilities but also for those on bicycles.

Further, the design provides an opportunity to secure grants that would also repair the existing stairs which has been difficult due to ADA requirements. This gently winding path will offer pedestrians a trail connection to Monroe North and with the potential for numerous outlooks along the way it will provide a whole new experience and view of Downtown and the River.

DRAFT

5

One of two sets of stairs leading from Division to Belknap is still usable; the set not pictured has eroded almost completely.

FIG 5.13: View of the proposed Switchback Park

19

DRAFT >> Ionia Street Linear Park

Existing view of Division and Ionia north of 196

The proposed two-way cycle track for Ionia Downtown will provide a dedicated and safe space for north-south bicycling. North of 196, this facility can become a true linear park with landscaping, seating and bicycle paths offering a direct link from Belknap, Monroe North and Creston straight to Downtown. In this area, Ionia Street serves as a spillover parking and carries extremely limited traffic.

>> Near West Side Plaza

The west side of downtown lacks a central gathering space with the exception of AhNab-Awen Park. Redevelopment of the large surface parking lots located around Summer Avenue offers a great opportunity to create a park that serves as the center for new housing development. Near West Side Plaza will be bound by an extended Blumrich Street to the north, new buildings to the east and south, and Summer Avenue to the west. Active ground floor commercial on all 4 sides will make the plaza a place to enjoy the outdoors, grab a coffee, or read the newspaper.

>> Sheldon linear park / Sheldon Green

Sheldon/Bostwick Street traverses downtown north/south from Michigan Street and the Medical Mile to Wealthy Street. This corridor connects Crescent Park, Veteran’s Memorial Park, Cathedral Square, and the Sheldon Rain Garden Park. From Fulton to Maple, Sheldon Street is a wide, one way street with a median in the middle. The opportunity is to close the eastern portion of Sheldon Street in this location and convert it into a linear green space that

20

GR

RECOMMENDATIONS

FIG 5.14: View of the proposed Ionia Street Linear Park

DRAFT provides outdoor passive space and stormwater management. This action, completed in tandem with streetscape improvements stretching up to Crescent Park, will create a distinctive link between some of Downtown’s major institutions and unique green spaces.

5 FIG 5.15: Sheldon linear park: existing and proposed aerial diagrams

FIG 5.16: Sheldon linear park: existing and proposed sections looking south

21

DRAFT

FIG 5.17: Sheldon Street linear park open space network 22

GR

RECOMMENDATIONS

DRAFT >> Bridge Street Skate Park

US131 serves as a strong barrier between the West-Side and the River. In some locations, there is significant space that could be considered for active uses. The Bridge Street US131 underpass is an opportunity to provide a skate park – a much desired activity Downtown. The skate park would provide a draw for area youth and help transform unused space into a true gateway to the Bridge Street commercial district on the West Side of US131.

5 >> River Corridor Parks

There are a number of new open spaces proposed along the River. Three of these spaces are located in or adjacent to Downtown and are owned all or in part by public agencies. 201 Market Avenue is designed to include a large green living room that will help to connect residents to the River and provide space for large-scale River programming. The sites immediately north of 196 owned by the City, Michigan State University and Kent County offer another opportunity for green space along with River. Lyon Square is

under design to better serve restaurants in the Amway Grand Plaza Hotel but also to integrate flood infrastructure and enhanced public access to the River. Finally, the proposals to improve Rapids View Park (fishladder) and create a new Interchange Park on the west side (described in Goal 1) provide necessary West-Side riverfront parks with enhanced public access and stormwater management. All of these parks will help provide anchors to an expanded River trail system discussed in Goal 1.

FIG 5.18: Bridge Street skate park 23

DRAFT 5.3 EXPRESS DOWNTOWN GRAND RAPIDS’ CHARACTER AND IDENTITY THROUGH PUBLIC REALM IMPROVEMENTS MAKE A STATEMENT WITH IMPROVED GATEWAYS There are many gateways to Downtown that represent opportunities to market local businesses and the City as a whole. Be creative and use art and lighting installations to improve highly visible gateways. US131 and 196, in particular, are opportunities to create improvements that are visible to incoming traffic but also serve to slow the speed of traffic as they enter the City. These underpass improvements are highly sought after by residents who prioritized them in the GR Forward Open House activities. Primary gateway opportunities include: Heartside Park (from 131); Grandville underpass; Fulton Street underpass and at the intersection with Market Avenue; Pearl Street underpass; Bridge Street underpass; Monroe Avenue underpass; 196 on and off-ramps (Ottawa/Ionia); Monroe Avenue at Coldbrook; Market and Wealthy Streets and; Division and Wealthy Streets. Early action gateway treatments should focus on lighting and art at the Monroe Avenue and Bridge Street underpasses.

FIG 5.19: Gateway improvements locations 24

GR

RECOMMENDATIONS

DRAFT

The Monroe unappealing.

North/Downtown

5

gateway

is

particularly

In addition to underpasses, key intersections should be considered for bolder design approaches. Think of Cherry Street, for instance – the bright redbrick street makes a noticeable statement from major corridors like Division.

Other opportunities should be explored to integrate non-traditional color or design in the streetscape. Examples include the use of ground surface materials to highlight sidewalks or intersections of key pedestrian-focused streets like Ionia Avenue, Bridge Street, or crossings along Fulton Street, as was done at pedestrian crossings at intersections where stations for the Silver Line are present.

PLANT AND MAINTAIN MORE SHADE TREES TO INCREASE THE DOWNTOWN TREE CANOPY Trees are necessary elements for a successful downtown. Besides the health benefits associated with trees, they mitigate issues like heat and wind while also adding value to nearby properties. Streets with street trees are

FIG 5.20: Existing tree canopy more attractive for businesses and residents alike. The City’s Green Grand Rapids Plan has established a goal of 40% tree coverage citywide, up from the current 34%. However, in downtown the current tree canopy is less than 5%. There are many reasons for this including the area’s legacy of commercial use [which removed the majority of trees during development] and the difficulty in planting and

keeping trees healthy due in part to the limited space along streets for adequate tree pits. The lack of shade trees downtown has been noticed by many including those that participated in the GR Forward planning process. When asked what improvements would make it easier and more fun to get around Downtown, the number one answer [along with separated bike lanes] was “more trees.”

25

DRAFT DGRI, the Friends of Grand Rapids Parks, Urban Forestry Committee, and the City have made a commitment to expanding the tree canopy Downtown and along the River. Given the need and difficulty, this will take time. To ensure both visibility and impact of new tree plantings, priority streets should be identified for concentrated plantings. To help facilitate citizens’ access to the Grand River, the east-west streets that connect the neighborhoods to the River should be first priority for improving the tree canopy.

The Bridge Street corridor is brimming with character and potential.

DEVELOP STREETSCAPE DESIGNS TO UPGRADE KEY STREETS The look and feel of streets should exemplify the direction Downtown is heading. Street furniture, lighting, signage and landscaping should play a prominent role in helping to upgrade Downtown streets as spaces that support local business and encourage activity.

A number of streets should be considered for streetscape improvements:

at the intersections. The parking / bicycle lanes can be converted to travel lanes to accommodate traffic during major events at the Arena or in Downtown.

