[FR] SILVERCUP RED STRIPE Architecture + infrastructure + public space: rethinking the hybrid block by Michele Matteo Marcotulli

Michele Matteo Marcotulli

S I LV E R C U P R E D S T R I P E infrastructure + architecture + espace public: repenser l’îlot hybride

Mémoire de PFE 2019 / PASS : Paris - New York: Enclaves/Exclaves Ecole Nationale Supérieure d’Architecture de Paris - Malaquais Sous la direction des profs. Ariela KATZ et Jean Pierre PRANLAS-DESCOURS

Michele Matteo Marcotulli

S I LV E R C U P R E D S T R I P E infrastructure + architecture + espace public: repenser l’îlot hybride

ÉDITION SILVERCUP RED STRIPE Mémoire de PFE 2019 Ecole Nationale Supérieure d’Architecture de Paris - Malaquais Département PASS : Paris - New York: Enclaves/Exclaves Sous la direction des profs: Jean Pierre PRANLAS-DESCOURS et Ariela KATZ Avec la collaboration de: Margaux DARRIEUS et Clémentin RACHET

TABLE DES MATIÈRES AVANT-PROPOS

NEW YORK, VILLE DU CINÉMA OBJECTIFS LOCAUX OBJECTIFS DU PROJET

9 11 12

INTRODUCTION

SILVERCUP STUDIOS MAIN

CONDITIONS LOCALES

STRATÉGIE GÉNÉRALE

BIBLIOGRAPHIE

LONG ISLAND CITY PAYSAGE URBAIN UN QUARTIER EN TRANSFORMATION

MORPHOLOGIE URBAINE ET CHRONOLOGIE UN BÂTIMENT ICONIQUE L’ÉVOLUTION D’UN REPÈRE URBAIN SILVERCUP STUDIOS WEST PROJECT ET AUTRES INTERVENTIONS

ANALYSE PRÉLIMINAIRE ANALYSE LOCALE CONDITIONS ENVIRONNEMENTALES ANALYSE DE L’EXISTANT

PRINCIPES URBAINS DÉVELOPPEMENT ET CONCEPT SILVERCUP RED STRIPE IMPLANTATION ET PROGRAMMES AMBIENCES

17 19 22

26 29 31 33

37 42 48 52

60 62 64 70 80

“ Ceci est une vallée de cendres - une ferme fantastique où les cendres poussent comme du blé dans les crêtes et collines dans un jardin grotesque...”

Le paysage urbain de Long Island City en 1922, décrit par F. Scott Fitzgerald dans The Great Gatsby (1925) 4

Ă&#x20AC; ma famille Alla mia famiglia

AVANT PROPOS

NEW YORK, VILLE DU CINÉMA

MA FAÇON DE CONNAÎTRE NEW YORK

té LGBTIQ+ de New York. Un processus qui a améné, en début des années 2000, à la récupération sociale du quartier du Greenwich Village dans le sud-ouest de Manhattan;

Ce projet c’était pour moi l’opportunité de réaliser un reve. Je n’avais jamais été à New York ni aux États-Unis avant le voyage, mais dans ma culture personnelle je connaissais déjà la ville. New York c’est au fait la ville la plus réprésentée au monde, grâce à la grande quantité de séries TV et de films très connus sur le panorama international. C’est depuis cette expérience à distance que j’ai connu la ville et ses 5 boroughs («arrondissements»): les architectures iconiques de Manhattan, la couleur jaune unique des arbres pendant l’automne, les coins les plus connus et représentatifs de la ville, ainsi que sa géographie sociale. Ce sont des éléments qui m’ont permis de me repérer facilement dans sa trame orthogonale pendant mon exploration. . La ville est une machine frénétique en continue transformation, ce qui caractérise la City that never sleeps, la ville qui ne dort jamais.

Ugly Betty, série tournée dans le Queens, plus précisément dans le quartier de Jackson Heights. Une fille hispano-américaine en lutte pour ses rêves et pour sa position sociale dans un milieu de très haute gamme comme celui de l’haute couture; Mais bien aussi des classiques, tels que The Great Gatsby, film issu du livre homonyme par l’auteur américain F.S. Fitzgerald, et qui nous parle de la New York des années 1920s, avant la crise économique, dans la période du prohibitionnisme. Un livre et deux films qui nous montrent l’histoire industriel du Queens, et de son accès principal, le Queensboro Bridge, « d’ou l’ont voit la ville de New York pour la première fois ».

Ces oeuvres sont aussi la représentation de changements sociaux et de développements de la ville pendant les années.

Des representations de milles réalités, modes de vie, disparité sociales qui se mélangent ensemble dans la Big Apple, la pomme géante créusée par le Hudson River à l’ouest et le East River à l’est.

Sex and The City, une série très connue partout dans le monde, à été étudiée par l’architecte espagnol et professeur de Columbia University Andrès Jaque, pour l’influence de la série sur la communau-

New York, une ville, un micro-cosme fait de milles d’histoires, millions d’habitants, un mélange de cultures différentes qui se laisse explorer sous le régard de la statue de la liberté. 9

Equity

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Water The capacity ofAir the city to withstand growth, estate Improving lives of our residents and callsPopulation for action from real other levels of the public andthe even private sector. That Fairness andfor equal access assets, 80 xto50 Zero Waste Parks & Natural means calling actions that are not entirely theQuality control social, economic, and environmental challenges on the municipal andof services. This process helped break down agency “silos” and resulted in the an Brownfields which crossed the traditional boundaries of City agencies and their focus pillarsgenerations together will spur the innovation we will need forsome theand next century. We A Focus on Inequality Sustainability disruptive events, whether development, jobsome creation, and the future by the cutting services, resources, Management Resources 80opportunities xare 50Nearly Zero Waste Air Qualityphysical, Water Parks & Natural means calling for actions that are not entirely within control of the City A Regional government, but they all steps that are credible necessary. OneNYC isall aNew citywide effort. alldeeper City agencies came together inWe Brownfields regional scale. exercise required consideration ofQuality the Equity ambitious set ofThis visions, realized through supporting goals and initiatives, economic, orand social strength Perspective of industry sectors greenhouse emissions, reducing areas of activity. so that Yorkers can their 80 x reach 50 Waste Air Brownfields Water Parks & Natural know thatforagas for a Just sustainable environment leads to innovations that create With the poverty rate remaining high and income inequality continuing to grow, Management Resources Leading the Change We Need 14 Zero nyc.gov/onenyc Onesteps New York: The Plan adrive Strong and City The capacity of the city to withstand City government, but they are all that are credible and necessary. We Growth To make the changes we need, OneNYC recognizes that we need reach out waste, protecting air andtowater quality full will notpotential stopleads pushing for right forofcapital, our people some of itthat is Brownfields cross-cutting working groups that examined underlying trends and focus data in Management Resources relationship between physical andthing human and because acknowledgment 80the x 50 Zero Waste Air Quality Water Parks & Natural which crossed the traditional boundaries City agencies and their whole new businesses, while driving out poverty to healthier people, and disruptive events, whether physical, equity has come to the forefront as a guiding principle. In this plan, we envision While New York City has a vast and complex government, even one of its 80 x 50 Zero Waste Air Quality Brownfields Water Parks & Natural Resiliency and conditions, cleaning will not stop so pushing forwhole the right thing for our people becausebrownfields, some it is out Management Resources Resources to our neighbors that our region may thrive. The strength of the of city of our control. order to develop newtogether. initiatives. Theimplications working groups were with the built environment manifest for not justtasked economic Management economic, or social areas of activity. safe neighborhoods spur businesses They all grow a city that is growing, resilient, and equitable—a placehas where scale cannot accomplish all that needs to be done on its own. While City and enhancing public open spaces the lives ofsustainable, our residents and to grow. out of our is essential forcontrol. the strength of the region, andImproving strong communities around the envisioning how the Vision physical city beWaste shaped address range of Brownfields growth and development, health and the to delivery ofaessential 4 should future generations by cutting Improving the lives of our Approaches residents and xbut 50 public Zero Air Quality Parks Natural everyone has a fair shot at success. The explicit addition of equity 80 is critical, OneNYC: New government will take the lead in every single aspect ofWater OneNYC, this plan&also OneNYC is a citywide effort. Nearly all City agencies came together in 14 nyc.gov/onenyc One New York: The Plan for a Strong and Just City city make it more competitive nationally and globally. Vision 4 Management Resources social, economic, andOur environmental challenges on“silos” the municipal and inservices greenhouse gas emissions, reducing irness and equal access to assets, future generations by cutting services. This future. process helped break down agency and resulted an A Regional Perspective neighborhoods, economy, and public willand be ready to withstand and Equity a widening opportunity gap the city’s These four calls underlying for action from other of the public even private sector. That OneNYC growth, is a citywide effort. Nearly because all City agencies came together in threatens Vision 4 through waste, protecting air and water quality rvices, resources, opportunities realof estate cross-cutting working groups that examined trends andlevels data in greenhouse gasand emissions, reducing regional scale. This exercise required deeper consideration of the evious PlaNYC reports have focused onPopulation the pressing issues growth, ambitious set of visions, realized supporting goals and initiatives, Sustainability Our neighborhoods, economy, and public services will be ready to withstand and To make the changes we need, OneNYC recognizes that we need to reach out st pillars together will spur the innovation we will need for the next century. We Vision 4 emerge stronger from the impacts of climate change and other 21 century threats means calling for some actions that are not entirely within the control of the and conditions, cleaning brownfields, that all New Yorkersair can reach their development, job creation, groups and the waste, protecting and water quality Leading The capacity of the city to withstand cross-cutting working that examined underlying trends and data in Vision 4 Our neighborhoods, economy, and public services will be ready to withstand and the Change We Need 14 tocrossed develop new initiatives. The working groups were tasked with nyc.gov/onenyc One Neworder York: The Plan between for the a Strong and Just City relationship physical and human capital, and acknowledgment stainability, and cleaning resiliency. All of these goals remain at thesectors core of OneNYC, know which traditional of City agencies and their focusthatchange and other 21st century threats tothat our thatphysical, our whole region may thrive. The strength of the city emerge stronger from the impacts of climate and enhancing public open spaces potential strength industry and conditions, brownfields, disruptive events, whether aneighbors drive for asosustainable leads to innovations thatboundaries create City government, butpublic they areservices all steps that are credible and Weand Resiliency Our neighborhoods, economy, and services will be ready to withstand order toofYork develop new initiatives. The working groups were tasked withenvironment stnecessary. Our economy, and will be ready to withstand While New City has awith vastthis andplan. complex government, even one of its envisioning howcommunities the emerge physical city should be shaped address apublic of stronger from the impacts ofrange climate change and other 21 centuryand threats the built environment has neighborhoods, manifest for to not just economic and enhancing open spaces economic, orfor social ut there are threepublic significant differences in the approach taken areas ofleads activity. is essential the strength of theout region, and strong around the will while driving poverty to healthier people, st st notthe stop pushing for the thing forand our people because somethreats of threats it is Vision 4andimplications st how the all physical city should benew shaped to address aCity range of stronger from the impacts of climate change and other 21century century scaleenvisioning cannot accomplish that needs towhole be done onbusinesses, its own. While stronger from impacts of climate other 21 social, economic, andemerge environmental challenges on the municipal andrightchange growth and development, but public health and the delivery of essential city make it more competitive nationally and globally. Fairness and equal access to assets, safe neighborhoods spurthis businesses to grow. They all grow together. out of our control. social, economic, and environmental challenges on the municipal and Our neighborhoods, economy, and public services will be ready to withstand and government will take the lead in every single aspect of OneNYC, plan also regional scale. This exercise required deeper consideration of the Focus on Inequality services. Thisthe process break down agency “silos” and resulted in an services, resources, and opportunities Improving lives of helped our residents and st st scale. This exercise required deeper of theThat stronger theand impacts ofinitiatives, climatethat change and other 21 century threats that allfrom New Yorkers can reach their forso action other levels of public and consideration even private sector. future generations byemerge cutting relationship physical andthrough humanfrom capital, acknowledgment ith the poverty rate remaining high calls and regional income inequality continuing tothe grow, Leading the Change We Need ambitious setbetween of visions, realized supporting and A Regional Perspective OneNYC is a goals citywide effort. Nearly all City agencies came together in Resiliency Sustainability Equity full potential The capacity of the city to withstand greenhouse emissions, reducing implications relationship physical and capital, and acknowledgment that 14 means calling forbetween some are human not entirely within the control of theOne nyc.gov/onenyc New York: The Plan forgas a Strong and Just the built environment has manifest not just economic uity has come to the forefront as a guiding principle. In this actions plan, wethat envision While New York City has aOneNYC vast and complex government, oneCity ofout its which crossed traditional boundaries of City for agencies and their focus Resiliency To make the changes weeconomic need, recognizes that the we need reach disruptive events, whether physical, waste, protecting air even andtowater quality cross-cutting working groups that examined underlying trends and data in built environment has manifest implications for notnecessary. just Citythe government, but they all steps that are credible and We growth and development, but public health and the delivery of essential city that is growing, sustainable, resilient, and equitable—a placeare where Neighborhoods Buildings Infrastructure scale cannot accomplish all thatregion needs toand beof done on own. While City economic, or social conditions, brownfields, areas activity. to our neighbors so that our whole may thrive. Theitscleaning strength of the city order to develop new initiatives. The Coastal working groups were tasked with growth and development, but thing publicfor health and thebecause delivery of essential and enhancing public open spaces will not stop pushing for theisright our people some oflead it isin every Neighborhoods Buildings Coastal services. This process helped break down agency “silos”Infrastructure and resulted in an Defense eryone has a fair shot at success. The explicit addition of equity critical, government will take the single aspect of OneNYC, this plan also is essential for“silos” the strength of the in region, and strong communities around the envisioning how the physical city should be shaped to address a range of Neighborhoods Buildings Infrastructure Coastal Defense services. This future. processThese helped break down agency and resulted an ambitious out of ourthe control. seteven of visions, realized through supporting goals and initiatives, Coastal cause a widening opportunity gap threatens city’s four calls for action from other levels of the public and private sector. That Neighborhoods Buildings Infrastructure Defense city make it more competitive nationally and globally. Neighborhoods Buildings Infrastructure Coastal social, economic, and environmental challenges on the municipal and The capacity of the city to withstand proving the lives of our residents and Fairness and equal access to assets, ambitious set of visions, realizedWe through supporting goals and initiatives, which crossed the traditional boundaries of City agencies and their focus Defense Sustainability llars together spur innovation we will need for the next century. means calling for some physical, actions that are not entirely within the control of the regional scale. This exercise requiredDefense disruptive events, whether ureThe generations bythe cutting capacity will of city the to withstand services, resources, and opportunities deeper consideration of the OneNYC is a citywide effort. Nearly all City agencies came together in which crossed the traditional boundaries of City agencies and their focus 14 nyc.gov/onenyc Onesteps Newareas York: Plan for a Strong Just City We Buildings economic, or social eenhouse emissions, reducing disruptive events, physical, ofare activity. so that all Newto Yorkers can reach their Infrastructure Coastal now that agas drive forwhether a sustainable environment leads innovations that createLeading Neighborhoods City government, but they all thatThe credible andand necessary. the Change Weare Need relationship between physical and human ste, protecting and water quality economic, orair social full potential Defensecapital, and acknowledgment that cross-cutting working groupspeople, that examined underlying trends and data in areas ofleads activity. Resiliency hole new businesses, while driving out poverty to healthier and While willNew not York stop pushing theand right thing for ournyc.gov/onenyc people because City has for a vast complex government, even onesome of its of it is the built 15 One New York: The Plan a Strong and Just Cityfor not just economic environment has for manifest implications d conditions, cleaning brownfields, develop newtogether. initiatives. The working groups were tasked with 15 nyc.gov/onenyc One New York: The Plan for a Strong and Just City feenhancing neighborhoods spurspaces businesses toorder grow.toThey all grow of ouraccomplish control. all that needs to be done on scaleout cannot its own. While City d public open growth and the delivery of essential 15 nyc.gov/onenyc Oneand Newdevelopment, York: The Plan but for apublic Strong health and Just City Improving of our residents and be shaped to address a range of envisioning how the thelives physical city should 15 nyc.gov/onenyc One New York: The Plan for a Strong and Just City government will take the lead in every single aspect of OneNYC, this plan also future generations by cutting services. ThisYork: process helped down agency 15 nyc.gov/onenyc One New The Plan for abreak Strong and Just City “silos” and resulted in an 14 nyc.gov/onenyc One Newall York: Theagencies Plan for a Strong and Just City social, economic, and environmental challenges on theismunicipal and Regional Perspective OneNYC a citywide effort. Nearly City came together in greenhouse emissions, reducing calls for action from other levels of the public and even private sector. That 14 ambitious set of visions, realized through supporting goals and initiatives, nyc.gov/onenyc One New York: The Plan forgas a Strong and Just City regional scale. Thiswe exercise required deepercross-cutting considerationworking of the groups that examined Sustainability o make the changes we need, OneNYC recognizes that need reach out waste, protecting air andto water quality The capacity of the city to withstand underlying and 15 nyc.gov/onenyc One New York: The Plan for a Strong and Just City means calling for some actions that are not entirely within thetrends control of data the in which crossed the traditional boundaries of City agencies and their focus and conditions, disruptive events, whether physical, relationship betweencleaning physicalbrownfields, and human capital, and acknowledgment that

