THE EASTPOINTE CHARRETTE
Developing strategies that will enable Toronto to reach its potential as one of the world’s greatest cities. CHARRETTE REPORT & SUMMARY - JAN. 2015
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Institute without Boundaries, School of Design, George Brown College P.O. Box 1015, Station B, Toronto ON M5T 2T9 Canada Tel.: +1.416.415.5000 x 2029
© 2014 THE INSTITUTE WITHOUT BOUNDARIES
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FOREWORD
This document highlights the results of a collaborative charrette that was organized by the Institute without Boundaries in partnership with the Municipality of Eastpointe, Michigan. The charrette explored how to transform a typical Detroit suburb into an inclusive and active community by rethinking how the commons could be better utilized within the City. Four key themes were explored, aligning with recent planning initiatives of Eastpointe and the greater Macomb County. These themes included; Boulevards and Public Spaces, Redevelopment Sites, Main Street Nodes and Mobility Hubs. This resulted in four unique concepts that brought to life various sites within the City of Eastpointe and provided inspiration for future possibilities. We are excited by the results of the charrette and hope to continue an ongoing dialogue.
Luigi Ferrara OAA, MRAIC, Hon. ACID O, ICSID Senator Dean, Arts & Design at George Brown College, Director of the Institute without Boundaries
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Eastpointe Mayor Suzanne Pixley & City Manager Steve Duchene present Luigi Ferrara with a framed Proclamation I Photo by Robert Giusti
TABLE OF CONTENTS Section One: The Charrette Process What is a Charrette? Charrette Context & Intent Charrette Themes The Charrette Process Charrette Teams Charrette Advisors
07 08 09 10 12 16 17
Section Two: The Charrette Results Team One - Park Pointe Team Two - The Pointe Team Three - Main Pointe Team Four - Opportunity Hub Eight
19 20 24 30 36
Section Three: Conclusion & Recommendations
41
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Rethinking the Commons Charrette, Town Hall Presentations I Photo by Robert Giusti
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SECTION ONE:
THE CHARRETTE PROCESS
Provides an overview of the charrette process, key objective, themes and participants.
WHAT IS A CHARRETTE?
A charrette is a collaborative and creative process that brings together students, designers, key stakeholders, and other professionals to develop innovative solutions to complex problems. Over an intensive period of brainstorming, discussion and expert consultation, multidisciplinary teams create a broad range of ideas around a central theme. Participants are encouraged to view problems through various lenses to gain new perspectives that can generate innovative results. Charrettes originated as a design process used by architects, urban planners and designers to bring together community members, developers and professionals - groups that often hold competing interests and agendas - to address complex projects such as neighbourhood planning, urban development and construction projects. By working together in a charrette, these groups are able to develop feasible solutions that meet everyone’s needs. George Brown College School of Design and the Institute without Boundaries host charrettes that deal with “wicked� problems for community, commercial and institutional clients focusing on topics ranging in scope from architecture and urban design, to service and organization design, to strategy and brand development.
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CHARRETTE CONTEXT & INTENT
CHARRETTE CONTEXT: This charrette was co-developed with the City of Eastpointe due to its relevance and alignment with the current IwB curriculum, which is exploring the theme of Connecting Divided Places. Working with partners and case-study cities this intends to uncover ideas for overcoming problems that arise from division by:
• Building cultural connections, and knowledge through the use of technologies, software applications and organizational structures • Pioneering innovative systems of transportation that enhance city infrastructure • Producing new economies and economic zones fostered by city-region connections that can provide new job opportunities • Exploring strategies and opportunities for new social relationships and interactions by creating new social infrastructure that connects open space & activates community participation & engagement These values are shared with the City of Eastpointe and provided an opportunity to identify, analyze and develop ideas for various sites within Eastpointe that could activate and connect the commons.
DATES & LOCATION: The charrette took place from October 27-30, 2014. It was hosted by the City of Eastpointe and took place within the new City Hall on Gratiot Avenue. INTENT OF THE CHARRETTE: The primary intent of the charrette was to develop tangible ideas & strategies that will activate common spaces within Eastpointe, to increase resiliency, inclusivity and desirability. Working in multidisciplinary teams, charrette participants focused on four themed areas that were developed in consultation with the City of Eastpointe:
• • • •
Boulevards & Public Space Redevelopment Sites The Downtown Mobility Hub
These themes are described in more detail on the following page, and acted as the basis for idea development and final project proposals. These were selected to align with Eastpointe’s Place Plan and align with ongoing opportunities within the City.