>

>> East-west

streets: [Improvements to the following streets are also proposed beyond the boundaries of Downtown to create stronger connections between the River and the City’s neighborhoods as discussed in goal 1 of GR Forward]

>

Fulton Street As a primary gateway to Downtown, Fulton is envisioned as a boulevard that integrates new landscaping, parking lanes, bicycle lanes and safer pedestrian crossing

26

>

GR

RECOMMENDATIONS

Bridge Street To support Bridge Street as the primary retail corridor on the West Side in Downtown, improved sidewalks, crosswalks and bumpouts are necessary to enhance pedestrian safety. Façade improvements, lighting and signage will also support the growth of new retail businesses.

Pearl Street / Lake Michigan As a primary connection between Downtown and the River, this corridor should integrate signage about the River, trails and other amenities and provide new landscaping and street furniture to reinforce these linkages.

While improvements on Cherry Street east of 131 have improved the pedestrian environment, sidewalks are narrow and obstructed by sidewalk infrastructure on the west side of 131.

>

>

Cherry Street As the primary street connecting east side neighborhoods to Downtown and, one day, the River, Cherry Street is an important Downtown street. Much has been invested already in the streetscape. New and improved wayfinding and improved bike and pedestrian-oriented improvements will help establish this corridor as a River connector street.

Wealthy Street Wealthy Street traverses a collection of different industries and institutions.

The design should reflect an “innovation corridor” concept through the use of newer technologies (solar-powered LED lighting) and branding to highlight the business activity in the area. In addition, the Wealthy Street overpass acts as a significant barrier from both north to south and east to west.

DRAFT To address this condition, a redesign of the Wealthy Street overpass is warranted.

A feasibility analysis is necessary to determine the most beneficial approach that will provide better connectivity in this portion of Downtown.

>> North-south streets:

Division Avenue: As described in Goals 2 and 3, Division is an important corridor for the development of Downtown and in its role as a primary connection from neighborhoods to the south. As a wide street, Division has the room to provide protected bike lanes without removing parking or travel lanes south of Fulton thus creating a safe connection for all modes of transportation to Downtown from neighborhoods to the south. North of Fulton, there is space to widen sidewalks and encourage walkability. Other opportunities include ramping up lighting on the buildings using LED fixtures and integrating signage and landscaping.

Division Street south of Fulton

5 Market Avenue: south of Fulton, Market Avenue is an extremely wide corridor. To complement and support proposed new development along the River, Market Avenue is proposed for a road diet to include a landscaped median and onstreet parking. New development should be set back from Market Avenue to provide for wide sidewalks.

DEVELOP A DESIGN APPROACH FOR THE ‘EVENT CORRIDOR’ AND ‘OUTDOOR ENTERTAINMENT CORRIDORS’ The street typologies defined in Goal 3 identify “outdoor entertainment corridors” including Ionia, Commerce, Bridge, Monroe Center and Williams and the Ottawa Avenue “event corridor.” These streets either already support, or have the potential to support, a range of activities designed to create vibrant commercial streets and support local businesses. There are two approaches here:

Market Avenue south of Fulton

>> Develop a design kit for event corridors that

help to activate these streets during different times of the year. The kit potentially includes: Parklets; designated spaces for temporary events, including food truck rallies and popup beer gardens; and streetscape designs that enhance pedestrian safety including unique crosswalks, curb bumpouts at intersections, potential speed tables and new street furniture.

In addition, work with area restaurants to encourage outdoor dining (even in the winter) through assistance in permitting, awnings, tents and outdoor heaters.

>> Maximize

the utility of Ottawa Avenue to accommodate large festivals. Ottawa is closed from time to time to support Downtown festivals. To help slow traffic and improve safety for pedestrians, Ottawa is proposed to become a two-way street. As a part of this redesign, additional improvements should be considered that assert the corridor’s role as home to major festivals. Potential improvements include small

Ottawa Avenue closed down for an event

27

DRAFT >> Require public art proposals to include

tensile structures or shelters that can serve as host to vendors during events and accessible electrical outlets for vendors and performers.

review and recommendations from a certified conservation consultant Given that architectural conservationists are the folks who step in when works of public art were not installed or designed with enough considerations for the wear and tear of urban context and regular maintenance, they are exactly who you want at the table to make sure things are designed and installed to stand up to the test of time in the first place. The cost of engaging conservationists should be budgeted into plans to secure resources for public art works.

TURN UP THE VOLUME ON PUBLIC ART One need look no further than Grand Rapids street signs, the sides of City vehicles, and the City of Grand Rapids flag itself—all featuring the iconic 1969 Alexander Calder sculpture, La Grande Vitesse, located at Calder Plaza— to see that there is an important relationship between public art and city identity in Grand Rapids. With so many cultural and educational institutions with arts programs, Grand Rapids’ design industry heritage, and the wealth of arts events held Downtown, the City should take advantage of more opportunities to showcase this vital part of its identity in the public realm.

>>Re-establish the Municipal Art Advisory

Commission Founded in 1977, the City of Grand Rapids’s Municipal Art Advisory Commission was dissolved in 1985 by City ordinance. According to the City’s municipal code, the Board of Art and Museum Commissioners is responsible for stewardship of works of public art in Downtown Grand Rapids, but this role is not mentioned on the City’s webpage outlining the purpose of the Board, which focuses rather on its function overseeing the City’s Public Museum. Today, there is an Art’s Advisory Committee that is only used when requested by the City Manager.

28

GR

RECOMMENDATIONS

>> In order for Grand Rapids to fully take advantage of opportunities for public art with leadership, review, and oversight structures in place to implement and maintain a forwardthinking public gallery, the function of public art stewardship should rest with one Commission dedicated to this purpose alone. Members should have extensive professional experience in art, design, architecture, landscape architecture, urban design, conservation, and related fields.

The Commission’s primary function would be to oversee design review of public art works at public meetings in advance of permitting. Any work of art proposed for placement within a public right of way or on City-owned property would require Commission approval. Approval would also be required for conservation and maintenance of public art.

Establish a percent for public art program Many municipalities have established percent for art programs to set aside resources for the provision of public art where new construction or substantial renovations of publicly owned or leased buildings meet certain criteria. Some programs allow use of public resources to trigger a percent requirement as well. Programs vary from place to place, but generally require a percentage [best practice is 1% at minimum, and many allocate 2%] of capital construction costs be reserved for acquisition and permanent installation of works of public art on-site.

Payments into a public art fund in lieu of providing public art on-site are also common and would be advisable in Grand Rapids.

>> Determine priority sites for public art

Downtown Grand Rapids is full of opportunities for more public art, and as the Grand River corridor takes shape as a network of open space

DRAFT

5

“

The Grand Rapids Police Department has a giant, blank wall that overlooks the intersection of Commerce and Fulton. Barring adding windows, the wall would be a fantastic spot for a mural. It would be a fantastic PR opportunity for GRPD, and would provide a much better sight down Commerce. ArtPrize 2015?

- Online map comment

”

HIGHLIGHT THE PRESENCE OF THE GRAND RIVER WITH ENHANCED LIGHTING

“

The “Blue Bridge” is a landmark Downtown and along the River. Originally a maintenance project, the striking end result, both day and night, represent what is possible in Grand Rapids. As other bridges over the Grand River require maintenance or reconstruction, use the Blue Bridge as the example of how Grand Rapidians cross the River. Seek to integrate bright color and LED lighting on all of the Grand River’s bridges over time to complement the other investments dedicated to activating the Grand River.

The 6th Street Bridge is an awesome landmark - more pretty bridges!

