Treasure Island_Master Plan Booklet

San Francisco

Treasure Island

Post-Retail Apocalypse Rethinking the ground floor

San Francisco, California --- The current Treasure Island development plan only creates an active corridor on the South East edge and assumes that most residents will leave the island to work.

Our proposal seeks to activate more of the island for both residents and visitors by branching out the central core towards the sport, recreational and agricultural areas, in order to attract residents and visitors beyond the existing active zone. Our proposal has two inflection or pivot points that act as nodes. Our intent is to hyper-intensify the nodes to drive foot traffic and create a hub of activity.

To support our goal, our proposal will focus on allowing a mix-use of retail, cultural, educational, services, warehouses, workspaces, and a hybrid of these amenities to activate the ground floor from the entrance to the recreational areas.

Our plan focuses on extending the length of stay by creating spaces for work, production, consumption, interaction and placemaking for residents and visitors alike.

TABLE OF CONTENTS

7

Statistics and Projections Research

11

Form/ Surface

13

Access/ Infrastructure

15

Key Masterplan

17

Key Objectives

18

Strategies

20

Temporal Organization

22

Categorical Organization

24

Program Typologies

25

Governance/ Programming

Discovery

Anaslysis and Vision

Proposal

Framework

Design Principles

Time programming

Spatial programming

Overlap and Synergy of programs

Operations

COVID-19 Postscript Even before COVID-19, looking at the rapid increase of WFH especially in places like the Bay Area, we knew that we wanted to reimagine the neighborhood corridors to support WFH (or work near home) by hybridizing the workplaces with social infrastructure (daycare, healthcare, groceries, exercise).

To address the pandemic, retail has been reimagine. Mixed and hybrid programs will be implemented. With this in mind, designing flexible and adaptabe structures that can transform at the drop of dime is essential. Not to mention, will help accomodate people moving while allowing for social and physical distance.

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Work from Home Statistics

Work from home 3.6% of the US workforce.

43% of employees work remotly with frequency. (2018)

Could work from home 56- 62% of employees have a job that could be done remotely. (2019)

Want to work from home 80% of employees want to work from home at least some of the time. (2019) Who works remotely?

(US Survey)

COVID -19 Pandemic 88% of companies have encouraged or requireed their workers to work from home.

STATISTICS/ PROJECTIONS GlobalWorkplaceAnalytics

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Trends in Remote Work Growth

44%

=

Growth in remote work over the last 5 yrs

91%

=

Growth in remote work over the last 10 yrs

159%

=

Growth in remote work over the last 12 yrs

215%

=

Possible Growth in remote work over the next 5 yrs

https://globalworkplaceanalytics.com/telecommuting-statistics ; https://www.owllabs.com/state-of-remote-work/2019 ; https://www.flexjobs.com/blog/post/remote-work-statistics/

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Commuters Statistics

Contra Costa County 47, 861 Residents

Alameda County 22, 009

SF

Alameda County 71, 861 SF

San Mateo County 43, 423

San Mateo County 75, 047

Commuters to San Francisco 194,769

STATISTICS/ PROJECTIONS San Francisco, California

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Santa Clara County 19, 087

Commuters out of San Francisco 84,519

Commuters Projections

SF 71,861 Alameda Country 100

22,009

90 80

82%

70 60 50 40

37.6% 30

31.6% 25%

20

18% 10

15%

7.3%

Existing Propose

0

3% Driving Alone

Carpool

Public Transportation

Means of Transportation

Bike to Work

+45%

Potential of Commuters to be capture with New Proposal

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Existing

Affordable Housing

Sports + Recreation

Urban Farm

Job Corps

Retail Street

Focus Area Green Spaces Building Volume Foot Traffic Encouraged Streets

FORM/ SURFACE

Treasure Island- Existing/ Proposed Condition

11

Transit Hub

8 000 homes 20 000 people expected by 2032 500 hotel rooms 300 spaces of park 27% affordable housing 16 Bus stops

Proposed

Affordable Housing

Sports + Recreation

2

Urban Farm

Job Corps

Use

ed-

Mix

Mix-Use 1

Transit Hub

12

Site Analysis

Primary Pedestrian Route Public Common Areas Transportation Route Retail Density Entry/Exist of Transportation

ACCESS/ INFRASTRUCTURE

Spatial Organization Diagram 13

Vision

14

Treasure Island Key Masterplan

1. Transit Hub 2. Office/ Cultural Center 3. Mix Use Node 4. Pier 5. Brewery/ Wineries/ Industrial Kitchen 6. Flexible Recreation/ Food Hub 7. Production/ Consumption 8. Innovation/ Incubation Hub 9. Production/ Manufacturing 10. Central Park 11. Learning/ Training 12. Neighborhood Center 13. Sports and Recreation 14. Nature Center (Agriculture, Urban Farm) This Key map shows zones. The Master Plan shows in detail, the hybrid programs and complementary uses that supports each zone.