WHAT ARE THE COMMONS? The commons are areas within a community or city that are shared amongst its residents. These often provide a platform for creative and political expression, social interaction or leisure, and act as an important connective tissue for the citizens of the community. Over 35 percent of land use within Eastpointe is dedicated to common spaces. This was seen as a significant opportunity to rethink the City’s infrastructure and propose solutions that mend division within the city by leveraging the common spaces.
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CHARRETTE THEMES Charrette participants developed design concepts and strategies based on the following five themes:
1. BOULEVARDS & PUBLIC SPACE Designed for auto-oriented transportation, many American cities are left with decades of infrastructure investment that do not address the challenges of the 21st century. The wide right of ways and central medians of prototypical suburban arterial streets provide a spatial opportunity that can lead to change. This is particularly relevant in Eastpointe, which has a multitude of wide boulevards and right of ways that can be rethought to provide new functions for local residents and entrepreneurs. 2. REDEVELOPMENT SITES  Cities experiencing declining or stagnating population levels find themselves with large tracts of vacant land that provide opportunity for experimentation and development through repurposing, rezoning and community-based master planning. A tactical investment can be a catalyst for changing the perception of what the city is and what it can become, spurring further economic and social growth. While Eastpointe has maintained a fairly steady population compared to some adjacent suburbs, there are a number of sites within the downtown that offer opportunities for rezoning and redevelopent to activate the community and increase the tax base for the City.
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3. MAIN STREET NODE  Throughout history, main streets have been places of celebration, dissent, commerce, expression and have provided a core identity to towns and cities. Once the commercial and social hub of cities and towns both small and large, development patterns post-WWII pulled activity to the edges of cities. Shopping malls and big box strip malls began to decentralize main streets. These patterns diverged from mixed-use models and moved toward a specialized land-use model that isolated residential from other uses. Taking advantage of the existing infrastructure in Eastpointe and its position as a throughfare along one of the primary radials that connects to the downtown core allows for the establishment of a more active and vibrant node within Eastpointe. 4. MOBILITY HUB Transportation infrastructure in US suburbs built postWWII was developed specifically to accommodate the personal motor vehicle. Infrastructure dedicated to this single mode of transportation, has resulted in an unsustainable mobility system that needs to be rethought to serve twenty first century communities. Building off of Michigan’s state position as an innovator in transportation, there is an opportunity to rethink how mobility occurs to and from the City, connecting people jobs, amenities and social services. It is also important to reconsider the services tied to mobility hubs.
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THE CHARRETTE PROCESS DAY 1: CHARRETTE LAUNCH SITE VISITS & RESEARCH Prior to the official launch of the charrette at City Hall, the IwB students divided into teams and began to explore their assigned sites within the City of Eastpointe. This was facilitated by the City Staff who provided an initial bus tour of the four primary sites.
CHARRETTE KICK OFF Luigi Ferrara welcomed participants and provided an overview of the charrette process on behalf of the IwB. The honorable Mayor of Eastpointe (Suzanne Pixley) and city representatives (Steve Duchane, Sara Kandel) provided additional context to the charrette from the perspective of the City.
INITIAL TEAM MEETING Charrette participants divided into their four teams to discuss their theme, the overall goals and deliverables of the charrette, and to create a preliminary plan for the following day.
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OUTCOMES FOR INITIAL SITE VISITS AND TEAM MEETINGS: SITE DOCUMENTATION Teams were required to explore physical assets of the site and document various site features that could impact their designs or be leveraged to create new opportunities. This included a walking tour of the site, interviews with key municipal stakeholders and engagement with local residents and businesses to discover qualities and features of the site. INITIAL WORK PLAN In the initial team meeting, teams were required to develop a work plan for the following days and assign team members with roles for the completion of deliverables.
DAY 2: IDEA DEVELOPMENT
DAY 3: CONCEPT REFINEMENT
INITIAL BRAINSTORMING
Teams began day 2 by brainstorming initial ideas for their sites, utilizing the 100 idea brainstorming technique to begin the process. This involved reviewing, organizing and grouping 100 ideas to reveal common themes and opportunities for further concept development.
CONCEPT SELECTION & SCHEMATIC DESIGN Teams narrowed their concept development to one project and began to develop the project in more detail to meet the criteria established in the project manifesto. This included schematic design solutions that responded to existing site conditions and establishing direction for the teams to continue design development in the afternoon.
ADVISOR SESSION 1 Teams presented their initial brainstorming idea clusters to external advisors. This included a variety of stakeholders including the City of Eastpointe, local residents, adjacent business owners and entrepreneurs. They provided feedback and insight to initial ideas and opportunities that the team used to move the projects forward into concept development.