- Open House Participant

”

The iconic “Blue Bridge.” Photo credit: MJZ Photography

WYNWOOD WALLS Wynwood Walls is an art park in a Miami warehouse district. The park, created by the late real state entrepreneur and placemaking visionary Tony Goldman, features dozens of graffiti and street art murals from international artists on warehouse walls in addition to a restaurant and pop-up shop. Additional murals have been commissioned in the surrounding neighborhood as well. Art walks occur the second Saturday of every month, attracting up to 10,000 visitors. The success and scale of the project has been a driving force in the revitalization of a previously dilapidated neighborhood. Pointing to this precedent is not necessarily a suggestion that Grand Rapids should become a playground for accomplished graffiti writers [although the concept could harmonize with Creative District placemaking], but that a holistic vision for public art— where individual pieces are linked thematically or aesthetically, especially as they can relate to the emerging identity of Downtown Grand Rapids—can reinforce the brand and vibe, as well as help build buzz about Downtown.

The Police Department’s imposing blank facade hovering over Fulton Street was identified numerous times as an ideal location for public art.

assets, even more opportunity will present itself. Specific opportunities were identified as a part of the GR Forward process, including the Grand Rapids Police Department facades facing Fulton and Louis Streets, the Convention Center, GRCC Parking Structures, Ah-Nab-Awen Park, and gateway locations outlined previously in this section.

Photo credit: Flickr user Juliana Su

29

DRAFT 5.4 CONTINUE TO ENSURE THE SAFETY AND CLEANLINESS OF DOWNTOWN GRAND RAPIDS Cleanliness, safety, fun, and attractiveness are the bedrock of the Downtown experience.

Without the first two, the second two aren’t possible. In order for Downtown to continue building momentum, the basics of public realm management and perception will continue to play a critical role.

Although crime downtown comprises only 9% of crimes city-wide, and serious crimes fell 29% Downtown from 2009 to 2013 [compared to a 20% crime reduction in Grand Rapids as a whole], there is still a perception issue that Downtown is comparatively unsafe. Looking at the crime rate per 1,000 residents may reinforce this perception without further diving into the numbers. Normalizing the crime rate by number of residents downtown results in an inaccurate representation, as there are tens of thousands of workers and visitors Downtown on any given day, and all of them are potential victims of crime. If the rate were calculated by crimes per 1,000 “users,” inclusive of the Downtown resident, worker, and visitor contingents, this rate, compared to the city-wide rate would not be nearly so extreme. However, there is also the reality that because of the concentration of users and activity Downtown, there is bound to be an elevated crime rate.

Whether more based on perception or reality, the impression that Downtown is unsafe

30

GR

RECOMMENDATIONS

FIG 5.21: Crime trends Downtown versus city-wide

negatively affects the area’s ability to attract new residents, businesses and visitors. The Grand Rapids Police Department, along with DGRI’s Ambassadors and campus security, are doing a great job reducing and preventing crime, and there are a number of ways to support them in continuing this trend. Numerous studies have shown that an important component of crime

prevention is ensuring an orderly environment-that the presence of trash, vandalism, and other forms of visual disorder, tends to encourage illicit behavoirs. That said, measures to continue making Downtown clean and safe are mutually reinforcing strategies to ensuring positive growth and vitality.

DRAFT

5 EXPAND BEAUTIFICATION MANAGEMENT As Downtown continues to draw more residents, workers, and visitors, there’s no question that this growth will also come with the need for additional beautification resources. Simply put, the more people there are populating Downtown streets and public spaces, the more trash and vandalism there will be to address.

>>

Additional trash and recycling bins in public places Trash cans should be installed on every corner of Targeted Active Commercial Corridors—and mid-block as well on longer blocks. Bus stops are also good locations to provide transit users with a place to deposit waste. As new open space amenities are developed, they should also be furnished with receptacles.

FIG 5.22: Resident survey housing choice results. 50% of renters who were surveyed reported that they would not consider buying a home in Downtown Grand Rapids. Factoring out lack of interest in owning a home at all and lack of financial capacity, the top reason why they would not consider Downtown living was related to perception of safety. Nearly 20% of potential homebuyers identified “Crime or other safety issues” as a reason.

DGRI should work with its Downtown Clean Team to identify which existing trash receptacles are the most heavily utilized and consider these locations for the installation of Big Belly solar powered bins that compact trash to reduce the number of times trash needs to be picked up and reduce waste overflow.

>> Increase cleanings and graffiti removal

targeting problem areas DGRI’s Downtown Clean Team is integral to maintaining Downtown Grand Rapids’s welcoming environment. Keeping streets and public spaces free of litter and debris is critical to reinforcing perception of safety and attracting new residents, businesses, and investment.

31

DRAFT

FIG 5.23: Inactive street frontage Downtown 32

GR

RECOMMENDATIONS

DRAFT

5 >

DGRI is encouraged to pursue resources to continue building the team as Downtown users increase, as well as expanding service areas to include as much of the Downtown area as possible.

BUILD ON THE SUCCESSES OF THE DOWNTOWN AMBASSADOR PROGRAM Given the prevalence of activity gaps and stretches of streets lined with blank walls, backs of buildings, and parking garages, it’s important to continue to find ways of bringing an active presence throughout the Downtown area, including areas and times of day/week where there is low volume foot traffic. Launched in 2013, DGRI’s Downtown Ambassador Program was established in response to conversations with and the needs of local property and business owners. The Ambassadors help orient visitors, have a continual presence bringing eyes on the street, making the public realm feel safer and friendlier. DGRI is encouraged to build on the success of this program, expanding the coverage area and number of patrols.

IMPROVE LIGHTING ON STREETS AND IN PUBLIC SPACES Adequate lighting on streets and public spaces is a critical component of the perception of safety Downtown, and enhanced lighting can also serve a number of purposes, including furthering placemaking goals, improving traffic safety, and boosting foot traffic for businesses after dark. To further leverage these benefits,

>

DGRI’s Downtown Ambassadors

among others, a range of approaches are proposed to highlight Downtown’s nightscape:

>> Install pedestrian-scale lighting on key

streets Lighting sidewalks with pedestrian-scale fixtures will not only distinguish major corridors Downtown, it will also help improve perception of safety. On streets with high foot traffic lighting can serve to further enhance safety by making pedestrians more visible to motorists at night, as well as by acting as a traffic calming device. The following general design guidelines are proposed for consideration when making decisions about pedestrian light installations:

>

>

White lights, such as LED, are preferred over the yellow light cast by many traditional street lamps. This helps to distinguish the sidewalk from the street and does a better job of highlighting the character of building facades.

Fixtures should be between 12’ and 15’ off the ground in order to prevent vandalism while ensuring that the light is cast from a point close enough to the ground to provide illumination and relate to the pedestrian scale.

It is important to select a wattage that will provide a sufficient amount of light without over-lighting the corridor, which can create an unpleasant pedestrian atmosphere and could be distracting to motorists.

A photometric analysis should always accompany planning to install pedestrian light fixtures.

Pedestrian stick lights are generally placed closer together than standard street lights in order to create sidewalk environment with an even level of light, rather than creating spots of well-lit areas along an otherwise dark corridor.

33

DRAFT

FIG 5.24: Priority areas for pedestrian lighting improvements 34

GR

RECOMMENDATIONS

DRAFT

5

Although they have many benefits, the drawback of pedestrian scale lighting is the cost.