A Focus on Inequality

Growth

One

One 10

AVANT PROPOS

OBJECTIFS LOCAUX

NEW YORK, VILLE EN (R)ÉVOLUTION OneNYC est le plan conçu par la Mairie de New York, depuis 2015 sous la gouvernance de Bill De Blasio, maire du parti démocrate. Ce plan définit les objectifs principaux pour le développement économique, social et environnemental de la ville. Il prépare la ville aux défis du futur, en envisageant une métropole dynamique, avec un développement économique en croissance, qui est respectueuse de l’environnement, grâce à des principes de résilience et de durabilité. L’équité est l’un des principes le plus importants, que l’on retrouve aussi dans la gestion politique de New York, Equité signifie assurer que tous les newyorkais puissent avoir égal accès à toutes sortes d’opportunités, pour réaliser leurs rêves et leur potentiel, afin de trouver le succès dans leur vie quotidienne et professionnelle. La croissance de la ville est directement liée à la croissance démographique, dans une ville qui compte 17 millions d’habitants, une des métropoles les plus denses au monde. New York doit être une ville de plus en plus productive et accueillante. La croissance d’opportunités de travail, ainsi que la démarche inclusive d’une population à 40% étrangère sur le territoire, voient un important axe de développement dans l’investissement économique et social en projets d’innovation.

De plus, la ville vise le respect de l’environnement et la réduction de l’empreinte carbone d’ici à 2050. Le projet 80x50, qui prévoit une réduction des émissions de CO2 du 80%, grâce à des investissements dans le secteur des transports en commun régionaux et locaux. Ainsi, un engagement avec les citoyens pour la réalisation de décharges zéro déchets d’ici 2030.

MIXED COMMUNITY F O R E I G N - B O R N N E WYO R K E R S

OPEN PUBLIC SPACES F OR SOCIA L& E CO N O M I C DE V E LO P M E N T

AFFORDABLE HOUSING M A N D AT O R Y I N C L U S I O N A R Y H O U S I N G

REAL ESTATE DEVELOPMENT N YC

AC T I V E

C O N S T R U C T I O N

S I T E S

OBJECTIFS

POUR

QUARTIER

Les objectifs pour Long Island City, partie du district du Queens la plus proche de Manhattan qui se développent au sein du projet sont issus du programme OneNYC. Ces objectifs concernent la composition sociale de la ville. Le Queens est l’un des quartiers de New York qui voit la plupart de ses résidents provenant de l’étranger, avec un pourcentage d’environ le 48%. Le développement de Long Island City est le plus important en dehors de Manhattan, avec de nouvelles tours de bureaux et appartements qui ont consacré, dans la dernière décennie le quartier comme un nouveau pôle économique de la ville, avec Midtown et Downtown Manhattan. La nécessité de développer les espaces publics et les services dédiés à la communauté de citoyens se lie avec les nouveaux développements d’IGH, dans une ville qui voit la plupart de ses citoyens hébergés dans des appartements en location, à prix très élevés. Un programme d’accessibilité aux résidences prévoit la réalisation, dans les nouveaux développements de l’industrie des constructions, d’une pourcentage de logements à prix accessibles, pour augmenter la mixité locale et l’accessibilité aux opportunités de la ville. 11

AVANT PROPOS

OBJECTIFS DU PROJET

Dans mon projet de diplôme je m’intéresse

a été réaménagé pour adapter les locaux à

velles dynamiques sociales et temporelles

principalement à la relation entre archi-

des studios cinématographiques. Le signe

s’installent sur site. Des projets de réamé-

tecture, infrastructure et espace public. La

sur son toit est l’emblème du quartier, la

nagement du paysage routier, ainsi que des

convergence de ce trois éléments constitue

porte du Queens. Cet élément signalétique

établissement culturels commencent à ap-

le paysage urbain du Queens, en particulier

a changé avec les temps pour s’adapter

paraître, comme le Jackson Avenue Streets-

de Long Island City, quartier qui longe à

aux différentes transformations d’usage.

cape Projet et le MoMA PS1, le très célèbre

l’est de l’East River, Midtown Manhattan et à

Depuis les 1930s, ce signal urbain est pour

musée et espace de production culturelle

Roosevelt Island. Le Queens, le borough de

la population new-yorkaise un élément ico-

et artistique, toujours sur Jackson Avenue.

New York, né comme un centre de produc-

nographique urbain local. Silvercup Studios

tion d’énergie et stockage de matières pre-

est aujourd’hui l’établissement le plus im-

Ce qui manque sur le site, ce sont des es-

mières - pour le développement des grands

portant aux Etats-Unis en termes de pro-

paces et des bâtiments qui abritent des

opérations immobilières qui ont caractérisé

duction de séries et films internationaux.

fonctions plus souples, publiques et liées à

Manhattan depuis 1909, année pendant la-

la formation de la vie de quartier. Des pro-

quelle le Queensboro Bridge fut construit -.

Si la relation entre architecture et in-

grammes qui répondent aux temporalités

Ce dernier, est encore aujourd’hui l’unique

frastructure paraît évidente sur site, étant

du site, pour permettre une meilleure quali-

pont qui connecte Midtown Manhattan

donnée sa morphologie, les questions liées

té de vie pour ses futurs habitants. Les nou-

avec Long Island, la vaste île qui s’étend

à l’espace public et à la création de lieux

veaux développements immobiliers, surtout

à l’est de la métropole new-yorkaise.

d’échange et de relation sociale sont moins

les nouvelles tours de logements, néces-

tangibles. Les proximités du bâtiment de

sitent une intégration avec des services pour

Noeud central de la relation architecture/

Silvercup Studios sont en développement

les résidents ainsi que des espaces publics

infrastructure/espace

rapide, surtout depuis 2008. Des nouvelles

de qualité. Des programmes qui permettent

joue autour de la “boucle” de trois niveaux

opérations immobilières, pour la réalisation

au site de pouvoir être habité 24/7, dans

de routes surélevées issues du Queensboro

de IGH à caractère tertiaire et résidentiel,

l’esprit de New York, “la ville qui ne dort ja-

Bridge, qui entoure et traverse l’îlot de Sil-

consacrent le quartier comme BID (Bu-

mais”. Des espaces et des programmes qui

vercup Studios, une ancienne usine de pro-

siness Improvement District, quartier pour

trouvent lieu sur le sous-développé site de

duction de pain. Depuis 1983, le bâtiment

le développement économique). De nou-

Silvercup Studios, noeud central du projet.

public

relation

AVANT PROPOS

OBJECTIFS DU PROJET 1

RECYCLAGE EAUX

BIODIVERSITÉ

ÉNÉRGIE

MOBILITÉ SOUPLE

CONNEXION URBAINE

SPORT

ESPACES LUDIQUES

SERVICES DIGITAUX

INTERACTION ENVIRONNEMENTALE

PRINCIPES ET OBJECTIFS Le projet se développe autour des suivants objectifs:

MICRO-CLIMATS

ESPACE PUBLIC

1. Intégration avec l’existant 2. Favoriser la mixité sociale

RENCONTRE

COMFORT

TRANSPORTS EN COMMUN

CULTURE ET LOISIR

INTEGRATION AU BATI

ÉCONOMIE

3. Accessibilité et développement des espaces publics 4. Amélioration de l’environnement urbain 5. Développement économique et de la vie de quartier

PERMARCHÉ

COWORKING

ÉVÉNEMENTS

INTERACTION SOCIALE

INFORMATION URBAINE

CONTROLE ENVIRONNEMENTAL

MARIAGES

L’intervention prévoit l’extension du siège principal de Silvercup SOCIAL COHESION

Studios, et de ses connexions avec l’environnement urbain. Pour

QUALITY OF LIFE EQUIPMENTS

ce faire, le projet développe sur deux axes: horizontal et vertical. À l’horizontale, le projet intègre la logique de la grille d’îlots, typique ASSOCIATIONS CITOYENNES

de la morphologie urbaine des villes aux Etats-Unis, en prévoyant

SPORTS PARKING ÉDUCATION MARCHÉ au rez-de-chaussée et en toiture des espaces publics aménagés et D’EQUIPE

MOBILITÉ SOUPLE

CINÉMA

ACTIVITÉS

végétalisés. À la verticale, le projet intégré un IGH, une composition de programmes pour le développement de la vie de quartier. Un

P PARKING

STREET ART

programmation mixte s’installe au sein d’une stratégie plus large pour la création d’une nouvelle polarité urbaine. En particulier, le programme concerne: 4 nouveaux studios cinématographiques, un

ACCESSIBILITÉ

TRANSPORT PUBLIC

MOBILITÉ

CULTURE INSTALLATIONS INTÉRACTIVES

ÉCONOMIE CRÉATIVE

INFORMATION

YOGA DANCE VÉLO parking automatisé, des commerces, un cinéma, un centre de loiCOMMERCES ENVIRONNEMENT

sirs, des bureaux de différentes typologies - privés et ouverts au public -, ainsi que des résidences à prix accessible. Le nouveau dé-

ÉCONOMIE TOURISME

EAU

MICRO ÉCONOMIE

INTÉRACTION URBAINE

VÉGÉTATION

veloppement prévoit aussi des terrasses aménagées et vegetalisées INNOVATION

accessibles au public, dans une logique 24/7. MANGER

BUREAU

JOUER

BIODIVERSITÉ

SE BALADER

INTRODUCTION

LONG ISLAND CITY

Long Island City se trouve juste en face de l’East River, devant l’un des quartiers les plus en vogue de Manhattan, l’Upper East Side. Elle est accessible par le pont de Queensborough, alias le pont de la 59th Street, qui fut construit en 1909 par le maire Ed Koch.