ADVISOR SESSION 2 The advisors from session one returned to see the progress of conceptual designs. The design team provided a detailed presentation of their selected concept, including initial site plans, proposals and the overall vision. Advisors provided additional feedback and recommendations for improving the project within the context of Eastpointe and the region of Macomb County.
CONCEPT & MANIFESTO DEVELOPMENT Building upon the ideas developed in the initial brainstorm session and feedback from the advisor session, teams developed three primary concepts. They were also required to complete a first draft of the project manifesto, which outlined in more detail the project vision, objectives, and how it will improve Eastpointe both short and long-term.
CONCEPT REFINEMENT & DEVELOPMENT
The core design team continued to develop schematic designs. Faculty advisors provided guidance at various points throughout the day, helping to create cohesive visions and holistic proposals that responded to the specific challenges. Teams worked to meet the final deliverables.
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FINAL CHARRETTE DELIVERABLES
Teams were required to complete the following deliverables during the charrette process:
PART 4: FINAL PROPOSAL & PRESENTATION FINALIZING DESIGN COMMUNICATION Teams worked to package and finalize their design concepts in an understandable and persuasive way. Teams developed diagrams, plans, visuals, and branding to best present their ideas and tell a compelling story about the future of Eastpointe.
FINAL PRESENTATIONS Each team was allocated 10 minute to present their final concepts. These presentations were delivered within City Hall to an audience that included charrette advisors, local community members, faculty from Lawrence Technical University, and council members of the City of Eastpointe and adjacent municipalities. CLOSING NOTES & RECEPTION Luigi Ferrara, Mayor Suzanne Pixley and City Manager Steve Duchane provided closing remarks to end the charrette process. This summarized the hard work and efforts of all involved and the optimism and enthusiasm for the future of Eastpointe. The City of Eastpointe also presented the IwB with a framed proclamation. This was proceeded by a closing event which invited all attendees of the final presentations to celebrate the results of the charrette at The Eastpointe Manor.
CONCEPT TITLE & STATEMENT A clear title and vision for the project that explains the “big idea� or intervention. EXISTING & PROPOSED SITE PLAN Visualizations of the proposed site transformation through site plans and/or land-use diagrams. This was intended to clearly illustrate the integration of the proposal into the existing fabric of Eastpointe. DESIGN DETAILS Building upon the proposed site plan and conceptual design, this was intended to highlight a particular component of the proposal and detail its design. SYSTEMS DESIGN Encouraging a systematic approach to planning, teams were encouraged to create diagrams that illustrate the relationship between various systems of infrastructure, funding, etc. TIMELINE FOR CHANGE A phasing timeline was created that demonstrates how the concept could be implemented. BRAND IDENTITY A distinct brand identity was created for each project. It was also encouraged that the proposed brands enhance the existing identity of Eastpointe. USER PERSONAS & SCENARIOS Teams were encouraged to consider the end users of the site by creating storyboards and user personas to illustrate how various user groups would interact with the proposal. MEASURES OF SUCCESS Provides a detailed explanation of how the proposed design meets the charrette objectives and manifesto developed by each team. This was intended to ensure alignment with existing initiatives and planning completed by the City of Eastpointe.
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Michael Esteras, Presenting on Behalf of Team One I Photo by Robert Giusti Charrette Report I Rethinking the Commons I 15
CHARRETTE TEAMS
TEAM 01 (Boulevards & Public Space) Kelly Rd., JFK Park & Spindler Park
TEAM 03 (The Main Street Node) Gratiot Ave. (Couzens Ave. to Aurora Ave.)
Team Members Michael Esteras, Institute without Boundaries Liu Haotian (HT), Institute without Boundaries Luiza Albertini, Institute without Boundaries Derek Freeman, Lawrence Tech. University Ariel Milinsky, Lawrence Tech. University Andrew Peters, Lawrence Tech. University Terry Londy, Lawrence Tech. University IwB Faculty Advisors Mark Guslits Chris Pandolfi
Team Members Kevin Wang, Institute without Boundaries Phuong Diep, Institute without Boundaries Nathaniel Edmiston, Lawrence Tech. University John Gelardi, Lawrence Tech. University Jaleel Graham, Lawrence Tech. University Kristen, Lawrence Tech. University Meredith Harper, Lawrence Tech. University IwB Faculty Advisors Monica Contreras Heather Daam
TEAM 02 (Redevelopment Site) Colonial Dodge (Gratiot & Stevens Ave.)