There are considerable cost savings when standalone pedestrian lights can be integrated with planned large-scale right of way reconstruction, which should be taken into account when budgeting and planning for street or sidewalk reconstruction projects. Given the high cost, pedestrian lighting should be limited to priority locations, such as:

>

>

Bridge Street As a re-emerging commercial corridor with a more of an old-time main street scale and feel, Bridge Street would be well suited for pedestrian scale lights of a more traditional character. Given the narrow width of the right of way, it may be possible to adequately light both the roadway and the sidewalk with the provision of pedestrian lights alone.

This may mean installing slightly higher poles to allow a greater reach and avoid glare for pedestrians. Positioning poles with an opposite arrangement—directly across the street from each other—would create the opportunity to string lights across Bridge Street for the holidays or to add charm as a permanent gateway and placemaking feature. This would be another reason to provide taller poles on Bridge in order to provide adequate clearance [the Federal Highway Administration recommends 14 feet of clearance for an urban collector street] under the string lights for trucks.

Fulton Street As a major gateway/through street and

events corridor. In addition to providing a festive atmosphere for evening events, the poles themselves could be outfitted with lockable electrical outlets for vendors, performers, and other uses. Using the same or aesthetically similar fixtures along Ottawa and in Calder Plaza would link the two together visually, reinforcing the concept of Ottawa as an extension of the plaza for events programming.

events corridor, sidewalk lights would not only improve the sidewalk environment for pedestrians, but would pronounce the presence of Downtown Grand Rapids for motorists passing through. Pedestrian lighting is included as a part of the proposed reconstruction of the right of way to soften Fulton and create improved pedestrian connections between the Downtown core and Heartside.

>

>

>

Ionia Avenue New fixtures will be needed to light the proposed cycle track for Ionia. North of 196, these lights will serve as the primary lighting for the Ionia Avenue linear park.

Market and Monroe Avenues As Grand Rapids’s future “river boulevard” linking the Downtown core to large scale developments and signature open spaces along the Grand River, pedestrian scale lighting would be an essential component of a new streetscape design along both sides of Market Avenue. The lighting elements would ideally continue north along Monroe Avenue into Monroe North, establishing a common visual element to knit the visually and perceptually disconnected segments of these streets together as a continuous river boulevard corridor.

Ottawa Avenue Pedestrian lighting on Ottawa would serve as a gateway element for motorists entering Downtown from 196, as well as sidewalk infrastructure to support Ottawa as an

>

Wealthy Street As previously discussed, solar-powered LED lighting specifically would reinforce the “innovation corridor” branding concept.

>> Work with property owners to create

a façade lighting corridor on Division Avenue Given the need to address concerns around perception of safety along Division Street in the near term, Downtown leadership should work with individual property owners to implement an owner assisted lighting façade program. A cost sharing model would be employed to install and maintain LED lighting on the facades of buildings, acting to increase sidewalk lighting.

This will serve to both improve safety and perception of safety along Division, as well as add a unifying characteristic along the corridor.

Building owners should be encouraged to keep façade lighting on 24 hours a day, whether or not ground floor commercial spaces [if present] are open for business.

35

DRAFT

Could major snow pileups, like this one next to a GRCC parking structure, be moved elsewhere for recreational use?

>> Integrate lighting concepts in park and

public space improvements Lighting is an important component of all of the proposed Downtown open space improvements detailed earlier in this plan. Placement and design should be used to complement programs, highlight features, announce gateways, and reinforce the distinct identity and character of each space.

EVALUATE SNOW REMOVAL PRACTICES As we know all too well, winter in Grand Rapids can sometimes be a headache, especially when trying to navigate the streets after a heavy snowfall. Community members who participated in the GR Forward process had plenty to say about snow removal practices and how they impact mobility across modes— whether on foot, biking, or driving. Additionally, on-street parking management to accommodate

36

GR

RECOMMENDATIONS

A snow pile plowed from the Bridgewater Place parking ramp blocks the river trail to the Fish Ladder.

snow plows can sometimes be confusing and inconvenient.

Some part of the issue may be a matter of education and awareness about how the City manages snow; also, there could be some potential for rethinking practices and coming up with some new approaches. The City should initiate an outreach and engagement process to listen to the concerns of community members and educate them about how snow is handled and harness crowdsourcing to identify particularly problematic scenarios and placespecific trouble areas. This process that would also be an important opportunity to evaluate snow removal Downtown and research best practices from cities like Montreal that have adopted more progressive management strategies.

Given the City’s motivation to improve policies around Low Impact Development and

other issues that impact water quality and environmental health, the City’s Departments of Streets and Public Services have initiated new techniques for snow removal. These include replacing the salt used for deicing which can negatively impact the water and soil with, nonharmful, natural materials like sand. In line with this forward-thinking approach to snow removal, other solutions could be explored including the potential reuse of plowed snow in parks to accommodate winter sports and outdoor adventure.

DRAFT

5

IMPLEMENTATION APPROACH Strategies to enhance the public realm as described in this chapter are an extension of the positive trends already established in Grand Rapids. Transformations to public space including streetscape design, tree planting and gateway enhancements are activities that the City, Friends of Grand Rapids Parks and DGRI have expertise and knowledge in completing.

A combined effort, coupled with forging strong links to existing businesses in locations designated for improvements, will be needed to move quickly from design to implementation.

Similarly, the design and implementation of Downtown park improvements requires not only advancing the concepts presented here into construction documents but also a concerted fundraising effort that creates partners amongst those that will benefit from these enhancements. Other activities outlined here from programming to Downtown management are embedded within DGRI’s mandate and capacity. However, to expand programming will require additional resources and partners so as not to take away from existing activities undertaken by DGRI and their partners.

The improvements outlined for the public realm will create a more vibrant and attractive Downtown and raise expectations about what Downtown should look like, how it should function and how it will be managed. To meet tomorrow’s expectations, implementation today needs to take into account long-term maintenance and sustainability of both spaces and programs.

The following projects are implementation priorities for activating the public realm Downtown Design a winter parklet & identify 2-3 locations to pilot the design - launch a design competition to beat the cold

>

> >

>

Develop interactive competitions via social media for Downtown events Develop a text alert notification service for Downtown events Create a “stay open late” campaign for businesses to encourage active participation in Downtown events

> Coordinate >

with local partners on developing final designs for Vandenberg Plaza (Calder Plaza)

Develop phase 1 of the Ionia Street cycle track and develop the full park design for north of I-196

> Design > > > >

and implement underpass improvements for Bridge Street and Monroe Avenue underpasses

Develop streetscape design plans for Bridge Street Re-stripe Fulton Street as a pilot road diet Implement the Pearl Street streetscape plan Explore the possibility of expanding the Downtown Ambassador program

37

DRAFT 5 REINVEST IN PUBLIC SPACE, CULTURE & INCLUSIVE PROGRAMMING 5.1 Expand arts and cultural events and temporary programming to further activate the public realm year-round Recommendation Timeframe Responsibility / Partners Design and program public spaces to accommodate winter activities

1st-year

DGRI / local Colleges & Universities / local businesses

Source of Funds DGRI

Initial Action Steps Design a winter parklet & identify 2-3 locations to pilot the design - launch a design competition to beat the cold Discuss the possibility of Winter-specific menus and events with Downtown restaurant owners Leverage the opportunity of Downtown events

ongoing

DGRI / local Colleges & Universities / local businesses

Initial Action Steps Develop interactive competitions via social media for Downtown events Develop a text alert notification service for Downtown events Create a “stay open late� campaign for businesses to encourage active participation in Downtown events Coordinate with local universities on the distribution of information on Downtown events