Actuellement, il s’agit du deuxième pont plus vieux de la ville après celui de Brooklyn. Construit dans le délire d’expansion et de croissance de New York pendant les années 1910 - 1920, il marque un territoire de petites maisons et de grandes usines.

Le paysage urbain est aussi marqué par la présence, près des infrastructures et des voies fluviales, d’éléments de signalétique en néon: des éléments iconiques telles que le très connu Pepsi Cola Sign, ainsi que le Silvercup Studios Sign.

42-12 28TH STREET

28-02 JACKSON

2 GOTHAM CENTER

HILTON GARDEN INN 2 GOTHAM CENTER

HAYDEN LIC APARTMENTS

1 QPS TOWER APARTMENTS LINC LIC APARTMENTS

QLIC APARTMENTS QLIC APARTMENTS

UNFCU BUILDING

CUNY SCHOOL OF LAW SILVERCUP STUDIOS

MASON TENDER SCHOOL

STEINWAY STORAGE ROLEX LIC REAL ESTATE HOTEL Z NEW YORK

ONE COURT SQUARE

INTRODUCTION ENTRE MANHATTAN ET QUEENS

PAYSAGE URBAIN

La relation visuelle entre Manhattan et le Queens est principalement marquée par ses vues sur l’East River. En effet, le skyline de Manhattan offre des vues impressionnantes sur les très hautes tours et gratteciels qui caractérisent la morphologie urbaine du Midtown.

Une zone de développement qui s’étale lentement avec des interventions ponctuelles, qui sortent de l’échelle plus classique locale lié à la conformation d’origine industrielle du quartier, et qui voit des bâtiments de taille moyenne (7-10 étages) pour des hôtels ou des entreprises de taille moyenne apparaître.

Le paysage urbanisé est croisé par le Queensboro Bridge, qui marque avec sa forme iconique le panorama de l’east River, mais surtout de Long Island City, car il continue comme une rampe surélevée qui connecte la 59th Street de Manhattan à Long Island.

Une évolution morphologique qui voit au centre la boucle d’infrastructures du Queensboro Bridge celle qui entoure le bâtiment de Silvercup Studios. Le noeud central d’un système qui marque le paysage urbanisé avec des routes et rails surélevées, qui s’étale sur LIC.

Long Island City se distribue sur deux typologies hétérogènes de bâtiments dans le paysage urbain: elle est en effet constituée par des IGH d’importance mineure par rapport à ceux de Manhattan, mais surtout par un tissu urbain peu dense formé par des îlots avec des constructions principalement de 3 étages d’hauteur maximum.

La présence de bâtiments importants tels que le One Court Square, autrement dit Citibank Tower, la tour la plus haute de Long Island City, ainsi que d’autres nouvelles tours de logements et bureaux voit par contre un manque importante d’espaces vertes et de parcs.

LONG ISLAND CITY CORE Le paysage urbain de Long Island City Core se caractérise depuis une dizaine d’années par des IGH dans sa partie ouest, avec le développement de nouvelles constructions de logements et secteur tertiaire.

L’unique parc présent, le Dutch Kills Gardens, se trouve à l’arrivée de la Queensboro Plaza North. Il ne suffit pas aux besoins des nouveaux habitants prévus à être accueillis dans le quartier. Un manque qui voit beaucoup de logements vides dans les nouveaux développement immobiliers, contre un élan continu vers l’industrie de la construction et les activités économiques. 19

INTRODUCTION

PAYSAGE URBAIN

INFRASTRUCTURE ET ESPACE VERT Le paysage urbain de Long Island City se caractérise par un rapport étroit entre infrastructure et espace urbain. Les infrastructures surélevées, issues principalement du Queensboro Bridge, hébergent l’autoroute qui connecte Manhattan et Long Island, ainsi que des lignes de métro. Elles se constituent comme un élément très imposant qui caractérise le paysage urbain local. Ces infrastructures font partie de l’héritage industriel du quartier depuis 1930. L’unique grand espace urbain végétalisé le plus proche à Long Island City Core a ouvert en 1939, au sein des Queensbridge Houses Il s’agit du plus grand complexe HLM public d’Amérique du Nord, géré par la New York City Housing Authority (NYCHA). Les 96 bâtiments de 6 étages totalisent 3 142 logements sociaux se situent à côté du pont de Queensboro Bridge. La cité est en grande majorité habitée d’Afro-Américains (70 %), ainsi que deuropéens (irlandais et italiens) et hispaniques. Actuellement, l’unique intervention de concertation entre les échelles de l’infrastructure et l’espace public ce sont les Dutch Kills Gardens. Le projet a prévu une reconversion des espaces de parking en plein air en l’unique jardin desservant la communauté d’habitants de LIC Core. 21

LONG ISLAND CITY CORE

UN QUARTIER EN TRANSFORMATION

INTRODUCTION UNE STRUCTURE DE SECTEURS Le quartier de Long Island City est situé dans la partie sud-ouest du Queens, en face de l’île de Roosevelt Island. Le quartier est l’unique point d’accès directe au Midtown Manhattan, grâce à l’importante infrastructure du Ed Kock Queensboro Bridge qui relie Long Island City Core avec Manhattan. Long Island City se compose de différentes parties, caractérisées par un tissu productif industriel, comme dans le cas de Hunter’s Point Industrial Core, ou du quartier de Ravenswood au nord; des développements résidentiels d’après-guerre, comme le complexe des Queensbridge Houses and Parks, ainsi que des nouveaux développements comme à Hunter’s Point South. Ainsi, la présence de zones plus mixtes comme le quartier résidentiel historique de Hunter’s Point, au sud, mais aussi le quartier de Astoria, qui voit des communauté d’habitants d’origines grecques et italiennes installées depuis les années 1950s. En particulier, le développement d’IGH de bureaux et nouveaux logements de luxe se situe dans la partie centrale, Long Island City Core.

INTRODUCTION

ONGOING TRANSFORMATIONS

UN QUARTIER EN TRANSFORMATION

LES PROJETS EN COURS Long Island City est un quartier de la ville de New York qui voit aujourd’hui à une rapide évolution, dans son esprit et dans sa morphologie urbaine. Le développement de nouvelles constructions d’IGH, telles que la CitiBank Tower, le MetLife et Jetblue, ou les résidences de luxe Queens West sur les bordes de l’East River, ont amené à la réalisation de nouveaux projets, et ont mis l’accent sur les potentialités du site. Le quartier voit aussi la présence l’université Ivy League Cornell Tech sur l’île de Roosevelt, ainsi que La Guardia Community College, acteurs remarquables qui participent à changer et à re-dynamiser un quartier historiquement d’esprit industriel au sein de la ville de New York. De plus, des importants projets de paysage urbain ont été développées, comme dans le cas du Jackson Avenue Streetscape Projet, qui voit le réaménagement de cet axe principal qui connecte la zone des bureaux à la zone d’usage mixte de Hunter’s Point.

SILVERCUP STUDIOS MAIN

100

One Court Square 201 m

Ed Koch Queensboro Bridge 107 m

Queens Plaza North

Queens Plaza South / Queensboro Bridge Path

Queens 150 m

Roosvelt Island 300 m

192 m

SILVERCUP STUDIOS MAIN

MORPHOLOGIE URBAINE ET CHRONOLOGIE AUTOUR DU PROJET

432 Park Avenue 425.5 m 200

500 m

Citigroup Center 279 m

Trump World Tower 262 m

Manhattan 360 m

143 m

1st Ave.

2nd Ave.

3rd Ave.

Lexington Ave.

Park Ave.

SILVERCUP STUDIOS MAIN

UN BÂTIMENT ICONIQUE «Silvercup» était la marque du pain fabriqué par la Gordon Baking Company, qui, lors du boom initial de la construction d’usines à Long Island City dans les années 1920, avait construit une énorme installation de production de 500 000 pieds carrés avec quatre silos à farine sur les lieux.

ter ce que Silvercup pouvait offrir en réponse. La ville de New York connaissant la pire récession de son histoire récente, Silvercup a vendu ses camions et ses machines et a cessé ses activités au début de 1975. Six cents employés ont été licenciés.

Le pain Silvercup était très populaire et est devenu un nom familier pendant des décennies, en particulier à New York et dans les environs. La marque était si célèbre que des entreprises telles que Silvercup Meats et Silvercup Fruit ont ouvert leurs portes dans le quartier, bien qu’elles n’aient rien à voir avec la boulangerie. Silvercup Bread a parrainé des émissions de radio et de télévision dans les années 1930, 1940, 1950 et 1960.

SILVERCUP STUDIOS BUILDING

En 1974, l’établissement ferme ses portes assez soudainement. Silvercup avait un contrat exclusif de trois ans avec le conseil de l’éducation de la ville de New York, et devait mais ne pouvait pas augmenter le prix contractuel du pain après que le président Nixon avait vendu du grain à l’Union soviétique, faisant doubler le prix du pain aux États-Unis. Au même moment, le syndicat des Teamsters avait demandé qu’une surtaxe de 10% soit ajoutée aux produits à base de pain. Silvercup n’a pas pu répondre à leurs demandes, et ni la commission scolaire ni les Teamsters n’étaient disposés à accep-

Depuis 1983, Silvercup Studios compte aujourd’hui 18 studios cinématographiques, totalisant 37.000 mètres carrés. La plupart des productions télévisées basées à New York (The Sopranos, Law & Order, Sex and the City, Gossip Girl, entre autres) ont lieu aux studios Silvercup. L’immense bâtiment blanc portant l’enseigne emblématique plane toujours sur Long Island City. Situé au 42-22 22nd Street à Long Island City, le lot principal comprend 13 scènes de tournage avec toit et grenier. La taille des étages varie de 300 à 1700 mètres carrés, avec des hauteurs de grille pouvant atteindre les 11 mètres. Toutes les installations offrent un espace de bureau de production sur site avec un vaste ensemble de rangement pour accessoires, accessoires et garde-robes. Le bâtiment principal est idéalement situés à quelques minutes de Midtown Manhattan, près du tunnel Queens Midtown et du pont Queensboro 59th Street. 29

SILVERCUP STUDIOS MAIN

L’ÉVOLUTION AUTOUR D’UN REPÈRE URBAIN

L’immense usine de Silvercup avec son signe emblématique domine toujours la ville de Long Island. Elle a été acheté pour une somme dérisoire de 2 000 000 $ en 1980, et les nouveaux propriétaires ont transformé l’immense plancher de l’usine en scènes et en décors de films. La renaissance de Silvercup a permis de relancer la ville en détresse de Long Island, ancienne plaque tournante de la fabrication à New York. Des centaines de nouvelles entreprises et des milliers d’emplois sont maintenant installés dans le quartier et de nombreux lofts d’usine ont été convertis en logements haut de gamme, ce qui fait de Long Island City une des adresses les plus recherchées du Queens. Un signal, celui de Silvercup Studios, qui se lit de deux côtés, et qui marque un repère important mais bizarre aussi pour le site: en effet, l’entrée principale est située sur le côté inverse du signe, en réalisant une communication avec l’environnement infrastructurel et urbain assez singulière. 31

SILVERCUP STUDIOS MAIN

SILVERCUP STUDIOS WEST PROJECT ET AUTRES INTERVENTIONS

Depuis l’ouverture du premier studio dans ce qui était l’ancien silo à farine de la célèbre boulangerie Silvercup Bakery en 1983, les studios Silvercup se sont rapidement imposés comme le plus grand et indépendant centre de production de films et de télévision du nord-est des États-Unis.

blics et des nouveaux studios, mais qui n’a pas vu le jour à cause de la pollution du sol de la parcelle, ainsi que pour la présence d’une usine de distribution d’énergie de la ConEdison, qui attendait un permis de démolition qui n’est jamais arrivé.