TEAM 04 (Mobility Hub)
Team Members B’Jamiin Melamed-Turkish, Institute without Boundaries Marta Piedras, Institute without Boundaries InGi Kim, Institute without Boundaries Yan Guo, Lawrence Tech. University Eric Djounbi, Lawrence Tech. University Elizabeth Love, Lawrence Tech. University IwB Faculty Advisors Luigi Ferrara Robert Giusti
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8th Mile & Gratiot Ave.
Team Members James Young, Institute without Boundaries Hitomi Yokota, Institute without Boundaries Ryan Albright, Lawrence Tech. University Anita Bukhita, Lawrence Tech. University Adam Oddo, Lawrence Tech. University Joel MacFayden, Lawrence Tech. University IwB Faculty Advisors Lori Endes Melanie Kapogines
ADVISORS
Thank you to all of the advisors who committed their time to help shape the directions of the projects and provided valuable input throughout the charrette process.
Members of the City of Eastpointe Suzanne Pixley - Mayor of Eastpointe Steve Duchane - City Manager Sara Kandel - Special Projects Manager Bill Driskell - Public Information Assistant Tony Lipinski - Director, Recreation Authority Mary Van Haaren - Eastpointe Building Director Joyce Vincent - Admin. Assistant, HR/Purchasing Linda Weishaupt - Director, Chamber of Commerce Lawrence Technical University (LTU) Steven Coy, Associate Professor Lilian Crum, Professor Other Nathan Barnes - Housing development analyst Residents of Eastpointe Nathan Barnes Ed Cotter Elysa Demonaco Martha Houser Walter Jukubiac Kevin Lancaster Mary Beth Lupo John Marion Marcello Mayes Sharon McCree Monique Owens Tim Palazzolo
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Team Advisor One - City Session on the- Rise Eastpointe Charrette, Charrette 2014 Day I Photo 2: Photo by Tucker by Robert McLachlan Giusti
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SECTION TWO:
THE CHARRETTE RESULTS
Highlighting the key ideas & proposals that were developed as a result of the charrette process.
TEAM ONE: PARK POINTE
THEME: Boulevards & Public Space STUDY AREA: Kelly Rd., JFK Park & Spindler Park STRATEGY: To maximize and build upon the creative potential of the community by creating infrastructure that utilizes existing public spaces. CONCEPT: The development of a low-cost, low-risk modular park system that occupies the boulevard of Kelly Rd.
THE CHALLENGE Utilize the existing network of boulevards to create linkages between the larger public space network of Eastpointe and to integrate new types of social infrastructure within these common spaces. SITE AREA The primary points of interest are Kelly Rd., JFK Park and Spindler Park, with Stephens Rd. acting as a secondary east-west connector to Gratiot Avenue. Kelly Rd. is a major north-south artery within Eastpointe that has a large, landscaped central median and accommodates two lanes of traffic in each direction. Stephens Rd. connects JFK Park and Spindler Park, and intersects with both Kelly Rd. and Gratiot Ave. Both parks consist of a combination of open, grassed areas and outdoor athletic amenities.
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OBJECTIVES Below are the key objectives developed by Team One, which were used to evaluate and drive the concept: 1. Create a public space accessible to families and individuals of all ages 2. Revitalize and activate Kelly Road, establishing walkable streets for everyday leisure and recreation 3. Create social and economic connections within the community and the greater region
PROJECT PROPOSAL OVERVIEW Park Pointe aims to maximize and build on the creative potential of the local community by providing a flexible, adaptable and accessible system for various users that takes advantage of underutilized central median along Kelly Road. This includes the creation of a low-cost and low-risk system that is adaptive to change and reactive to failure. This system will allow for easy relocation or reproduction of a modular park prototype without the high cost of more permanent forms of public infrastructure and will activate Kelly Road, while creating a new attraction for the City.
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TORONTO RAVINE SYSTEM MAP & NODES
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CONCEPT DETAILS In the residential area of Kelly Road in the north, the team observed plenty of green space, pedestrian sidewalks, and a generous 9-metre median. However, the street lacked pedestrian activity, even along the commercially zoned areas south of 9 Mile Road. The pedestrian sidewalks in the residential area end in the commercial district as they merge with store-front parking lots. There was also a lack of diversity in land use that often generate activity on street level, as frontage along Kelly Road consists mostly of single detached homes and equity cooperative housing. In creating a solution for Kelly Road, our team saw opportunity for experimentation in the 9-metre median. Our approach identified three vital components for the development of healthy, livable, and vibrant public space. People - families, individuals, and local residents of all ages and backgrounds Community - social and religious groups, as well as public, not-for-profit, and grassroots organizations; and Business - local or regional businesses and startups that have made a decision to invest and grow in a certain place. From this comes a strong sense of place and belonging, opportunities for entrepreneurship, and economic and social growth; and from this, our threephase plan for the implementation of the project.