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HOUSING

12 NEIGHBORHOOD CENTER

13 SPORTS/ RECREATION

6 FLEXIBLE RECREATION/ FOOD HUB

10 CENTRAL PARK

14 NATURE CENTER

11

PRODUCTION/ CONSUMPTION

LEARNING/ TRAINING JOB COPRS

7

9 PRODUCTION/ MANUFACTURING

8 INNOVATION/ INCUBATION HUB

5 BREWERY/ WINERIES/ INDUSTRIAL KITCHEN

3 MIX USE NODE

4

PIER

2 OFFICE/ CULTURAL

1 TRANSIT HUB

16

Key Objectives

Our approach aims to stitch the two nodes through a street designed exclusively for pedestrian and micro mobility. Invite the outside in and vice versa by creating a hive of activity that embraces an integration between work, life and city. Provide a ground floor where the workplace and community can converge.

Longer length of stay Activate more of the island more time of the day.

Invite people to see, sit and linger.

Reimagining the ground oor Creating innovative hybrid programs with flexible, storefronts elements.

Versatility and Resilience Full spectrum of uses and programs. Diversity and mix typologies.

17

Strategies

1

Programs Synergy

2

Pedestrian and micro-mobility oriented

3

Adaptable design

4

Open and Porous

18

Longer length of stay Activate the island more of the time by providing spaces that alternate and evolve thoughout the days, seasons and years.

Hosting a variety of activities and program.

Activate more of the island by creating spaces for production, consumption, and exploration for residents and visitors alike.

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TRANSPORTATION - FERRY Departure Arrivals Weekends DEMOGRAPHICS Residents Students Workers Visitors (Weekday) Visitors (Weekend) ACTIVITIES Sports (Weekdays) Sports (Weekend) Nightlife 12 AM

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12 PM

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EXISTING DENSITY TRANSPORTATION - FERRY Departure Arrivals Weekends DEMOGRAPHICS Residents Students Workers Visitors (Weekday) Visitors (Weekend) ACTIVITIES Sports (Weekdays) Sports (Weekend) Nightlife 12 AM

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12 PM

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PROPOSED DENSITY

OBJECTIVE 1- Temporal Organization

Day/ Night, Weekday/ Weekend Programming

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Reimagining the ground oor Creating innovative hybrid programs, will allow the same space to be more usable more time.

Flexible and adaptable elements will allow rapid response to changing needs and accomodation of new programs. These implementations are meant to support rapid response.

For example, to a global pandemic.

21

Micro Activation

Service

Educational Ecological

Other

Entertainment

Cultural

Commercial

Focus Area Entry/Exist of Transportation

OBJECTIVE 2- Categorical Organization Spatial porgramming of the Ground Floor

22

Versatility and Resilience Full spectrum of uses and program, that will bring diversity and hybrid mixtures. Mixed use spaces that compile a range of amenities, work, cultural, educational and a hybrid of these.

Consequently, creating a rich environments with mixtures of commercial and common space.

For exmaple, shared tenancy, co working, micro- and nanoretail.

23

Program synergy

Live

Consumption

Hybrid

Work/ Production

Culture/ Education

OBJECTIVE 3- Program Typlogies Full spectrum of programs

24

Social Infrastructure

In Treasure Island, we propose the administration and curation of the ground floor will be handled by a non-profit entity called TIDA (Treasure Island Development Authority).

Ability to: 1. Provide a social infrastructure that is fundamental to the resilience of our cities, that would bring together government, residents, landlords, and tenants.

2. Help create standards, regulations and identify a clear mission. This holistic approach would result in a seamless network of spaces.

3. Ensure well programmed and mixed use ground floor by taking into consideration adjacencies and synergy of programs. This type of governance will maximize shared spaces and resources.

4. Respond to fluctuations in cnsumer habits, social practices, and market conditions.

Primary Pedestrian Route Private Development TIDA Managed Entry/Exist of Transportation

GOVERNANCE/ PROGRAMMING

Ground Floor Operations 25

Proposed

t Sec

ion

A

Section A

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Overall, our proposal reimagines a new Treasure Island as a mixed neighborhood. This proposal presents a new urbanism where work and social infrastructure emerge.

The dynamic architecture allows for easily transformable spaces that can facilitate social distancing and intechange in programs with minimal interruption to the need of the resident and visitor.

In conclusion, experimentation in alternative retail formats, models for incubation and curation, can create a well programmed and active ground floor. As a result, ensuring flexibility, hybridity and rapid- responsiveness.

Allowing new options and opportunities.

ELIDA ZAVALA, MARIA A. RAMIREZ APOCALYPSE NOW: Project for the Post- Retail City Roach/ Cho ARCH 5070/ MARCH 6070-8-UR Advanced Urban Studio, Spring 2020