Pendant des années, Silvercup Studios a augmenté ses espaces de production cinématographique, en réalisant deux nouveaux sièges à New York. Silvercup East, situé au 34-02 Starr Avenue, Long Island City compte cinq studios de 1500 m2 et un studio de 900 m2 avec une hauteur de grille de 8,5 m. Silvercup North, construit en 2016, situé au 295 Locust Avenue dans le South Bronx, compte 4 étapes d’une superficie allant de 800 m2 à 1600 m2, avec les hauteurs de grille les plus élevées des 50 lots. Depuis 2006, il y a eu aussi deux tentatives d’expansion du site de Silvercup Main, celui situé à Long Island City. La parcelle apte à recevoir ces nouvelles installations se trouve sur le East River, sur le même axe du bâtiment principal. En 2006 et en 2011, deux projets ont été développées par Richard Rogers et Leeser Architecture. Le développement d’un IGH avec un ERP public et privé avec nombreux services pu-

Par contre, un budget d’un 1 milliard de dollars est à investir dans ce projet, qui peut constituer une possibilité alternative vers une stratégie d’expansion, modernisation et augmentation du bâtiment de Silvercup Studios existant. BALMORI ASSOCIATES GREEN ROOFTOP L’unique autre intervention réalisée sur l’immeuble concerne l’installation du plus grand toit végétal avec senseurs environnementaux de New York, conçu par l’agence d’architecture Balmori Associates comme le premier d’une série de toits verts sur les bâtiments de Long Island City. Ce projet examine l’effet de l’ augmentation de la population urbaine sur l’environnement naturel. Aujourd’hui, les villes deviennent de plus en plus peuplées, les surfaces imperméables pavées se multiplient, ce qui entraîne des températures plus élevées (effet d’îlot de chaleur) et le ruissellement des eaux pluviales, pénalisant l’infrastructure existante de la ville. 33

CONDITIONS LOCALES

ANALYSE PRÉLIMINAIRE La zone analysée voit une cercle de rayon de 3/4 de mile (1206,75m) à partir du site de Silvercup Studios, soit environ 20 minutes à pieds. Trois différentes échelles d’analyse sont croisées, afin de voir en détail les différentes dimensions urbaines et morphologiques qui s’imbriquent et se croisent dans la zone environnant le site principal: une analyse des usages installés, ainsi que les infrastructures qui caractérisent et structurent le site.

USAGES ET TERRITOIRE • 3/4 MILE • 800 m • 20’

20’

10’

5’

Lieux d’aggregation - lieux de culte, centres sociaux Equipements sportifs Services au citoyen - hopitaux, centres pour la santé Reparation voitures Parking et garages Hotel Espaces d’entrepôt à louer Industrie Entrepôt privé Espaces verts et parcs Distribution d’énérgie Support et mobilité Equipement culturel Equipement institutionnel Bureaux et tertiaire Retail et commerces Equipement scolaire - universités, écoles, centres de formation Residentiel + commerces Residentiel - baisse densité Residentiel - haute densité Terrains vides

ANALYSE PRÉLIMINAIRE UNE LOGIQUE D’ÎLOTS THÉMATIQUES Au niveau des usages à la grande échelle, il est remarquable que les îlots qui composent la grille urbaine orthogonale se caractérisent par des fonctions agglomérées. Une dimension mono thématique et asservie au développement d’activités productives industrielles et du tertiaire, avec des îlots à esprit mixte qui ne présentent pas assez d’équipements ou espaces consacrés à la vie de quartier. Lieux d’aggregation - lieux de culte, centres sociaux Equipements sportifs Services au citoyen - hopitaux, centres pour la santé Reparation voitures Parking et garages Hotel Espaces d’entrepôt à louer Industrie Entrepôt privé Espaces verts et parcs Distribution d’énérgie Support et mobilité Equipement culturel Equipement institutionnel Bureaux et tertiaire Retail et commerces Equipement scolaire - universités, écoles, centres de formation Residentiel + commerces Residentiel - baisse densité Residentiel - haute densité Terrains vides

3/4 MILE • 800 m • 20’

• USAGES

ANALYSE PRÉLIMINAIRE

3/4 MILE • 800 m • 20’

• INFRASTRUCTURE

INFRASTRUCTURES PRINCIPALES L’infrastructure principale des rues se caractérise par la grille orthogonale, classique du dessin urbain des villes américaines, adaptée à la géométrie du territoire. L’élément le plus remarquable est la « boucle » d’infrastructures constituée par les routes surélevées qui poursuivent depuis le Queensboro Bridge, et qui caractérisent de manière importante le paysage urbain et ses connexions avec le reste du Queens et de Long Island. À partir de la première rampe qui descend sur la 21st Street, au pieds du bâtiment de Silvercup Studios, la découverte du carde et decumanus ( la Queens Plaza North Avenue) qui sont les deux routes principales de connexion entre Long Island City Core et les quartiers proches.

Route surélevée - Queensboro Gate Chardon et Decumanus Rues Espaces verts et parcs East River

ANALYSE PRÉLIMINAIRE UNE LOGIQUE DE SECTEURS Le site de Silvercup se trouve dans une zone qui voit le croisement de différents secteurs d’usages. Cette logique de macro-secteurs est le résultat de l’héritage industriel du site, mais aussi des développements du secteur tertiaire et résidentiel. Il manque par contre une intervention qui puisse réaliser une concertation et une cohérence avec cette logique de secteurs. Les secteurs à caractère mixte sont étalés et de dimension assez réduite par rapport aux secteurs de production, ce qui confirme le manque d’équilibre et de transitions entre les différentes échelles et morphologies qui marquent un territoire en cours de construction, une condition à ré-équilibrer.

Secteur à caractère industriel Secteur à caractère tertiaire Secteur à caractère residentiel et commercial Secteur de distribution d’énérgie Secteur à caractère residentiel Espaces verts et parcs

1/2 MILE • 400 m • 10’

• USAGES

ANALYSE PRÉLIMINAIRE

1/2 MILE • 400 m • 10’

TRANSPORTS EN COMMUN Les transports en commun desservent bien la zone autour des Silvercup Studios, qui voit en effet une pluralité de lignes de métro, bus, et d’équipements pour la mobilité souple et partagée.

• INFRASTRUCTURES

En particulier, le site est intéressé par la présence de la station du métro F 21st Street Queensbridge au nord du site, qui connecte le quartier avec Downtown Manhattan et Conay Island; la station de métro 7, N et W de Queensboro Plaza à l’Est du site, qui connecte le quartier avec Midtown et Downtown Manhattan. Le site voit aussi la présence de stations de Citibike, le service de vélo partagés qui dessert bien la mobilité souple; en outre, la présence des parkings ZipCar, le service de location à heure et à jours de voitures partagées.

F N

E M

Espaces verts et parcs Infrastructures surélevées

Rues Rails Arrêt de métro Arrêt de bus

G CitiBike station

ZipCar parking

ANALYSE LOCALE DES ÎLOTS MONOFONCTIONNELS Le quartier présente au nord-ouest une zone à caractère fortement industriel, et vers le sud-est, une zone des nouveaux développements résidentiels et tertiaires. Il est évident le manque d’une transition entre les différents entités déjà présentes. Equipement sportif Hotel Garage Reparation voitures Reparation voitures avec bureaux - à l’étage ou au RDC Industrie et manufacture Industrie avec bureaux à l’étage Entrepôt Entrepôt à vehicules Entrepôt avec commerce au RDC Entrepôt avec bureaux à l’étage Espaces d’entrepôt à louer Espaces verts et parcs Distribution d’énérgie Restaurant Equipement institutionnel Bureaux et tertiaire Retail et commerces Commerces et bureaux Equipement scolaire - universités, écoles, centres de formation Equipement scolaire avec commerces au RDC Residentiel Residentiel avec commerces au RDC Terrains vides

1/4 MILE • 200 m • 5’

• USAGES

ANALYSE LOCALE

1/4 MILE •200 m • 5’

• ESPACES URBAINS OUVERTS

ESPACES URBAINS OUVERTS ET NATURE L’analyse sur les espaces urbains ouverts et la présence de la nature sur le site met en évidence de façon très claire que la plus part du territoire est encore constitué de terrains vides, principalement utilisés comme espaces de parking, dans l’attente, parfois des permis de construire pour des nouveaux développements immobiliers. Le manque d’espaces verts et de lieux en plein air pour la communauté est aussi remarquable, l’unique exception constituée par le complexe des Queensbridge Houses and Park. Ailleurs, la couche naturelle est très fragmentée, dont la nécessité de créer des espaces publics et naturels dans une zone déjà largement exploitée par l’industrie immobilière. Infrastructures surélevées Rues Espaces à parking Espaces délaissés Espaces verts et parcs Espaces verts et parcs Arbres

1 5 9 3

15 8 7

ANALYSE LOCALE

CONDITIONS AU CONTOUR

VIE DE QUARTIER

13-13 40th Ave.

Depuis 2010, à Long Island City plus de 12 000 appartements y ont été construits et plus de 9 000 autres sont en route. C’est plus que dans aucun autre quartier de New York, plus que dans le centre-ville de Los Angeles, ou dans n’importe quel quartier de Brooklyn en plein essor.

5. Sapps 27-26 Jackson Ave.;

Par contre, LIC maintenant une ligne d’horizon et une zone agitée, avec des développeurs en concurrence pour annoncer des plans pour ce qui sera le plus haut bâtiment du quartier (pour l’instant la tour de Citi One Court Square, qui mesure 202m), ainsi que la création de biosphères d’agrément autonomes, de sorte que les résidents n’ont pratiquement plus à partir, mais aussi à ne pas vivre le quartier en dehors de leurs résidences. GASTRONOMIE DU MONDE

6. Mothership Meat Company 27-20 40th Ave. 7. Ravenswood Tavern 46-62 Vernon Blvd.; CULTURE ET LOISIRS 8. MoMA PS1 22-25 Jackson Ave.; MoMA PS1 est l’une des plus anciennes et des plus grandes institutions d’art contemporain à but non lucratif aux États-Unis. Situé à Long Island City, à New York, le MoMA PS1 se consacre à exposer l’art le plus provocant et le plus provocant du monde entier. MoMA PS1 est une filiale du musée d’art moderne (MoMA).

1. Hendu’s Sandwich Shop at Dutch Kills 27-24 Jackson Ave.

Musées de sculpture

2. Levante 26-21 Jackson Ave.

9. SculptureCenter 44-19 Purves St;

3. Único 31-31 Thomson Ave.

10. The Noguchi Museum 9-01 33rd Rd.;

4. Ramen Shack

11. Socrates Sculpture Park 32-01 Vernon Blvd.

12. The Gutter Bar LIC 10-22 46th Ave. Bowling dans un ancien garage de taxi. Brasseries 13. LIC Beer Project, 39-28 23rd St. 14. Big Alice Brewing Co., 8-08 43rd Rd. 15. LIC Flea & Food The local answer to the Brooklyn Flea has everything from antique American-flag décor to crystals to barbecue, all next to an on-site beer garden. The flea wraps on October 29. 5-25 46th Ave. 16. Chocolate Factory Theater, 5-49 49th Ave. Spectacles de danse d’avant-garde. 17. Indoor Extreme Sport, 47-11 Van Dam St. Paintball, escalade, tyroliennes, tir à l’arc, balises laser sur le thème des zombies et des noirs, jeux de réalité virtuelle. 18. LIC Community Boathouse, 46-01 5th St. 19. The Standing Room, 4738 Vernon Blvd. Club de comédie. Carte de base: The New Yorker, 17 septembre 2017

100

150 m

ANALYSE LOCALE

CONDITIONS AU CONTOUR

QUEENSBORO BRIDGE RAMPS 7

Le paysage urbain de Long Island City

Ramp E

se caractérise d’un étroit rapport entre infrastructure et espace urbain.

Ramp I N

En particulier, les trois routes surélevées

Studios. La 21st Street Ramp, qui connecte

boro Bridge touchent le site de Silvercup

rd Av e.