Phase 1: People This includes the installation of a modular park on the median of Kelly Road south of Stephens Road. This is intended to create an attraction for local residents by introducing a visually attractive space with elements that promote leisure and play. By adding public furniture (tables, ample seating, playground) and amenities such as wifi and a cafe in the median space, our goal is to spark dialogue and shift perceptions and notions of public space in Eastpointe. Phase 2: Community Building on Phase 1, this phase focuses on extending Park Pointe south towards 9 Mile Road by adding permanent infrastructure. This will establish community activities through the involvement of local organizations and small-scale local businesses. Beginning with weekend programming such as farmers or antique markets, arts and cultural events, or social gatherings, this phase can attract the broader Eastpointe public. Phase 3: Business In Phase 3, the project turns its focus on collaboration with existing business owners on Kelly Road as it expands into the commercial district. The median space can function as an extension of businesses along Kelly Road for uses such as outdoor seating or patios, markets or stalls. Partnering with existing and potential business owners and investors is essential to the success of the project.
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TEAM TWO: THE POINTE
THEME: Redevelopment Sites STUDY AREA: The Colonial Dodge Site STRATEGY: Establish an attractive new development and point of interest within Eastpointe that fosters creative and entrepreneurial talent. CONCEPT: A phased, mixed-use development that utilizes the existing Colonial Dodge site and the adjacent lands to the south of Stephens Dr.
THE CHALLENGE Create a mixed-use development proposal within the existing Colonial Dodge site. The proposal should house a new form of mixed-use development that responds to contemporary and future economic & environmental constraints. SITE AREA The Colonial Dodge site is a former car dealership located along the north side of Stephens Rd. and is divided into two portions of land by Gratiot Avenue. The east site is home to the former office, showroom and a series of mechanic bays, while the west site is primarily an open paved area that accommodated inventory. The site was recently sold to a private developer and benefits from frontage along the main street of Gratiot Avenue - one of Detroit’s primary radials, connecting to the City core.
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OBJECTIVES Below are the key objectives developed by Team One, which were used to evaluate and drive the concept: 1. Create a new point of interest within Eastpointe and the greater Detroit region 2. Establish a new sense of community by introducing slightly higher density housing, a greater variety of housing types and event/gathering spaces that encourage social interaction 3. Increase the tax base for the City of Eastpointe through new residential and commercial development 4. Foster entrepreneurship by providing incentives and affordable co-location spaces for local and/or regional residents to work in.
PROJECT PROPOSAL OVERVIEW The Pointe aims to redevelop the vacant and/or underutilized lands at the four corners of Stephens Drive and Gratiot Avenue. This proposed a phased approach to development that would see the existing Colonial Dodge structures repurposed to generate excitement and activity within the area, while rezoning and planning the sites to establish four unique mixed-use communities. This would include three new pocket communities that would be situated close to the existing residential uses, and new commercial/activity nodes.
CITY
SELLS PRE-APPROVED LAND TO DEVELOPER
EARNS FROM SALES
DEVELOPER RENTS OR SELLS 140 GARDEN MICRO HOMES AND LIVE-WORK LOFTS
DEVELOPER
RENOVATES EXISTING BUILDINGS FROM REVENUE OF LAND SALE
NGO
VILLAGE CENTER
EARNS $600K/YR
RENTS MARKET STALLS TO 150 NEW START-UP UNITS AND HOSTS ACADEMIC PROGRAMS
700 NEW RESIDENTS & 500 NEW JOBS
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PROPOSED POCKET COMMUNITY (Southeast Development Site)
The above image illustrates a potential land development scenario for the unoccupied lands east of Gratiot Ave. and south of the abandoned Colonial Dodge sales pavilion and garages. This includes a variety of housing types including live-work units, one and two-story townhomes and a central public space for residents. This is described in more detail on p.29.
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PROPOSED LIVE-WORK UNITS (Colonial Dodge Site West)
The above image illustrates proposed live-work units that would be situated along the west side of Gratiot Avenue, north of Stephens Road. These were intended to provide retail at grade and living above, which would provide a new model for living within the City. Each unit also has its own private garage that is accessed by a laneway. The complete proposal for the Colonial Dodge West Site is described in more detail on p.29.