38

GR

IMPLEMENTATION

DGRI

DRAFT

5

5.2 Raise the profile of Downtown parks and public spaces Recommendation Enhance existing non-riverfront parks and open spaces through redesign and programming > Calder Plaza

Timeframe

Responsibility / Partners

Source of Funds

varies (see below)

City of Grand Rapids / local non-profits / DGRI

City / DGRI / private & foundation support

within 5 years

City of Grand Rapids / Kent County / Calder Foundation / City of Grand Rapids / Kent DGRI / local non-profits / Grand County / DGRI / private support Action

Initial Action Steps Coordinate with local partners on developing final designs Secure agreements with adjacent property owners for space to accommodate a trail from the Medical Mile to the River 5 to 10 years

DGRI / local non-profits / Convention & Visitors Bureau / Heartside neighbors & institutions

City of Grand Rapids / DGRI / private support

within 5 years

City of Grand Rapids / DGRI / Public Library

City of Grand Rapids / DGRI / private support

varies (see below)

City of Grand Rapids / local non-profits / DGRI

City / DGRI / private & foundation support

1st-year

City of Grand Rapids / DGRI

--

> Heartside Park Initial Action Steps Develop design documents with the surrounding community Form partnerships to provide park programming > Veteran’s Park Initial Action Steps Update existing plans (as needed) and secure financing for construction Create new [non-riverfront] open space assets > Parklets Initial Action Steps Continue outreach with local business owners on targeted corridors

39

DRAFT Recommendation

Timeframe

Responsibility / Partners

Source of Funds

> Switchback Park

5 to 10 years

City of Grand Rapids / DGRI / local non-profits

City of Grand Rapids / DGRI / private support

1st-year

City of Grand Rapids / DGRI / local non-profits

City of Grand Rapids / DGRI / private support

within 5 years

City of Grand Rapids / DGRI / local non-profits / local institutions

City of Grand Rapids / DGRI / private support

with new development proposed for near West Side

City of Grand Rapids / DGRI / local non-profits / private developers

DGRI

within 10 years

DGRI / City of Grand Rapids / local property owners

DGRI / private support / City of Grand Rapids

varies

DGRI / City of Grand Rapids

City / DGRI / State / Federal private & foundation support

Initial Action Steps Undertake initial engineering and park concept development > Ionia Street Linear Park Initial Action Steps Develop cycle track design for Phase 1 Develop full park design north of 196 (landscaping attached to cycle track) for Phase 2 > Sheldon Linear Park Initial Action Steps Develop full street re-design > Near West Side Plaza Initial Action Steps Designate protected park space within DDA-owned land Support developer partners through assistance in park design > Bridge Street Skate Park Initial Action Steps Coordinate with MDOT on use of space under US131 Develop initial designs with local property owners > River Corridor Parks Initial Action Steps See Goal 1

40

GR

IMPLEMENTATION

DRAFT

5

5.3 Express Downtown Grand Rapids’ character and identity through public realm improvements Recommendation Timeframe Responsibility / Partners Make a statement with improved gateways

ongoing

Source of Funds

City of Grand Rapids / MDOT / DGRI / property owners

City of Grand Rapids / MDOT / DGRI / private support

Local non-profits / DGRI

Local non-profits / DGRI

Initial Action Steps Design underpass improvements for Bridge Street and Monroe Avenue underpasses Plant and maintain more shade trees to increase the Downtown tree canopy

within 5 years

Initial Action Steps Develop streetscape designs for targeted streets including the location and type of trees (Friends of Grand Rapids Parks / DGRI) Target tree plantings on east-west streets (Friends of Grand Rapids Parks / DGRI) Develop Streetscape Designs to Upgrade Key Streets

1st Year (design plans)

City of Grand Rapids / DGRI

DGRI / City of Grand Rapids / MDOT

within 5 years

DGRI / City of Grand Rapids / Kent County / buisness owners

DGRI / City of Grand Rapids / MDOT

Initial Action Steps Develop design plans for Bridge Street, Pearl and Fulton Develop a Design Approach for the ‘Event Corridor’ and ‘Outdoor Entertainment Corridors’ Initial Action Steps Initiate design work for Ottowa Street in coordination with potential conversion to a two-way street (City of Grand Rapids / DGRI / Kent County) - consider realignment at Fulton Create design and programming guide for outdoor entertainment corridors - conduct targeted outreach to business owners (DGRI) - fund bumpouts, speed tables, street furniture and special events Turn up the volume on public art

within 5 years

City of Grand Rapids / DGRI / river art group*

City of Grand Rapids / private support

Initial Action Steps Re-establish a Municipal Art Commission (City of Grand Rapids - detrermine role and annual budget allocation) Require public art proposals to include review and recommendations from a certified conservation consultant (City of Grand Rapids) Establish a percent for public art program (City of Grand Rapids) Determine priority sites for public art (City of Grand Rapids, DGRI / river art group to continue discussion on potential sites for public art) Highlight the presence of the Grand River with enhanced lighting

5-10 years

MDOT / City of Grand Rapids / DGRI

MDOT / City of Grand Rapids / DGRI

Initial Action Steps Identify bridges slated for reconstruction / improvements in the coming years / begin discussion on possible design solutions

41

DRAFT 5.4 Continue to ensure the safety and cleanliness of Downtown Grand Rapids’ Recommendation Timeframe Expand beautification management

within 5 years

Responsibility / Partners

Source of Funds

DGRI

--

Initial Action Steps Determine locations for new Big Belly trash receptacles - coordinate with streetscape improvements on designated corridors Improve lighting on streets and in public spaces

within 5 years

DGRI / City of Grand Rapids / local non-profits

DGRI

Initial Action Steps Install pedestrian-scale lighting on key streets - start with Bridge & Fulton - 100 pedestrian fixtures @ $10,000 each Work with property owners to create a façade lighting corridor on Division Street - target 2-3 blocks and conduct outreach to property owners - Target 20 facades @ $5,000 Integrate lighting concepts in park and public space improvements (Friends of Grand Rapids Parks / City of Grand Rapids / DGRI) - TBD for costs Build on the successes of the Downtown Ambassador Program

1st Year

DGRI

DGRI

City of Grand Rapids / DGRI

City of Grand Rapids / DGRI

Initial Action Steps Discuss with DDA and Alliances the potential need for expansion and budget Evaluate snow removal practices

within 5 years

Initial Action Steps Conduct outreach and education on snow removal Explore options for reusing plowed snow to support winter programming * the river art group formed during the GR Forward process to discuss public art along the River and explore potential themes and sites for art

42

GR

IMPLEMENTATION

DRAFT

GOAL 6

RETAIN AND ATTRACT FAMILIES, TALENT, AND JOB PROVIDERS WITH HIGH QUALITY PUBLIC SCHOOLS

6 RETAIN AND ATTRACT FAMILIES, TALENT, AND JOB PROVIDERS WITH HIGH QUALITY PUBLIC SCHOOLS In order to retain and attract families, talent, and job providers to Downtown Grand Rapids and the city as a whole, we must have a strong portfolio of high quality public schools. The future growth and success of our public schools is not just an education issue -- it’s an economic development issue, a workforce development issue, and a neighborhood development issue.