(ramps) qui se forment à partir du Queens-

localement LIC et Manhattan, coupe en deux l’îlot de Silvercup, en créant une

PL A

«boucle» d’infrastructures autour du bâtiment. Malgré la morphologie du quartier,

Ramp F

les différents éléments et échelles faisant

eet 22nd Str

partie du paysage urbanisé manquent d’une intégration avec l’espace public et bâti. Route surélevée - Queensboro Gate

eet 22nd Str

21st Street

Ramp H

21st Street F

Rues principales locales ve. dA 43r

Subway lignes N,Q,R Subway ligne 7 Silvercup Studios

Ramp F Ramp E N

SUPERMARCHÉ EDUCATION

ORT

JOUER

RESTORATION DANCER

NG EDUCATION

42 dB RESIDENTIEL

ION

SPORTS D’EQUIPE

MOBILITÉ

SPORTS EN PLEIN AIR

ESPACES DE TRAVAIL

EQUIPEMENTS SE CULTURELS RENCONTRER

EQUIPEMENTS YOGA CULTURELS

MARCHÉ COMMERCES ET SERVICES

SPORTS D’EQUIPE

TS HÉ

ESPACES VERTS ET DANCER PLACES

16 m

YOGA SALLE DE SPORT VÉLO

JOUER

ESPACES DE TRAVAIL

EQUIPEMENTS CULTURELS

COMMERCES ET SERVICES

EQUIPEMENTS SPORTIFS

ESPACES VERTS ET PLACES

EQUIPEMENTS SPORTIFS

SE RENCONTRER SE BALADER

JOUER 49 dB BUREAU

VÉLO

COMMERCES EDUCATION

BUREAU

SPORTS D’EQUIPE DANCER

SE BALADER COWORKING

SALLE DE SPORT

ÉVÉNEMENTS

RESTORATION

SPORTS EN PLEIN AIR

YOGA SALLE DE SPORT

MARCHÉ JOUER

SE RENCONTRER SE BALADER

JOUER

SUPERMARCHÉ

PARKING

S S

SUPERMARCHÉ

SPORTS EN PLEIN AIR

SE RENCONTRER YOGA

ÉVÉNEMENTS 8 m

EQUIPEMENTS SPORTIFS

MARCHÉ

COMMERCES

DANCER PARKING

ESPACES VERTS ET PLACES

SPORTS D’EQUIPE

HÉ

CE ON

CONDITIONS ENVIRONNEMENTALES

DU BRUIT

MARCHÉ

SALLE DE PROPAGATION SPORT

SPORTS EN PLEIN AIR

ORT

RESTORATION

SE BALADER

SALLE DE SPORT SE BALADER

55COWORKING dB

EDUCATION

75 dB EQUIPEMENTS SPORTIFS

ESPACES VERTS ET PLACES

DANCER

SE BALADER RESTORATION

SALLE DE SPORT

ESPACES VERTS ET PLACES

CONDITIONS ENVIRONNEMENTALES

INFRASTRUCTURE VS ARCHITECTURE

POLLUTION SONORE New York est très intéressée par la pollution sonore, principalement causée par les moyens de transports, par les installations techniques sur les toits des bâtiments, ainsi que par les infrastructures surélevées et les aéroports. Sur le site de Silvercup Studios, la présence des Queensboro Bridge Ramps produit un bruit autour de 75 décibels, correspondant à un incessant bruit de trafic. Une condition qui ne permet pas d’habiter les espaces extérieurs, et qui nécessite d’une protection adéquate. LES INSTALLATIONS EN TOITURE Les climatiseurs mal entretenus peuvent générer des bruits perturbateurs. Les climatiseurs commerciaux et industriels peuvent être particulièrement bruyants en raison de leur taille et de leur emplacement sur les toits, à proximité de bâtiments résidentiels. Le code de bruit limite de New York les niveaux de décibels créés par les climatiseurs et autres types de dispositifs de circulation. Pour prendre en compte les besoins des nouveaux développements, le code de bruit limite les bâtiments dotés de plusieurs appareils à un niveau de bruit cumulé de 45 décibels, mesuré selon la norme. 49

ENSOLEILLEMENT

PRÉCIPITATIONS

50 Données de source-ouverte par MeteoBlue.com

ROSE DES VENTS

TEMPERATURES

CONDITIONS ENVIRONNEMENTALES

CLIMAT ET MÉTÉREOLOGIE

UN CLIMAT SUBTROPICAL HUMIDE Long Island Cirty et le reste de la ville de New York ont un climat subtropical humide, avec une protection partielle du froid provenant des Appalachian Mountains au nord, et des influences modératrices de l’océan Atlantique au sud. Long Island City, qui se situe à l’ouest du Queens, voit des précipitations pendant toute l’année, avec une moyenne de 114 cm par an. Au cours d’une année moyenne, il y aura 44 jours de pluie modérée ou forte. Les hivers sont froids. Un hiver moyen aura 22 jours avec quelques chutes de neige, dont 9 jours avec au moins 2,5 cm de neige.

HIVER

L’été est généralement chaude et humide. Une été moyenne comprend 17 jours avec une température maximale de 32 °C (90 °F) ou plus chaude. Au cours d’une année moyenne, il y a 14 jours où la température ne dépasse pas le 0 °C (32 °F) toute la journée. Le printemps et l’automne peuvent varier du froid à très chaud. Le quartier est quand même bien ensoleillé pendant l’année, avec 84 jours de soleil moyens. Les vents proviennent principalement de l’East River, qui marque le périmètre du Queens sur le côté ouest-nord-ouest du site. Les tornades sont généralement rares; la dernière tornade a touché sol le 3 août 2018, causant des dommages mineurs. 9 AM

ÉTÉ 23 DECEMBRE 2019 E

7:18 AM

9 AM

12 PM

21 JUIN 2019

16 PM 4:26 AM

4 PM

16 PM

4:29 PM

7:28 PM

2 2

8 6 6

9 7 7

CitiBike station

Infrastructure 6

Coin Nord - Est Queensboro Plaza South - 22st Street corner

Coté Nord - Ouest Parking sous la route surélevée - Queensboro

Coin Nord - Ouest 8 Parking sous la route surélevée - Queensboro

Coté Nord Ouest / 21 st street Compagnie de taxi Creati veM obile Technolo gies

Coté Nord - Ouest / 21st Street Arrivée rue surélevée Queensboro Bridge Espace fermé

Coin Sud - Ouest / 21st St - 43rd Ave nvelope Entreprise Argo E

Coté Sud - Ouest / 43rd Avenue Batiment à usage commercial et bureaux Street Art

Coin Sud - Est/ 22nd St - 43rd Ave Batiment de bureaux mixtes

Coté Sud - Est / 22nd Street (Harry Suna Pl.) Parking de Silvercup Studios

6 7

8 4 3

4 9

3 1

ANALYSE DE L’EXISTANT RELEVÉ DEPUIS SILVERCUP STUDIOS

SILVERCUP STUDIOS MAIN

Le site est entouré et traversé par la Upper Way du Queensboro Bridge pour le 75% (1,2,3,5,9). Mais aussi, des espaces de parking sur le 50% des espaces contextuels au site (2,3,9). Les batiments voisins se caracterisent par les éléments de typologie industriel classique du quartier, avec des grandes fenetres et une façade regulière (4,6,7,8). Sur le coté sud-est du site, la présence d’une station Citibike (6). Ultérieur élément remarquable se situe au 43-01 21st Street, à sud-ouest de la propriété de Silvercup Studios. Un bâtiment industriel d’usage mixte, siège de la fondation artistique Arts Org. L’immeuble à été transformé à travers le projet artistique “Top to Bottom” par l’artiste et directeur artistique James. P. Quinn. Avec l’accord du propriétaire de l’immeuble, plus de 50 street artistes, de 14 nationalités différentes et tous élevés à New York ont été invités pour décorer le bâtiment. Quinn a choisi comment et où placer les ouvres, selon la morphologie architecturale existante, pour créer un centre artistique ouvert à tous. La façade qui donne sur la 43rd Street héberge des espaces commerciaux en location et des restaurants au RDC. De l’autre coté, il donne sur une alley (ruelle secondaire de service), qui desservait une partie dédiée à l’usine de production(7). 53

8 6

9 7

1 Infrastructure 1

Coin Nord - Est Queensboro Plaza South - 22st Street corner

Coin Nord - Ouest Queensboro Plaza South - 21st Street corner

Arrivée rue surélevée Queensboro Bridge Coté Nord - Ouest / 21st Street

Parking + Façade Nord - Est Mason Tender School Coté Nord Ouest / 21 st street

Coin Sud - Ouest 21st Street - 43rd Avenue2

Façade Sud - Ouest 43rd Avenue

Coin Sud - Est 22nd Street - 43rd Avenue

Route surélevée Queensboro Bridge Roadway Façade Sud - Est / 22nd Street

Façade Sud - Est Silvercup Studios 22nd Street (Harry Suna Plaza)

8 4

4 6

ANALYSE DE L’EXISTANT RELEVÉ D’APRÈS SILVERCUP STUDIOS

SILVERCUP STUDIOS MAIN

Le batiment de Silvercup Studios prèsente une façade en brique jaune, typique de l’architecture industrielle locale des années 1920s. la compisition des différents volumes donne une saut d’échelle sur le coté nord-est du site, vue l’hauteur du «socle» de 4 étages sur lequel se pose le signal de Silvercup Studios (1,9). La façade présente plusieurs ouvertures, principalement des fenetres aveugles, ce qui rend simple d’individuer les espaces consacrées aux studios cinématographiqes. L’acces principale se trouver sur le coté qui donne sur la 22nd Street, entre le volume qui support le signal iconique (1,9), et la boucle d’infrastructures. Vers les accès aux studios, la construction présente aussi les entrées pour le charge/decharge des scéniques. (1,2,7). Un quart de l’îlot sur le coté sud-est est coupé par la rampe du Queensboro Upper Way qui connecte la 59th Street de Manhattan à la 21st Street du Queens, sur le coté nord-ouest de l’ilot (3,8). Sur ce meme coté, la prèsence du batiment de l’école Mason Tender School (5) et de son parking (4), font de ce site une situation fragmentée, mais qui se pose comme une base d’intéressante interaction entre infrastructure et usages. 55

ANALYSE DE L’EXISTANT

ÉLÉMENTS TYPIQUES ET PLAN DE SILVERCUP STUDIOS MAIN

Shop

LOADING DOCK

21st Street

Studio

FPSC FPSC

Studio

CYC

Studio

LOADING DOCK

FPSC

CYC

Studio CYC

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STRATÉGIE GÉNÉRALE

Four principles informed OneNYC goals and initiatives:

OneNYC: New Approaches

Previous PlaNYC reports have focused on the pressing of growth, Fourissues principles informed OneNYC goals initiatives: sustainability, and resiliency. All of these goals remain at the core ofand OneNYC, but there are three significant differences in the approach taken with this plan.

Previous PlaNYC reports have focused on the pressing issues of growth, sustainability, and resiliency. All of these goals remain at the core of OneNYC, but there are three significant differences in the approach taken with this plan.

A Focus on Inequality

STRATÉGIE GÉNÉRALE • PRINCIPES URBAINS

With the poverty rate remaining high and income inequality continuing to grow, Growth equity has come to the forefront as a guiding principle. In this plan, we envision a city that is growing, sustainable, resilient, and equitable—a place where Introduction and Evolution everyone has a fair shot at success. The explicit addition of equity is critical, because a widening opportunity gap threatens the city’s future. These four Population growth, real estate Population growth, real estate pillarsOneNYC: together will spur the innovation we will need for the next development, jobcentury. creation,We and the development, job creation, and the New Approaches OneNYC: New Approaches strength of industry sectors strength of industry sectors know that a drive for a sustainable environment leads to innovations that create PlaNYC while reports have focused on the pressing issues people, of growth, Previous PlaNYC reports have focused on the pressing of growth, Fourissues principles informed wholePrevious new businesses, driving out poverty leads to healthier and sustainability, and Alltoofgrow. theseThey goalsallremain at the core of OneNYC, OneNYC goals initiatives: safe neighborhoods sustainability, and resiliency. All of these goals remain at the core ofand OneNYC, spurresiliency. businesses grow together. but there are three significant differences in the approach taken with this plan. but there are three significant differences in the approach taken with this plan.