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PROPOSED SITE PLANNING
2 1
4
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3
CONCEPT DETAILS The Pointe plan was developed to take advantage 2 of and activate underutilized and/or currently vacant lands within associated with the Colonial Dodge site and the adjacent properties to the south. This included the currently empty lot south of the existing garage bays, and exploring new opportunities for the Semrau Garden Center. The study areas are highlighted in the plan on p.28 and described below in more detail: 1
Colonial Dodge Site East This was intended to act as the first phase of the project and proposed taking advantage of the existing Colonial Dodge infrastructure. This provided two key functions to activate the redevelopment of the Colonial Dodge lands. The first took advantage of the existing garage bays, which would be used to accommodate various light/ creative industry uses. This envisioned uses such as shared carpentry spaces, fashion incubator, etc. and potential for pop-up movie screenings, which could take advantage of the large bays. The second would transform the old Colonial Dodge sales center into a community engagement and planning office for the site, as well as a potential sales center for future residential and commercial uses proposed on the west site as the project moves toward completion.
Colonial Dodge Site West This site included three core development proposals: • A pocket community that takes advantage of the west end of the site. This included 52 new microhomes, approx. 1200 SF each and a number of new parking spaces for residents. • A Live-Work district fronting Gratiot Ave. that includes 16 new 3-storey units with commercial frontage on the ground floor & living space above. • A Marketplace and multifunctional space that utilizes the old Colonial Dodge building. This would allow for a number of stalls that could be rented to entrepreneurs and utilized for special events
3
4
South East Development Site This site would continue the development of the pocket community and live-work typologies. It included an additional 35 microhomes, 12 live-work units fronting Stephens Drive and parking spaces for new residents. Semrau Garden Center Finally, the existing Semrau Garden Center lands were included in the proposal to complete the four corners plan. While it is not detailed on the plan on p.28, the vision for this site included additional microhomes with a garden living approach and aimed to maintain the existing structures at the SW corner of Gratiot & Stephens to act as a marketplace for food.
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TEAM THREE: MAIN POINTE
THEME: The Main Street Node STUDY AREA: Intersection of Gratiot Avenue & 9 Mile Road STRATEGY: To restructure the existing main street and slow traffic by narrowing streets and building pedestrian friendly boulevards. This enhance public space network will support the amplification of existing and proposed community programs that bring the community together. CONCEPT: Develop a central meeting place for community engagement and interaction by creating a pedestrian-friendly zone that enhances connection.
THE CHALLENGE Focusing on the area immediately surrounding the existing City Hall, along Gratiot Ave., envision the elements that are required to create a contemporary node within Eastpointe. This should align with future needs and wants while providing a clear activity node within the city that enhances Eastpointe’s identity, presence and civic pride. SITE AREA The main street of Eastpointe has traditionally run along Gratiot Ave. where there is a combination of commercial, light industrial, educational and public uses that are situated along this boulevard. While there is no distinct primary node, the intersection of 9th Mile and Gratiot Ave. is one of the primary intersections within the city boundaries and provides an opportunity for change. The primary area of focus will be Gratiot Ave. between Couzens Ave. to Aurora Ave., although a new vision for the main street may be continued along Gratiot Ave. in the future.
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OBJECTIVES Below are the key objectives developed by Team One, which were used to evaluate and drive the concept: 1. Create an intervention at the intersection of Gratiot Ave. & 9 Mile Road that introduces public displays, develops a unique identity for public spaces and acts as a focal point for community events 2. Slow-down the vehicular traffic by narrowing wide streets and better utilizing the large central green spaces 3. Establish programs that would launch start-up businesses in alternative rental space along Gratiot Ave. 4. Amplify community outreach and training programs spearheaded by the East Detroit High School 5. Collaborate with the Eastpointe Police Department to ensure a safe, friendly, clean and fun destination 6. Restructure the public boulevard to support public art and temporary exhibitions
PROJECT PROPOSAL OVERVIEW The inspiration for the Main Pointe’s land division were the old ribbon farm lots. These farm lots divided land into narrow frontages extending from the lake to the regional roads. Main Pointe envisioned the central Gratiot Ave. Boulevard to attract community engagement and commercial development. Similar to Eastpointe’s historic food vendor stalls, the public realm would include start-up businesses in pop-up shipping containers, a network of public green spaces that would integrate public art & temporary exhibitions, and a central community space that repurposes the BP gas station. A tall structure resembling a traditional water tower was proposed within this new central public space and would include a digital screen to showcase creativity and events within the community.
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TOWN SQUARE (BP Gas Station Site)
The above image illustrates the teams vision for a central public space to be located at the BP Gas Station Site. This utilizes a combination of reclaimed structures and new infrastructure to activate a new node within the City of Eastpointe. This is described in more detail on p.35.
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PROPOSED FOOD BUS
This image illustrates how the Main Pointe brand can be utilized to establish a food bus, which acts as a public outlet for local high school students to showcase their culinary abilities, while providing affordable, healthy food options for local residents. This is described in more detail on p.35.