6 6.1 INCREASE INVESTMENT IN AND EXPANSION OF THEME SCHOOLS AND SPECIALIZED PROGRAMS TO RETAIN AND ATTRACT STUDENTS AND PARENTS AND MEET THE NEEDS OF DIVERSE STUDENT AND CITY POPULATION 6 Design, program, and implement the new GRPS Museum School 10 Continue investment in Innovation Central and Montessori Schools

DRAFT

15 6.2 BUILD PARTNERSHIPS WITH GRAND RAPIDS INSTITUTIONS TO DEVELOP A LOCALLYROOTED WORKFORCE

15 Partner with leaders from the fields of business, construction, engineering, and health to build relationships and strengthen quality of instruction at Innovation Central High School 15 Continue and reinforce partnership with Grand Rapids Public Museum to provide a unique educational experience at GRPS Museum School 15 Continue and reinforce partnerships with City of Grand Rapids and DGRI to find opportunities to retain and attract talent

16 6.3 ENSURE HIGH QUALITY ENVIRONMENTS THAT ENRICH THE EDUCATIONAL EXPERIENCE, ELEVATE COMMUNITY INTERACTION, AND CREATE SAFE ROUTES TO SCHOOL

16 Continue collaboration and investment at Innovation Central High and Montessori campus 23 Renovate 54 Jefferson to build an innovative theme school in Downtown Grand Rapids

DRAFT WHY THIS MATTERS Attracting and retaining a diverse population that includes families from all socio-economic backgrounds is vital to achieving a sustained Critical Mass in downtown Grand Rapids. This begins with strategic investment in our city’s schools, the expansion of successful K-12 programs, and the implementation of new and dynamic programs that can provide exceptional learning opportunities.

The abundance of cultural and educational institutions within the City and the existing framework of collaboration between them can help to forge these educational opportunities and provide a portfolio of educational choices for a wide range of families.

Today, the Grand Rapids Public School system has begun an effective transformation that has resulted in the creation of a sustainable foundation for a new future based on the resources necessary to prepare students for the 21st Century.

By offering quality choices that are academically and financially sustainable, GRPS is shaping a talented workforce that will pay future dividends to the Grand Rapids’ economy while also fueling the continued investment and development in the city’s neighborhoods.

Figure 1 on this page depicts nine Grand Rapids Public Schools within a proximity to the downtown core that allows them to serve future residents and families in an effective and meaning4

GR

CONTEXT

FIG 6.1: Cultural and Educational Institutions ful way, while providing choice and access to unique learning opportunities.

Additionally, these public schools share downtown with universities and cultural institutions that provide an extension of the classroom experience within a walkable context.

This shared and connected urban context is part of the framework for the future success and growth of our schools - and the impetus for the vision established within this Plan.

DRAFT

6

The GRForward Plan envisions two vital components of this academic future.

>> Museum

>>

School: A newly created placebased school that will eventually provide a 6th through 12th grade experience at the Van Andel Museum Center and at 54 Jefferson Avenue (in the original and historic Art Moderne museum building). Both of these facilities are located in downtown Grand Rapids and will provide new educational choices for families in the city.

Innovation Central and Montessori Campus: The Plan also envisions a reinvigorated Central High campus a few blocks east in Heritage Hill.

This historic campus, now home to four distinct Innovation Academies that focus on preparing students for the 21st Century and a growing Montessori program, is a cornerstone to creating exceptional learning opportunities.

The Museum school will use design thinking and place-based education to explore real-world problems and challenges through unprecedented access to Museum’s vast archives. This place-based curriculum will use the community as a frame of reference by immersing students in local landscapes, cultures, and heritage while forging connections between local and global understandings.

The Innovation Academies and Montessori program will be expanded through programmatic improvements and strategic campus-wide investment. A re-imagined outdoor space will include educational landscapes that provide enhanced sustainability and civic functions, while the two campus buildings will be historically rehabilitated to reinvigorate their stature as community anchors.

Van Andel Museum Center

Innovation Central

5

DRAFT 6.1 INCREASE INVESTMENT IN AND EXPANSION OF THEME SCHOOLS AND SPECIALIZED PROGRAMS TO RETAIN AND ATTRACT STUDENTS AND PARENTS AND MEET THE NEEDS OF DIVERSE STUDENT AND CITY POPULATION

week so that students can use the Museum as their classroom and take their love of learning to a new level. The Museum’s IMMERSE Program provides a completely immersive, weeklong learning experience for students in grades 2 through 8 from the West Michigan region. The program is intended to help students jump start their development as problem solvers, communicators, collaborators and innovators.

An existing partnership between Grand Rapids Public Schools and the Grand Rapids Public Museum has resulted in the IMMERSE program at the Van Andel Museum Center (VAMC). IMMERSE brings classes to the VAMC for a full

Building on the success of IMMERSE, GRPS and the GRPM have partnered with Grand Valley State University, Kendall College of Art and Design/FSU, DGRI, and the City of Grand Rapids to build a new theme school in downtown Grand Rapids. The Museum School will eventually provide educational opportunities to students from grades 6 through 12, with grades 6

IMMERSE program

Former Grand Rapids Public Museum site at 54 Jefferson

DESIGN, PROGRAM, AND IMPLEMENT THE NEW GRPS MUSEUM SCHOOL

6

GR

RECOMMENDATIONS

through 8 at VAMC and grades 9 through 12 at 54 Jefferson.

Implementation of the Museum school is currently underway, with the first 60 students scheduled to begin classes in the fall of 2015 at VAMC. Subsequent expansion will add a new 60-student class every year, until a full 6th through 12th grade school will be implemented at both buildings in 2021.

DRAFT

6

Museum School place-based educational experience

>> Design and construct 3rd floor space at

>>

During the GRForward outreach process a collaboration between the GRPM and GRPS resulted in a vision for a phased renovation of VAMC and 54 Jefferson. The first phase of this plan is currently underway with the renovation of the 3rd floor at VAMC. Two existing spaces will be turned into classrooms for the incoming 6th grade, while also still providing space for the successful IMMERSE program.

As the program expands the theme school, the intent is for 6th, 7th and 8th grades to be added to the 4th floor at VAMC in 2016 and 2017. This floor is currently office use for the Museum staff and will require a redesign and reprogramming of the space. Design development that envisions a new school entry to the floor and dynamic flexible state of the art classrooms is currently underway and construction will begin in the fall of 2015.

Van Andel Museum Center to commence first class of 6th graders for school year 2015-2016

54 Jefferson Great Hall

Design and construct 4th floor space at VAMC to continue adding subsequent year classes for school years 2016-2017 and 2017-2018

Museum School place-based educational experience

7

DRAFT >>

Design and Rehabilitate 54 Jefferson (old Public Museum Building) to prepare for first class of 9th graders in school year 2018-2019 In an effort to cultivate a meaningful placebased educational experience, 9th grade Museum School students will advance to the 54 Jefferson building. Once rehabilitated, the historic museum building will provide a new experience for students and eventually be home to 9th through 12th grade classes by 2021. This building with its great hall, vintage diorama spaces, and direct access to the museum’s archives will provide students with skills in curating and display creation. Student work will periodically be open to the public to provide glimpses into the local culture and heritage.