Growth

Introduction and Evolution

REDYNAMISER LE QUARTIER: UNE LOGIQUE 24/7 Four principles informed OneNYC goals and initiatives:

Equity

A Regional Perspective

Equity

A Regional Perspective

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Four principles informed OneNYC goals and initiatives:

UNE VARIÉTÉ DE PROGRAMMES POUR LA VIE DE QUARTIER

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In this plan, we envision is essential for the strength of the region, and strong communities around the is essential strength the region, and strong communities around E H a cityitthat is growing, sustainable, resilient, and equitable—a place where C a city that is growing, sustainable, resilient, and equitable—a place where city make it more competitive nationally and globally. city make more competitive nationally and globally. Fairness and equal access to assets, Fairness and equal access to assets, N A services, resources, andisopportunities services, resources, andisopportunities everyone has a fair shot at success. The explicit addition of equity critical, everyone has a fair shot at success. The explicit addition of equity critical, so that all New Yorkers can reach their so that all New Yorkers can reach their OneNYC: New Approaches OneNYC: New Approaches Leading the Change We Need Leading the Change We Need because a widening opportunity gap threatens the city’s future. These four because a widening opportunity gap threatens the city’s future. These four full potential Population growth, real estate full potential Population growth, real estate While New York City has a vast and complex government, even one of its While New York City has a vast and complex government, even one of its pillars together will spur the innovation we will need for the next century. We pillars together will spur the innovation we will need for the next We jobcentury. creation, and theon the pressing development, job creation, and the Previous PlaNYC reports have focused on the pressing issues of growth, Previous development, PlaNYC reports have focused of growth, Fourissues principles informed Four principles informed scale cannot accomplish all that needs to be done on its own. While City scale know cannotthat accomplish needs to be done on leads its own. While City that create strength of industry sectors strength of industry sectors a drive foralla that sustainable environment to innovations know that a drive for a sustainable environment leads to innovations that create sustainability, and resiliency. All of these goals remain at the core of OneNYC, OneNYC goals initiatives: sustainability, and resiliency. All of these goals remain at the core ofand OneNYC, OneNYC goals and initiatives: government will take the lead in every single aspect of OneNYC, this plan also government will businesses, take the lead in every single OneNYC, this plan also and whole new while driving out aspect povertyofleads to healthier people, whole new businesses, while driving out poverty leads to healthier people, and but there are three significant differences in the approach taken with this plan. but there are three significant differences in the approach taken with this plan. calls for action from other levels of the public and even private sector. That calls for from otherspur levels of the public andThey evenall private That safeaction neighborhoods businesses to grow. grow sector. together. safe neighborhoods spur businesses to grow. They all grow together. Sustainability Sustainability means calling for some actions that are not entirely within the control of the means calling for some actions that are not entirely withinon theInequality control of the A Focus A Focus on Inequality A Regional A RegionalIntroduction Perspective City government, but they are all steps that are credible and necessary. We government, butPerspective they are all steps that areWith credible and necessary. We Equity high andCity Equity and Evolution the poverty rate remaining high and income inequality continuing to grow, With the poverty rate remaining income inequality continuing to grow, Growth Growth To stop makepushing the changes weright need, OneNYC recognizes that we needoftoitreach To make the changes we need, OneNYC recognizes that we need to reach out will not stop pushing for the right thing for our people because some of it is will not for the thing for our people because is asout equity has come tosome the forefront a guiding principle. In this plan, we envision equity has come to the forefront as a guiding principle. In this plan, we envision to our neighbors so that our whole region may thrive. The strength of the city to our neighbors so that our whole region may thrive. The strength of the city out of our control. out of our control. a city that is growing, and equitable—a place where a city that is growing, and equitable—a place where Improving the lives ofsustainable, our residentsresilient, and Improving the lives ofsustainable, our residentsresilient, and is essential for the strength of the region, andfuture strong communities around the is essential for the strength of the region, andfuture strong communities around the by cutting by cutting everyone generations has a fair shot at success. The explicit addition of equity is critical, OneNYC: New Approaches everyone generations has a fair shot at success. The explicit addition of equity is critical, OneNYC: New Approaches OneNYC is a citywide effort. Nearly all City agencies came together in a citywide Nearlynationally all City agencies came together in reducing city is make it moreeffort. competitive andgreenhouse globally. city make it more competitive nationally andgreenhouse globally. gasand gas emissions, equal access to assets,OneNYC reducing Fairness and equal access to assets, because a widening opportunity gap threatens the city’s future. These four because aFairness wideningemissions, opportunity gap threatens the city’s future. These four waste, protecting air and water quality services, resources, and opportunities Population growth, real estate waste, protecting air and water quality cross-cutting working groups that examined underlying trends and data in services, resources, and opportunities Population growth, real estate cross-cutting working groups that examined underlying trends and data in Previous PlaNYC reports have we focused on the issues of growth, Previous PlaNYC reports have focused on the pressing of growth, Fourissues principles informed pillars together pillars will spur the innovation we will need for the next century. We spur the innovation willLeading need forpressing the next century. andtogether conditions, cleaning so that will all cleaning New Yorkers can reach their development, creation,We and the and conditions, brownfields, so that all New Yorkers can reach their development, creation, and the the Change We Need Leading the job Change We Need order to develop new initiatives. The working groups were tasked with to goals develop newjob initiatives. The working groups were tasked withbrownfields, sustainability, and resiliency. All order of these at thesectors corecreate of OneNYC, goals and initiatives: sustainability, and resiliency. All of these goals remain at thesectors core of OneNYC, and enhancing open spaces environment leads to innovations that create full potential strength of industry and enhancing public open spaces environment full potential strength ofOneNYC industry know that a drivepublic for a sustainable know that a drive for a sustainable leads toremain innovations that While New Yorkphysical City hascity awith vast andplan. complex one While Newapproach York City has awith vastthis andplan. complex government, even one of its envisioning how the physical city should be shaped to address a range of envisioning howapproach the should be shapedgovernment, to address aeven range of of its but there are three significant differences in the taken this but there are three significant differences in the taken new businesses, while driving out poverty leads to healthier people, and new whileCity driving out poverty leads to healthier people, cannot accomplish alland that challenges needs towhole beon done its own. While scale cannot accomplish all that needs towhole be done onbusinesses, its own. While social, economic, and environmental challenges on the municipal and social,scale economic, and environmental theon municipal and City safe neighborhoods spurthis businesses to grow. They all grow together. safe neighborhoods spurthis businesses to grow. They all grow together. government will take the lead in every aspect of OneNYC, plan also government will take the lead in every single aspect OneNYC, plan also regional scale. This exercise required deeper consideration of the regional scale. This exercise required deepersingle consideration of the A of Focus on Inequality A Focus on Inequality forbetween action from other levels oftothe publicand andacknowledgment even private sector. That for action from other levels oftothe public and With even private sector. relationship between physical and human capital, and acknowledgment that physical and human capital, that the poverty rateThat remainingrelationship high calls and income inequality continuing grow, With the poverty rate remaining high calls and income inequality continuing grow, A Regional Perspective A Regional Perspective Resiliency Growth are not entirely within Sustainability Resiliency Sustainability means calling forEquity some actions that are not entirely within the control of the means calling forEquity some the control offorefront the the built environment has manifest implications for not just economic the built environment has manifest implications for not just economic equity has come to the as a guiding principle. In this plan, we envision equity has come to the forefront as a guiding principle. In this actions plan, wethat envisionTo make the To make the changes we need, OneNYC recognizes that we need to reach out changes we need, OneNYC recognizes that we need to reach out City government, butbut theypublic are allhealth steps and that the are credible of and necessary. We City government, but they all steps that are credible and is necessary. We growth and development, but public health and the delivery of essential growth and development, essential a city that growing, sustainable, resilient, and equitable—a where a city that is growing, sustainable, resilient, and equitable—a placeare where to our delivery neighbors so that our whole region may thrive. The strength of the city to our neighbors so that our whole region may thrive. The strength ofplace the city will not stop pushing for break theisright thing for our people because some of it is will not stop pushing for theisright thing for our people because of it at is success. services. This process helped break down agency “silos” and resulted in an services. This process helped down agency “silos” and resulted in an everyone has asome fairof shot The explicit addition ofaround equity critical, everyone has a fair shot at success. The explicit addition of equity critical, is essential for the strength of the region, and strong communities around the is essential for the strength the region, and strong communities the out ofset ourof control. out of ourthe control. ambitious set of visions, realized through supporting goals and initiatives, ambitious visions, realized through supporting goals and initiatives, because a widening opportunity gap threatens the city’s future. These four because a widening opportunity gap threatens city’s future. These four cityThe make it more competitive nationally and globally. make it more competitive and globally. capacity of the city to withstand Population growth, real estate city The Improving the city livestoofwithstand ournationally residents and capacity of the Fairness and equal access to assets, Improving the lives of our residents and Fairness and equal access to assets, which crossed the traditional boundaries of City agencies and their focus which crossed traditional boundaries of City agencies their focusphysical, pillars together will spur the innovation we willthe need for theand next century. We pillarsgenerations together will spur the innovation we will need for theand next disruptive and events, whether development, jobcentury. creation,We and the disruptive future generations byphysical, cutting events, whether services, resources, opportunities future by cutting services, resources, opportunities OneNYC is a citywide effort. Nearly all City agencies came together in OneNYC is a citywide effort. Nearly all City agencies came together in economic, or social strength of industry sectors greenhouse emissions, reducing areas economic, orthat social so that all Newto Yorkers can reach their greenhouse emissions, reducing environment of activity. so that all New can reach their know agas drive for environment leads innovations that createLeading know that agas drive for a sustainable leads toYorkers innovations that createLeading the Change We Need areas of activity. the Change Wea sustainable Need waste, protecting air and water full potentialworking groups that examined underlying trends and data in waste, protecting air and water quality cross-cutting full potentialworking groups that examined underlying cross-cutting trends and data in quality whole new businesses, while driving government, out poverty leads toone healthier people, and While New York City has a vast and complex government, even one of its whole new businesses, while driving out poverty leads to healthier people, and While New York City has a vast and complex even of its and conditions, cleaning brownfields, and conditions, cleaning brownfields, toThey develop newtogether. initiatives. The working groups were tasked with develop newtogether. initiatives. The working groups were tasked with safeaccomplish neighborhoods spurneeds businesses toorder grow. allWhile grow safeenhancing neighborhoods spurspaces businesses toorder grow.toThey all grow scale cannot accomplish all that needs to be done on its own. While City and enhancing public open spaces scale cannot all that to be done on its own. City and public open envisioning how the physical city should be shaped to address a range of envisioning how the physical city should be shaped to address a range of government will take the lead in every single aspect of OneNYC, this plan also government will take the lead in every single aspect of OneNYC, this plan also 14 nyc.gov/onenyc nyc.gov/onenyc One New York: social, The Planeconomic, for a Strong and City andJust environmental challenges on the municipal and 14 One New York: The Plan for a Strong and Just City social, economic, and environmental on municipalPerspective and Athe Regional A Regional Perspective Equity challenges calls for action from other levels of the public and even private sector. That calls for action from other levels of the public and even private sector. That regional scale. Thiswe exercise required deeper consideration of the regional scale. Thiswe exercise required deeper consideration of the Sustainability Sustainability To make the changes we need, OneNYC recognizes that need to reach out To make the changes we need, OneNYC recognizes that need to reach out means calling for some actions that are not entirely within the control of the means calling for some actions that are not entirely within the control of the relationship between physical of and human capital, and acknowledgment that relationship between physical of and capital,to and acknowledgment that our neighbors so that our whole region may thrive. The strength the city to our neighbors so that our whole region may thrive. The strength thehuman city City City government, but they are all steps that are credible and necessary. We government, but they are all steps that are credible and necessary. We Resiliency Resiliency the built environment has manifest implications for not just economic the built environment has manifest for not just economic is essential of the and because strong communities is essential for the strength of the region, and strong communities aroundimplications the will not stop pushingfor forthe thestrength right thing for region, our people some of it is around the will not stop pushing for the right thing for our people because some of it is growth development, but public health and the delivery of essential growth development, butaccess publictohealth and the delivery essential make itofmore competitive nationally andand globally. city make it more competitive nationally andand globally. Fairness and equal assets, out of our control. out of ourcity control. services. Thisthe process break down agency “silos” and resulted in an services, and and opportunities Improving lives of helped our residents and services. Thisthe process helped break down agency “silos” and resulted in an Improving lives ofresources, our residents so that all New Yorkers can reach their future generations by cutting future generations by cutting Leading the Change We Need Leading the Change We Need ambitious set together of visions, throughOneNYC supporting andeffort. initiatives, ambitious set of visions, realized throughOneNYC supporting goals andeffort. initiatives, all City agencies is a goals citywide Nearly all City agencies came together in is a capacity citywide came inrealized The of the cityNearly to withstand potential greenhouse gas emissions, reducing The capacity of the city to withstand greenhousefull gas emissions, reducing While New York City has a vast and complex government, one of its While New Yorkwhether City has a vast and complex government, oneboundaries of its which crossed theand traditional of City agencies and their focus which crossed the traditional of City agencies and their focus disruptive events, whether physical, waste, protecting air even and water quality disruptive events, physical, waste, protecting air even and water quality cross-cutting working groups that examined underlying trends and data in cross-cutting working groups that examined underlying trends data in boundaries scale cannot accomplishThe all that needs toand beofdone on itscleaning own. While City economic, or social scale cannot accomplish all that needs toand beofdone on itscleaning own. While City conditions, brownfields, economic, or social areas activity. conditions, brownfields, areas activity. order to develop new initiatives. The working groups were tasked with order to develop new initiatives. working groups were tasked with and enhancing public open spaces and enhancing open spaces government will take the lead in every single aspect of OneNYC, this plan also government will take the lead in every single aspect ofpublic OneNYC, this plan alsoenvisioning envisioning how the physical city should be shaped to address a range of how the physical city should be shaped to address a range of calls for action from other levels of the public even private calls for action from other levels of the public and even private sector. That social, economic, and environmental challenges on theand municipal and sector. That social, economic, and environmental challenges on the municipal and Sustainability meansThis calling for some actions that are not entirelyof within means calling for some actions that are not entirely within the control of the regional scale. exercise required deeper consideration the the control of the regional scale. This exercise required deeper consideration of the 14 nyc.gov/onenyc Onesteps New York: The Plan for a Strong Just City We 14 nyc.gov/onenyc Onesteps New York: for a Strong Just City We Citybetween government, but and theyhuman are all that areacknowledgment credible andand necessary. City government, but they are all thatThe arePlan credible andand necessary. relationship between physical and human capital, and acknowledgment that relationship physical capital, and that Resiliency Resiliency will not stop pushing for the right thing for for not our just people because some of it is the built environment has manifest implications for not just economic will not stop pushing for the right thing for our people because some of it is the built environment has manifest implications economic outdevelopment, of our control.but public health and the delivery of essential out of our control. growth and development, but public health and the delivery of essential growth and A Focus on Inequality