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CONCEPT DETAILS The Main Pointe team proposed four key initiatives to activate the main street and leverage the existing infrastructure along Gratiot Avenue. The Boxshop is a temporary storefront made from shipping containers that serve as pop-up shops. This concept is inspired by London’s BOXPARK Shoreditch. The development aims to support the prosperity of Eastpointe’s commercial zone by purposing a unique start-up space for prospective or existing business owners. The Orchard & Ribbon Canopy is a space for green expression. The community has made many efforts in developing gardening programs such as the Children’s Garden, Urban Seed, and Adopt-A-Bed. This development promotes the local talent and brings community activity to the forefront of the city’s core.
The Town Square is the central meeting place for all community residents and tourists. The square incorporates the city’s limestone shamrock as a central fountain and seating area. The development includes additional boxshops, a digital pump tower to promote the digital media projects at East Detroit High, and a large activity and walking space for pedestrians. The Food Bus is a low threshold proposal for the Mainpointe development project. One of the key stakeholders in the community is East Detroit High. The school hosts an array of talented students participating in programs such as the culinary arts, media production, and sports. The community seeks more youth support, engagement, and activity. The students currently run their own café and store on campus; the food bus is a public outlet for them to showcase their talent.
SUCCESS OUTCOMES To evaluate the success of these four initiatives, a set of criteria was developed to evaluate positive impacts on the local community. This included; increasing available jobs and businesses along Gratiot Ave., lowering the vacancy rate, creating new revenue streams for the municipality - which can balance budget and improve available services, increasing pedestrian traffic to create an activity node within Eastpointe, providing new externship opportunities for high-school students (Food Bus), and increasing funding for local institutions.
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TEAM FOUR: OPPORTUNITY HUB EIGHT THEME: Mobility Hub STUDY AREA: 8 Mile Road & Gratiot Ave. STRATEGY: To address growing division between old and new communities of Eastpointe by creating spaces and programs targeted at providing opportunities for upward mobility and enhancing social cohesion. CONCEPT: A social, knowledge and transit mobility hub for all people that promotes and encourages a new inclusive identity for Eastpointe.
THE CHALLENGE Establish a new mobility hub at the northeast corner of 8 Mile Road and Gratiot Avenue that addresses the changing community needs and enhances local and regional mobility. STUDY/SITE AREA The study area/site is located on the northeast corner of 8 Mile and Gratiot Avenue, and currently accommodates a variety of uses including a commercial strip mall, gas station, fast-food restaurant and vacant commercial building. It also has an abundance of parking that is typically mostly empty.
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OBJECTIVES Below are the key objectives developed by Team Four, which were used to evaluate and drive the concept: 1. Create an inclusive space where people of all ages and backgrounds can interact and come together 2. Provide options for youth to participate in activities 3. Increase opportunities for upward social mobility through education and sharing 4. Take advantage of existing transit and build on it with new options where possible
PROJECT PROPOSAL OVERVIEW The Opportunity Hub is an inclusive space designed to bring people together through creative social and recreational uses that would take advantage of the underutilized land at the corner of Gratiot and 8 Mile. At the centre of the concept is the Incubator and Mentor program, attracting entrepreneurs from across the city, and giving youth the skills and confidence to continue on to post-secondary education.
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CONCEPT DETAILS Preliminary research and consultations with community advisors helped the team identify considerations and key issues such as racial division, economic division, access to quality education, perception of the site and surrounding area, insufficient transportation, and a lack of activities for youth. This brought to light an invisible barrier being built between new and old residents, translating to increased racial tensions in the city, as well as the lack of initiatives that target the root causes leading to these challenges. Therefore, this proposal seeks to overcome these perceived divisions through the creation of an inclusive mobility hub that addresses three different types of mobility: Social, Knowledge and Transportation. Opportunity Hub Eight incorporates elements of knowledge and skill advancement, social mobility and encourages increased coordination between Detroit City and Macomb County transit. The hub will also provide flexible space and programming for a range of activities. This includes commercial, recreational, social and cultural uses, with the intention of building a new identity for the gateway of Eastpointe.