Design for this phase of work will begin in early 2016 and will include a renovation of the historic structure that will transform it into a state of the art educational institution. Three distinct zones for each class will provide opportunities for diverse learning and hands-on exploration (refer to Figures 2 and 3), while shared spaces will provide for collaboration.

FIG 6.2: Second floor program for 54 Jefferson 8

GR

RECOMMENDATIONS

DRAFT

6

FIG 6.3: Street-level program for 54 Jefferson 9

DRAFT CONTINUE INVESTMENT IN INNOVATION CENTRAL AND MONTESSORI SCHOOLS Investment in both Innovation Central and Grand Rapids Montessori is envisioned to transform these growing programs into exceptional learning environments that provide educational choices for families and rigorous academic training for students.

The five distinct academies on this one campus will continue to provide opportunities for a wide-range of interests and skills that will provide opportunities to contribute in the 21st Century economy.

“home-grown� on this campus to provide the future Grand Rapids economy with a supply of knowledge based employees and leaders.

>>

Enhance 4 academies at Innovation Central High School with state-of-the-art facilities and programming.

Strategic investment in the facilities, classrooms, labs, and workshops of the 4 academies include:

Careers in health, science, technology, engineering, design, and business can be initiated and

Academy of Business, Leadership, and Entrepreneurship (ABLE): Modern and engaging collaborative classrooms that use technology and flexible office furniture systems that promote dialogue, discourse, and engaged learning opportunities.

ABLE vision for state-of-the-art facilities

ABLE vision for collaborative and flexible classrooms

10

GR

RECOMMENDATIONS

ABLE vision for technology-rich classrooms

ABLE vision for a modern business education environment

DRAFT

6

Academy of Design and Construction (ADC): State-of-the-art workshops and labs that can foster experimentation and innovation in the art of building. These spaces will promote a seamless transition between design and construction that will allow students to create, build, and test in one work area, while also collaborating with peers and mentors on their work. Advanced technology and flexible spaces will promote this dynamic experience.

ADC vision for state-of-the-art workshop for innovation

ADC vision for state-of-the-art workshop for innovation

ADC vision for state-of-the-art workshop for innovation

ADC vision for state-of-the-art workshop for innovation

11

DRAFT Academy of Modern Engineering (AME): Advanced technology, robotics, and 3-d printing will be incorporated into “maker spaces” that promote cutting-edge engineering thinking.

This will not be your father’s wood-working shop, but rather a dynamic space full of the latest in machines, gizmos, and technology to help cultivate future engineers.

AME vision for promoting design thinking in engineering

AME vision for maker space

12

GR

RECOMMENDATIONS

AME vision for maker space

AME vision for maker space

DRAFT

6

Academy of Health, Science, and Technology (AHST): Laboratories, emergency rooms, and research facilities make up the classrooms envisioned for this academy. Students will be exposed to the entire spectrum of technology and skills required by the health industry.

AHST vision for hands-on health science learning

AHST vision for state-of-the-art classroom

AHST vision for state-of-the-art classroom

AHST vision the laboratory classroom

13

DRAFT >>

Maximize use of space to create operational efficiencies and strengthen the quality of instruction.

The layout of the historic Central High School offers opportunities to accommodate the growing academies of Innovation Central. However, some of the existing infrastructure has not been able to accommodate the programs as they have grown and transitioned. During multiple stakeholder meetings with staff and parents, it became apparent that the facility will need significant retrofitting of the existing spaces to create better opportunities. The Plan recommends modifications and upgrades to the existing building to promote more efficient use of the space and allowing each academy to grow independently while still taking advantage of shared and collaborative spaces.

Programming recommendations include a shortterm modification to the existing buildings and a significantly longer-term investment in the creation of a new building that connects the Central and Fountain buildings The new structure is envisioned to create spaces for the Montessori high school students while also providing shared spaces between the four Innovation Academies and the Montessori school.

As with Innovation Central, technology investment will be important to the sustained growth of the Montessori program and will need to be considered as facility upgrades occur.

>> Continue and sustain growth of Mon-

tessori pre-K through 12 program with dedicated facility upgrades and programming The growing Montessori program is currently partially housed in the historic Fountain Elementary and partially in the Central High Building. Additionally, the each of the individual grades are not co-located in the most ideal way within the buildings – for instance second and third grades are mixed on a single floor, whereas the preferred solution would be to have each grade on a floor.

Fountain School, home to GRPS Montessori

14

GR

RECOMMENDATIONS

DRAFT 6.2 BUILD PARTNERSHIPS WITH GRAND RAPIDS INSTITUTIONS TO DEVELOP A LOCALLYROOTED WORKFORCE PARTNER WITH LEADERS FROM THE FIELDS OF BUSINESS, CONSTRUCTION, ENGINEERING, AND HEALTH TO BUILD RELATIONSHIPS AND STRENGTHEN QUALITY OF INSTRUCTION AT INNOVATION CENTRAL HIGH SCHOOL Continue to forge partnerships and foster existing partnerships to build a model private-public partnership that will flourish under the tutelage of leading practitioners, passionate faculty, and engaged students.

The Academy of Health, Science, and Technology should build upon the existing relationship with Spectrum Health, Michigan State University’s College of Human Medicine, Life EMS, and the Van Andel Institute by reaching out other corporations in the growing bio/medical presence in Grand Rapids.

The Academy of Modern Engineering should seek partnerships with small scale start-up manufacturers as well as leading edge firms such as Cascade Engineering. This academy may also consider forging relationships in related fields such as industrial design or furniture design through either Kendall College of Art and Design (KCAD) or one of the regional furniture manufacturers.

6 The Academy of Design and Construction should continue to build relationships with both Ferris and KCAD architectural programs as well as local architects, engineers, landscape architects, planners, urban designers, contractors, and developers, in order to expose students to the vast number of career opportunities in the design and construction field.

The Academy of Business, Leadership, and Entrepreneurship should grow its network of community leaders (from business, non-profit, and community sectors) in order to give students insight into the flexibility of a business career.

Additionally, hands on experience in terms of conceiving, implementing, and executing a business could be cultivated through partnerships with the many local small scale start-ups.

CONTINUE AND REINFORCE PARTNERSHIP WITH GRAND RAPIDS PUBLIC MUSEUM TO PROVIDE A UNIQUE EDUCATIONAL EXPERIENCE AT GRPS MUSEUM SCHOOL

CONTINUE AND REINFORCE PARTNERSHIPS WITH CITY OF GRAND RAPIDS AND DGRI TO FIND OPPORTUNITIES TO RETAIN AND ATTRACT TALENT The City of Grand Rapids owns the Museum structures where the Museum School will operate and it will remain important for both GRPS, GRPM, and the City to remain committed to an open dialogue.

The retention of home-grown talent will become increasingly important in achieving the Critical Mass goals and maintaining a sustainable, well-educated workforce. Because the Museum School, Innovation Central, and Montessori are all within very close proximity to downtown, DGRI and GRPS should collaborate on opportunities to get students more involved in the downtown experience.

The continued success and unique educational experience of the newly created Museum School will be heavily influenced by access to the Museum’s collection and archives. Partnerships and dialogue between GRPS and GRPM will be essential to maintain the close-knit ties that will be required.