Introduction and Evolution

With the poverty rate remaining high and income inequality continuing to grow, equity has come to the forefront as a guiding principle. In this plan, we envision a city that is growing, sustainable, resilient, and equitable—a place where everyone has a fair shot at success. The explicit addition of equity is critical, because a widening opportunity gap threatens the city’s future. These four pillars together will spur the innovation we will need for the next century. We know that a drive for a sustainable environment leads to innovations that create whole new businesses, while driving out poverty leads to healthier people, and safe neighborhoods spur businesses to grow. They all grow together.

Growth

JEU

Population growth, real estate development, job creation, and the strength of industry sectors

Equity Pour développer une polarité dans une ville telle que New York, la ville qui ne dort jamais, il faut prévoir une stratégie qui perFairness and equal access une to assets, activation 24/7 du site. Une stratégie qui prévoit tout mette services, resources, and opportunities so that all New Yorkers can reach their d’abord l’intensification d’usages variés. full potential

Dans un contexte urbain de petits bâtiments et de grandes tours, il est nécessaire d’intégrer les usages à travers la mixité d’échelles, pour pouvoir recréer une architecture à l’échelle humaine, accessible à tous.

Pour permettre la mixité d’usages sur le site tout au long de la Pour y parvenir, il est nécessaire de promouvoir et encourager Sustainability journée, il est nécessaire d’incorporer un série de programmes le développement de bâtiments denses et polyvalents, capables qui s’imbriquent entre eux selon l’horaire et la période de l’année, de générer de l’innovation au moyen d’interaction entre divers Improving the lives of our residents and Improving the lives of our residents and future generations by cutting services. This process helped break down agency and resulted in an future generations by cutting services. Thisalentours. process helped break down agency “silos” and resulted in an de façon solidaire aveceffort. l’environnement urbain et d’activités dans la “silos” proximité. OneNYC is a citywide effort. Nearly all City agenciesutilisateurs came together in OneNYC is a citywide Nearly all City agencies came together in reducingaux greenhouse gas emissions, greenhouse gas emissions, reducing ambitious set of visions, realized through supporting goals and initiatives, ambitious set of visions, realized through supporting goals and initiatives, waste, protecting air and water quality and conditions, cleaning brownfields, and enhancing public open spaces

waste, protecting air and water The capacity of thetrends city to withstand cross-cutting working groups that examined underlying and data in The capacity of the city to withstand cross-cutting working groups that examined underlying trends and data in quality which crossed the traditional boundaries of City agencies and their focus which crossed the traditional boundaries of City agencies and their focusphysical, and conditions, cleaning disruptive events, whether disruptive events, whether physical, order to develop new initiatives. The working groups were tasked with order to develop new initiatives. The working groups were tasked withbrownfields, enhancing public open spaces economic, or social economic, and or social areas of activity. areas of activity.

envisioning how the physical city should be shaped to address a range of how the physical city should be shaped to address a range of Un nouveau envisioning repère urbain, adapté à Long Island City, qui perIl est important d’intensifier les usages qui sont nécessaires à social, economic, and environmental challenges on the municipal and social, economic, and environmental challenges on the municipal and regional scale. This exercise required deeper consideration of the regional scale. This exercise required deeper consideration of the New York mettrait de redonner vie au à ce côté de à travers la création de la vie de quartier, usages que nous trouvons très relationship between physical and human capital, and acknowledgment that relationship between physical and human capital, and acknowledgment that Resiliency Resiliency the built environment has manifest implications for étales not just economic the built environment hassportives, manifest implications for not just economic concerts, compétitions projections, réunions ou manidans un territoire sectorisé, ainsi que avec une densité growth and development, but public health and the delivery of essential growth and development, but public health and the delivery of essential festations, foires etprocess vente, nourriture, repos, célébration, activités d’habitations encore très faible. services. This process helped break down agency “silos” and resulted in an services. This helped break down agency “silos” and resulted in an ambitious set of visions, realized through supporting goals and initiatives, ambitious set of visions, realized through supporting goals and initiatives, The capacity of the city to withstand The capacity of the city to withstand d’information. artistique, which crossed the traditional boundaries of City agencies and their focus which crossed the traditional boundaries of City agencies their focusphysical, disruptive and events, whether disruptive events, whether physical, 60 economic, or social economic, or social areas of activity. areas of activity. nyc.gov/onenyc

One New York: The Plan for a Strong and Just City

nyc.gov/onenyc

One New York: The Plan for a Strong and Just City

OneNYC: New Approaches Four principles informed OneNYC goals and initiatives:

PRINCIPES A Focus on Inequality URBAINS • STRATÉGIE GÉNÉRALE Growth Introduction and Evolution

Population growth, real estate development, job creation, and the strength of industry sectors

OneNYC: New Approaches ÎLOTS MONOFONCTIONNELS --> PLURIFONCTIONNELS Four principles informed OneNYC goals and initiatives:

A Focus on Inequality

Equity

Introduction and Evolution

UNE PERSPECTIVE ÉCOLOGIQUE POUR LES PARKINGS

A Regional Perspective

To make the changes we need, OneNYC recognizes that we need to reach out With the poverty rate remaining high and income inequality continuing to grow, to our neighbors so that our whole region may thrive. The strength of the city Introduction and Evolution equity has come to the forefront as a guiding principle. In this plan, we envision is essential for the strength of the region, and strong communities around the a city that is growing, sustainable, resilient, and equitable—a place where city make it more competitive nationally and globally. Fairness and equal access to assets, services, resources, andisopportunities everyone has a fair shot at success. The explicit addition of equity critical, so that all New Yorkers can reach their OneNYC: New Approaches Leading the Change We Need because a widening opportunity gap threatens the city’s future. These four full potential Population growth, real estate While New York City has a vast and complex government, even one of its pillars together will spur the innovation we will need for the next century. We development, job creation, and the Previous PlaNYC reports have focused on the pressing issues of growth, Four principles informed scale cannot accomplish all that needs to be done on its own. While City strength of industry sectors know that a drive for a sustainable environment leads to innovations that create sustainability, and resiliency. All of these goals remain at the core of OneNYC, OneNYC goals and initiatives: government will take the lead in every single aspect of OneNYC, this plan also whole new businesses, while driving out poverty leads to healthier people, and but there are three significant differences in the approach taken with this plan. calls for action from other levels of the public and even private sector. That safe neighborhoods spur businesses to grow. They all grow together. Sustainability means calling for some actions that are not entirely within the control of the A Focus on Inequality A Regional Perspective City government, but they are all steps that are credible and necessary. We Equity With the poverty rate remaining high and income inequality continuing to grow, Growth To make the changes we need, OneNYC recognizes that we need to reach out will not stop pushing for the right thing for our people because some of it is equity has come to the forefront as a guiding principle. In this plan, we envision to our neighbors so that our whole region may thrive. The strength of the city out of our control. a city that is growing, and equitable—a place where Improving the lives ofsustainable, our residentsresilient, and is essential for the strength of the region, andfuture strong communities around the by cutting everyone generations has a fair shot at success. The explicit addition of equity is critical, OneNYC: New Approaches OneNYC is a citywide effort. Nearly all City agencies came together in city make it more competitive nationally andgreenhouse globally. gas emissions, reducing Fairness and equal access to assets, because a widening opportunity gap threatens the city’s future. These four waste, protecting air and water quality services, resources, and opportunities Population growth, real estate cross-cutting working groups that examined underlying trends and data in Previous PlaNYC reports have focused on the pressing issues of growth, will spur the innovation we will need for the next century. We andtogether conditions, cleaning brownfields, so that all New Yorkers can reach their development, creation, and the Leading the job Change We Need pillars order to develop new initiatives. The working groups were tasked with sustainability, and resiliency. All of these goals remain at thesectors core of OneNYC, and enhancing open spaces environment leads to innovations that create full potential strength of industry know that a drivepublic for a sustainable While Newapproach York City has awith vastthis andplan. complex government, even one of its envisioning how the physical city should be shaped to address a range of but there are three significant differences in the taken new whileCity driving out poverty leads to healthier people, and scale cannot accomplish all that needs towhole be done onbusinesses, its own. While social, economic, and environmental challenges on the municipal and safe neighborhoods spurthis businesses to grow. They all grow together. government will take the lead in every single aspect of OneNYC, plan also regional scale. This exercise required deeper consideration of the A Focus on Inequality for action from other levels oftothe public and even private sector. That relationship between physical and human capital, and acknowledgment that With the poverty rate remaining high calls and income inequality continuing grow, A Regional Perspective Resiliency Sustainability means calling forEquity some are not entirely within the control of the the built environment has manifest implications for not just economic equity has come to the forefront as a guiding principle. In this actions plan, wethat envision To make the changes we need, OneNYC recognizes that we need to reach out City government, but they all steps that are credible and necessary. We growth and development, but public health and the delivery of essential a city that is growing, sustainable, resilient, and equitable—a placeare where to our neighbors so that our whole region may thrive. The strength of the city will not stop pushing for theisright thing for our people because some of it is services. This process helped break down agency “silos” and resulted in an everyone has a fair shot at success. The explicit addition of equity critical, is essential for the strength of the region, and strong communities around the out of ourthe control. ambitious set of visions, realized through supporting goals and initiatives, because a widening opportunity gap threatens city’s future. These four cityThe make it more competitive nationally and globally. capacity of the city to withstand Improving the lives of our residents and Fairness and equal access to assets, which crossed the traditional boundaries of City agencies and their focus pillarsgenerations together will spur the innovation we will need for theand next century. We disruptive events, whether physical, future by cutting services, resources, opportunities OneNYC is a citywide effort. Nearly all City agencies came together in economic, or social greenhouse emissions, reducing environment so that all Newto Yorkers can reach their know that agas drive for a sustainable leads innovations that createLeading the Change We Need areas of activity. waste, protecting air and water quality full potentialworking groups that examined underlying trends and data in cross-cutting whole new businesses, while driving out poverty leads to healthier people, and While New York City has a vast and complex government, even one of its and conditions, cleaning brownfields, develop newtogether. initiatives. The working groups were tasked with safeenhancing neighborhoods spurspaces businesses toorder grow.toThey all grow scale cannot accomplish all that needs to be done on its own. While City and public open envisioning how the physical city should be shaped to address a range of government will take the lead in every single aspect of OneNYC, this plan also 14 nyc.gov/onenyc One New York: The Plan for a Strong and Just City social, economic, and environmental challenges on the municipal and A Regional Perspective calls for action from other levels of the public and even private sector. That regional scale. Thiswe exercise required deeper consideration of the Sustainability To make the changes we need, OneNYC recognizes that need to reach out means calling for some actions that are not entirely within the control of the relationship between physical of and capital, and acknowledgment that to our neighbors so that our whole region may thrive. The strength thehuman city City government, but they are all steps that are credible and necessary. We Resiliency the built environment has manifest for not just economic is essential for the strength of the region, and strong communities aroundimplications the will not stop pushing for the right thing for our people because some of it is growth development, but public health and the delivery of essential city make it more competitive nationally andand globally. out of our control. services. Thisthe process break down agency “silos” and resulted in an Improving lives of helped our residents and future generations by cutting Leading the Change We Need ambitious set of visions, realized throughOneNYC supporting andeffort. initiatives, is a goals citywide Nearly all City agencies came together in The capacity of the city to withstand greenhouse gas emissions, reducing While New Yorkwhether City has a vast and complex government, oneboundaries of its which crossed the traditional of City agencies and their focus disruptive events, physical, waste, protecting air even and water quality cross-cutting working groups that examined underlying trends and data in scale cannot accomplish all that needs toand beofdone on itscleaning own. While City economic, or social conditions, brownfields, areas activity. order to develop new initiatives. The working groups were tasked with and enhancing open spaces government will take the lead in every single aspect ofpublic OneNYC, this plan alsoenvisioning how the physical city should be shaped to address a range of calls for action from other levels of the public and even private sector. That social, economic, and environmental challenges on the municipal and means calling for some actions that are not entirely within the control of the regional scale. This exercise required deeper consideration of the 14 nyc.gov/onenyc Onesteps New York: for a Strong Just City We City government, but they are all thatThe arePlan credible andand necessary. relationship between physical and human capital, and acknowledgment that Resiliency will not stop pushing for the right thing for our people because some of it is the built environment has manifest implications for not just economic out of our control. growth and development, but public health and the delivery of essential