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Social: Opportunity Hub Eight will specifically target youth by pairing a small business incubator with a mentorship program, helping to eliminate the gap that currently exists during the transition between graduating high school and continuing on to a college education. Subsidized or rent-free space will be provided to entrepreneurs from across the region on the condition that they take on one or more youth as interns or apprentices. This will give high school graduates the opportunity to gain hands-on experience that bolsters their college applications while earning a wage to help cover tuition costs, increasing the likelihood that they will continue on to postsecondary studies. Entrepreneurs will benefit from access to eager young talent and low-cost workspace, stimulating the local economy. Knowledge: In addition to the mentorship program, the Hub would provide space for community activities focused on skill advancement, sharing of knowledge and exchange of new ideas. Flexible classroom spaces could be used for skills training or workshops for residents looking for advancement opportunities. The space could alternatively host recruitment events for local employers, offering jobs to the residents of Eastpointe and the surrounding area.
Transportation: Taking advantage of this high traffic location and existing transit connections to the site, this new concept for a mobility hub aspires to become an intersection point for Eastpointe and the surrounding communities. First, it is necessary to transform the physical space at the corner of Gratiot Ave and 8 Mile, creating a safe and welcoming environment for residents to access transit. This includes open green spaces, better pedestrian connections in and out of the Hub, retail establishments and other services for residents. Integration of better route options for both DDOT city buses and the SMART regional bus system will further encourage more people to choose public transit as an option for travel. Opportunity Hub Eight explores the idea that a community needs to encourage and enable personal mobility, social mobility, and the mobility of knowledge and ideas in order to be a complete community.
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Charrette Participants, Advisors & City Staff - Thursday, November 30, 2015
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SECTION THREE: CONCLUSION & NEXT STEPS Next steps for continuing the dialogue of how Eastpointe can facilitate positive change.
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CONCLUSION: REVITALIZING EASTPOINTE
The Eastpointe Charrette brought together a multidisciplinary group of thinkers and local stakeholders for an intensive week of idea generation. Collaboratively participants developed four unique, conceptual proposals that show the potential for positive change in Eastpointe as it looks toward the future. Though successful as an exercise in ideation, there is additional value in understanding the overlap between concepts and identifying salient ideas that can move toward implementation. Building upon the energy and enthusiasm of the charrette, we have identified and described these salient ideas below, which can assist Eastpointe in developing a plan for the future. 1. ACTIVATE GRATIOT AVE. As one of the primary radials connecting Eastpointe to the core of Detroit and the surrounding region, there is an excellent opportunity to redevelop portions of Gratiot Ave. to establish a destination place. This has the potential of increasing much needed development activity within the City while empowering entrepreneurship within Eastpointe and the greater region. To ensure this is successful, there are some key factors that should be considered, including: • Zoning - with a number of lands ripe for redevelopment along Gratiot Ave. it is essential that the City review the zoning to ensure it aligns with their vision and long-term goals. • Develop a Master Plan - in conjunction with zoning, the City should develop and adopt a master plan for improving Gratiot Ave.
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2. ENGAGE THE LOCAL COMMUNITY & LEVERAGE EXISTING ORGANIZATIONS Throughout the charrette process, it was evident that members of the community are genuinely excited about opportunities for improving the community and are open to change. It is essential to maintain their continual involvement in the transformation of the City, which will enable Eastpointe to leverage the skills and expertise of key stakeholders as ideas for the future are put forth. This includes residents, local/regional business owners and community organizations that have the potential to impact and influence change, while also providing insight to unique funding models and opportunities that may suit the needs of Eastpointe. Developing a platform for ongoing communication and highlighting milestones can become an effective tool to maintain momentum and excitement in ongoing initiatives.
“EASTPOINTE HAS THE POTENTIAL TO BECOME A NODE WITHIN THE REGION BY LEVERAGING THE
CREATIVITY AND ENERGY OF THE COMMUNITY� 3. INCREASE EDUCATIONAL AND ENTREPRENEURIAL OPPORTUNITIES All teams emphasized the need to enhance educational and entrepreneurial opportunities in order to create a successful community. With a depressed regional and national economy there are a number of incubator models that have been implemented in American cities (including Detroit), which can be adopted and/or modified to fit the needs of the local community. In addition to the incubator model, providing space and opportunity for youth is also extremely important, particularly as the demographics of Eastpointe continue to change and the city attracts young families. While many of these services require subsidies for initial implementation, local and regional grants and funding should be explored in conjunction with local partners.
4. CREATE AN IDENTITY THAT REFLECTS THE VISION OF A NEW EASTPOINTE Lastly, there is an opportunity to enhance the identity of Eastpointe to reflect its current values and vision for the future. This should consider both the physical identity as portions of the City undergo redevelopment, and may also include an enhanced digital identity and brand. This can act as a platform for attraction to the City, encouraging existing residents/organizations to stay within the municipal boundary and drawing new residents/organizations into the City.
We look forward to seeing how the results of the charrette translate into future projects and act as seedlings for bigger & better ideas.
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