Student access to Grand Rapids Public Museum archives

15

DRAFT 6.3 ENSURE HIGH QUALITY ENVIRONMENTS THAT ENRICH THE EDUCATIONAL EXPERIENCE, ELEVATE COMMUNITY INTERACTION, AND CREATE SAFE ROUTES TO SCHOOL CONTINUE COLLABORATION AND INVESTMENT AT INNOVATION CENTRAL HIGH AND MONTESSORI CAMPUS

>>Remove obsolete building at the corner

of College and Fountain Streets and build corner park that engages neighborhood and provides a gateway to the campus.

Obsolete building at corner of College and Fountain

16

GR

RECOMMENDATIONS

FIG 6.4: Illustrative site plan depicting vision for future Innovation Central Campus

DRAFT > > > > > > > >

Incorporate garden plats and compost areas on the campus to facilitate the erdkinder curriculum and enhance neighborhood interaction

6 >

Incorporate silviculture opportunities on the campus Re-imagine the campus through the use of innovative infiltration-scapes that promote sustainable stormwater management and unique educational experiences Integrate amphitheater and plaza space on campus for use as outdoor classroom and community space

>

As part of a long-term campus plan, design building addition that provides additional space for the expanded Montessori program and new shared common space for all campus programs. New building is envisioned to have a green roof with rooftop solar array and a greenhouse that acts as the main entry to the academic buildings Modify existing parking and circulation on campus to provide more greenspace and allow for a more permeable and accessible campus edge

Create opportunities for integrated outdoor classrooms on campus

Garden plats for erdkinder

Enhance and re-locate existing elementary playground to take advantage of Montessori entrance and drop-off locations Incorporate playscapes that utilize site amenities and stormwater management systems to create unique opportunities for creative play Reconfigure on-site parking to strategic locations that minimize impact on the campus and give staff and visitors predictable choices. Additionally, consider “parking forest� concept to minimize hardscapes, reduce heat island effect, manage stormwater, increase tree canopy, and beautify campus

Civic green at corner of College and Fountain

Civic and social spaces for neighborhood interaction

17

DRAFT

Silvaculture

Infiltration-scapes

Infiltration-scapes as part of place-based education

Infiltration-scape and outdoor classroom

Outdoor classroom

Integrated playscape and outdoor classroom

18

GR

RECOMMENDATIONS

DRAFT

6

Integrated playscape

Integrated playscape

Integrated playscape

Parking forest

Parking forest

Greenhouse as part of long-term building addition

19

DRAFT

G

IN

ER

D

EN

SS

E

C

O

IN

PR

FIG 6.5: Illustrative depicting vision for future Innovation Central Campus 20

GR

RECOMMENDATIONS

R

DRAFT

6

G

IN

ER

D

EN

SS

R

E

C

O

IN

PR

FIG 6.6: Illustrative depicting vision for future Innovation Central Campus 21

DRAFT >> Continue

to collaborate with City of Grand Rapids, Heritage Hill neighbors, surrounding institutions (like GRCC), and The Rapid on connectivity and access for the campus

>> Convert the one-way configuration of

Fountain and Lyon Streets into two-way multi-modal streets to facilitate better and safer connections to the campus

FIG 6.7: Illustrative connections plan depicting vision for future Innovation Central 22

GR

RECOMMENDATIONS

DRAFT

6

RENOVATE 54 JEFFERSON TO BUILD AN INNOVATIVE THEME SCHOOL IN DOWNTOWN GRAND RAPIDS

>>

Re-invigorate the historic museum building to provide flexible classrooms and dynamic learning spaces

>> Increase connections to the museum’s

archived collection to build one-of-a-kind learning opportunities

>> Use the student interaction with the

museum collection to build public displays and community interaction

Student access to Grand Rapids Public Museum archives

54 Jefferson rendering, circa 1930’s

Student access to Grand Rapids Public Museum archives

23

DRAFT 6 RETAIN AND ATTRACT FAMILIES, TALENT AND JOB PROVIDERS WITH HIGH QUALITY PUBLIC SCHOOLS 6.1 Increase investment in and expansion of theme schools and specialized programs to retain and attract students and parents and meet the needs of diverse student and city population

Recommendation

Timeframe

Responsibility / Partners

Source of Funds

Ist year

GRPS / local institutions / City of Grand Rapids

GRPS / Private & Foundation Support

within 5 years

GRPS / City of Grand Rapids

Public

Design, program, and implement the new GRPS Museum School @ VAMC Initial Action Steps Program, design, & construct new 6-8 grade school at VAMC Program, design, & construct new 6-8 GRPM offices at VAMC Open school for first 6 grade class fall of 2015 Program new 9-12 grade school at 54 Jefferson Continue investment in Innovation Central and Montessori Schools Initial Action Steps Provide maintenance upgrades on existing mechanical & electrical systems

Proivide historical restoration maintenance & upgrades to existing building envelopes including windows & brickwork Demolish old City High building Begin implementation of Campus Grounds Master Plan Provide new interior finishes in selected areas Provide classroom technology upgrades Provide ADA upgrades Renovate existing Innovation Central Auditorium

24

GR

IMPLEMENTATION

DRAFT

6

6.2 Build partnerships with Grand Rapids institutions to develop a locally-rooted workforce Recommendation Timeframe Responsibility / Partners Partner with leaders from the fields of business, construction, engineering, and health to build relationships and strengthen quality of instruction at Innovation Central High School

within 10 years

GRPS / Health care providsers / institutions / local business leaders

Source of Funds Public & Private

Initial Action Steps Academy of Health, Science, & Technology to expand relations with growith Grand Rapids bio tech industry Academy of Modern Engineering to expand relations with start up manufacturerers Academy of Design & Construction to expand relations with local designers and craftspeople to expose students to the many career opportunities in desing and construction Academy of Business, Leadership, & Entrepeneurship to expand relations with business, non-profit, & community organizations to expose students Continue and reinforce partnership with Grand Rapids Public Museum to provide a unique educational experience at GRPS Museum School

within 10 years

GRPS / local institutions / City of Grand Rapids

GRPS / Private & Foundation Support

GRPS / local institutions / DGRI / City of Grand Rapids

GRPS / Private & Foundation Support

Initial Action Steps Expand student and public access to GRPM archives Expand partnered curriculum development for both Immerse & Museum Schools students Continue and reinforce partnerships with City of Grand Rapids and DGRI to find opportunities to retain and attract talent

within 10 years

Initial Action Steps Finalize ownership and operational agreements for 54 Jefferson Partner with DGRI to integrate students into the broader downtown community

25

DRAFT 6.3 Ensure high quality environments that enrich the educational experience, elevate community interaction, and create safe routes to school Recommendation Timeframe Responsibility / Partners Source of Funds Continue collaboration and investment at Innovation Central High and Montessori campus

within 10 years

GRPS / Neighbors / Students / Parents / City of Grand Rapids

--

Initial Action Steps Continue purposful and timely engagement with neighbors and HHA Continue purposful and timely engagement with students & parents of students Collaboration between GRPS, Neighbors, & City of Grand Rapids to explore and implement two way traffic solutions, increased transit options, & safe routes to school Renovate 54 Jefferson to build an innovative theme school in Downtown Grand Rapids

within 5 years

GRPS / local institutions / City of Grand Rapids

Initial Action Steps GRPS & City of Grand Rapids to continue collaboration on ownership of facility & facility upgrades GRPS & GRPM to continue collaboration on educational partneship opportunities GRPS & GRPM to continue collaboration on use of spaces at 54 Jefferson & GRPM Archives Contract with design & construction teams(s)

26

GR

IMPLEMENTATION

GRPS / Private & Foundation Support