One

Four principles informed OneNYC goals and initiatives:

Growth

Population growth, real estate development, job creation, and the strength of industry sectors

Equity La zone autour du bâtiment de Silvercup Studios héberge certainement un éventail d’utilisations plus large que le reste de la and equal access to assets, ville, Fairness principalement monofonctionnel. Les zones résidentielles à services, resources, and opportunities all New Yorkers can reach their hautesofullthat densité nécessitent un usage plus intense. potential

Previous P sustainab but there

A Focus Growth

Growth

Introduction and Evolution

OneN

Four principles informed OneNYC goals and initiatives:

One Population growth, real estate development, job creation, and the strength of industry sectors

Introduction and Evolution

Equity

With the p Introdu equity has a city that everyone because a pillars tog Four p know that OneN whole new safe neigh

A Regio

To make t to our nei

is essentia OneNYC: New Approaches city make

Four principles informed OneNYC goals and initiatives:

Growth

Population growth, real estate development, job creation, and the strength of industry sectors

Fairness and equal access to assets, services, opportunities Previousresources, PlaNYC and reports have focused onPopula the p so that all New Yorkers can reach their develo Leading sustainability, and resiliency. All of these goals r full potential strengt

While Ne but there are three significant differences in the scale cann governme A Focus on Inequality for a With the poverty rate remaining high calls and incom Sustainability means cal equity has come to the forefront as a guiding pr City gove a city that is growing, sustainable, resilient, and will not st everyone has a fair shot at success. The explicit out of ourt because a widening opportunity gap threatens

Improving the lives of our residents and Fairnes pillarsgenerations together will spur the innovation we will future by cutting service OneNYC greenhouse emissions, reducing environment so that know that agas drive for a sustainable waste, protecting air and water quality full pot cross-cut whole new businesses, while driving out povert and conditions, cleaning brownfields, d safeenhancing neighborhoods spurspaces businesses toorder grow.toTh and public open

A Regional Perspective

envisionin social, eco

La vaste zone recouverte d’asphalte ou deEquity béton est Tol’un des regional s make the changes we need, OneNYC recogn relationsh to our neighbors so that our whole region may Resiliency principaux problèmes écologiques dans une partie de la ville the built is essential for the strength of the region, and se growth city make it more competitive nationally andan g Fairness and equal access to assets, dotée principalement d’infrastructures. services. services, resources, and opportunities ImprovT so that all New Yorkers can reach their full potential

future g Leading the Change We Need ambitious The capacity of the city to withstand greenh While New Yorkwhether City has a vast and complex g which cro disruptive events, physical, waste,

scale cannot accomplish all that needs toand beofdo economic, or social co areas a La grande majorité des terrains de stationnement sont imperand en government will take the lead in every single a calls for action from other levels of the public a Il est nécessaire de promouvoir un centre-ville plus diversifié, un méables à l’eau, ce qui pose un problème pour le traitement des Sustainability Sustainability means calling for some actions that are not ent développement qui ne soit pas eaux de surface contaminées et des eaux de pluie. En Cityutilisant government, but they are all steps that are will not stop pushing for the right thing for ou exclusivement axé sur le travail, mais qui permette de combiner des techniques d’aménagement paysager, il est possible out of ourd’augcontrol. Improving the lives of our residents and Improving the lives of our residents and future generations by cutting future generations by cutting traditionnelles et innovantes visant à améliorer services. This process “silos” andprogressivement resulted in an des utilisations lehelped break down agency menter la surface perméable tout en traitant OneNYC is a citywide effort. Nearly all City ag OneNYC is a citywide effort. Nearly all City agencies came together in greenhouse gas emissions, reducing greenhouse gas emissions, reducing ambitious set of visions, realized through supporting goals and initiatives, protecting air and water quality waste, protecting air and water quality The ca capacity of thetrends city to withstand cross-cutting working groups that examined u cross-cutting working groups that examined underlying and data in which crossed the traditional boundaries of City agencies and de their focus quotidien résidents du quartier enThe offrant une multitude de les eaux ruissellement. Cela réduitwaste, laconditions, contamination et la and cleaning brownfields, and conditions,des cleaning brownfields, disrup disruptive events, whether physical, order to develop new initiatives. The working order to develop new initiatives. The working groups were tasked with and enhancing public open spaces and enhancing public open spaces econom economic, or social areas of activity. envisioning how the physical city should be sh envisioning how the physical city should be shaped to address a range of possibilités. nécessité de convoyer la même eau vers la principale usine de social, economic, and environmental challeng social, economic, and environmental challenges on the municipal and regional scale. This exercise required deeper c regional scale. This exercise required deeper consideration of the traitement des eaux. relationship between physical and human cap relationship between physical and human capital, and acknowledgment that Resiliency Resiliency the built environment has manifest implicatio the built environment has manifest implications for not just economicet le niveau La variété des utilisations augmentera «l’urbanité» Les parcs de stationnement offrent également une excellente growth and development, but public health an growth and development, but public health and the delivery of essential de résilience économique de lahelped ville, attirant de nouveaux invesoccasion d’inclure plus de végétation et d’améliorer le climat ethelped break down agen services. This process services. This process break down agency “silos” and resulted in an ambitious set of visions, realized through supp ambitious set of visions, realized through supporting goals and initiatives, The capacity of the city to withstand The capacity of the city to withstand tissements et stimulant l’économie locale. le confort du tissu urbain qui les entoure. which crossed the traditional boundaries of C which crossed the traditional boundaries of City agencies and their focus disruptive events, whether physical, disruptive events, whether physical, 61 economic, or social economic, or social areas of activity. areas of activity. nyc.gov/onenyc

One New York: The Plan for a Strong and Just City

nyc.gov/onenyc

One New York: The P

nyc.gov

STRATÉGIE GÉNÉRALE • DÉVELOPPEMENT ET CONCEPT

RÉPERAGE DES SOURCES DE POLLUTION SONORE

PROTECTION DES SOURCES DE BRUITS EXTÉRIEURES

INTÉGRATION À L’ÉCHELLE URBAINE LOCALE

CROISEMENT DYMANIQUE DES ESPACES PUBLICS

DÉVELOPPEMENT ET CONCEPT • STRATÉGIE GÉNÉRALE

COUVERTURE ÉTAGE TECHNIQUE ET INTÉGRATION RAMPE

SURÉLÉVATION ET AUGMENTATION DES CONNEXIONS

INSTALLATION DES PROGRAMMES

ÎLOT À USAGE MIXTE AVEC INFRASTRUCTURE INTEGRÉE 63

STRATÉGIE GÉNÉRALE • SILVERCUP RED STRIPE LA BANDE ROUGE

CONSIDERATIONS PRÉLIMINAIRES

Silvercup Red Stripe nait comme un projet qui veut créer une fusion physique et programmatique entre les différents éléments qui se présentent déjà sur site. La proposition un modèle alternatif de développement du site de Silvercup Studios, en tissant des relations fonctionnelles et sociales entre la communauté des habitants locale et le développement de l’industrie cinématographique. Une hybride entre aménagement urbain, infrastructure et architecture, une stratégie écologique et respectueuse de l’identité locale.

L’ilot de propriété de Silvercup Studios voit l’interaction de 3 éléments principaux qui caractérisent le site: l’infrastructure, les constructions existantes, et l’espace urbain.

Le concept c’est de réaliser une bande de couleur rouge, pour faire echo à une renaissance du rouge du signal de Silvercup Studios. Une intervention forte à l’échelle du territoire, un mur rideau colorié qui marque le paysage urbain local, ainsi qu’une révolution de la vie de quartier. La création d’une nouvelle polarité au sein de Long Island City, l’innovation qui respecte un héritage industriel à récuperer, ré-valoriser, ré-dynamiser. Le création d’un objet coherent mais complexe, d’un dispositif urbain qui se configure comme un super-ilot ouvert vers le quartier. Accessible par ses programmes et ses flux, intégré aux fonctions des voires automobiles, des espaces construits et naturels, de l’expérience de l’usager. 64

L’ ilot est est actuellement occupée par les deux bâtiments de Silvercup Studios Main, Studio X et la Tender School de formation OPC, ce deux dernières proposés à la démolition. Les deux immeubles, d’hauteur maximale de 9m, ne présentent pas des restrictions au niveau de patrimoine. En particulier, la Tender School et les activités qui y sont installées aujourd’hui peuvent facilement être déplacées dans des typologies de bâtiments similaires, des entrepôts typiques du quartier inoccupées suite à la crise économique mondiale du 2008. La partie de l’ilot traversée par la rampe qui donne accès du Queensboro Bridge à la 21st Street de LIC, comprenant aussi le volume isolée du Studio X, sera la base de développement pour la nouvelle extension du site. ERP AUGMENTÉ Dans ce cadre, le projet architecturale sera développé en particulier sur les dynamiques du bâtiment qui constitue la

charnière de l’ensemble: la nouvelle Silvercup Main Tower, et ses connexions avec les autres typologies et programmes considérés dans le système de projet. Le projet prends en compte les critères de base de l’aménagement urbain institués par la Ville de New York, dont le développement de l’industrie, la planification de l’économie locale et de la vie de quartier, ainsi que la construction de nouveaux développements immobiliers. Le nouveau développement à été dessiné compte tenu du développement d’une partie du site de Silvercup Studios, notamment la parcelle qui concerne le Studio X, et le réaménagement des espaces de parking sous les routes surélevées existantes sur la Henri Suna Plaza (22nd Street). Le bâtiment veut se configurer comme un ensemble de fonctions différentes, et pourtant, comme un dispositif urbain avec caractères différents pour la définition des façades, conditions de vie intérieures, connexions intérieur-extérieur. Ce nouveau bâtiment-charnière se configure comme une architecture qui se dessine autour des parcours entre les différents niveaux du bâtiment et des programmes existants et proposés. L’intervention principale est constituée d’un bâtiment ERP augmenté, qui hébergera des usages mixtes. Ce bâtiment veut être proposé comme un exemple

SILVERCUP RED STRIPE • STRATÉGIE GÉNÉRALE d’infrastructure ouverte, une sorte de place équipée favorisant l’autonomie citoyenne. Il permettra l’accès à l’eau et à la lumière, mais aussi aux espaces de stockage, aux outils et aux installations. INFRASTRUCTURE INTEGRÉE L’infrastructure traversante l’îlot sera étendue sur le périmètre du projet, pour donner accès au nouveau parking automatique intégré. Ainsi, le projet propose un nouveau niveau d’infrastructure, par l’extension d’une rampe depuis la principale issue du Queensboro Bridge, qui desservira les nouveaux studios cinématographiques sur la toiture de Silvercup Studios Main. La zone située au sud-Ouest, occupée par les actuels parkings de Silvercup Studios sur la 22nd Street, seront reconvertis en parc et zones en plein air pour la communauté et pour le quartier. La fonction de parking sera intégrée dans la nouvelle extension du bâtiment de Silvercup Studios, qui hébergera plus de 320 places de parking contre les 250 extérieurs existants aujourd’hui. Le projet se pose ici deux objectifs: augmenter la qualité de vie de la communauté des habitants et donner une perspective écologique à des espaces qui seront autrement inexploitables par l’industrie de la construction. Pour répondre à ces

enjeux, le projet inclut aussi la reconversion de l’existante Henri Suna Plaza sur la 22nd Street dans un parc urbain intégré au paysage infrastructurel. LES TERRACES DE SILVERCUP STUDIOS Le projet propose l’intensification d’usage des terrasses au-dessus du bâtiment existant hébergeant les studios et bureaux de Silvercup Studios. Les trois axes principaux de conception prévoient l’installation d’un système de parcours, d’escalier et de rampes, l’installation d’une couche végétale à différents niveaux, et la connexion avec le bâtiment charnière. La terrasse du signal de Silvercup Studios restera inaltérée pour en protéger l’importance historique, ainsi que pour préserver le paysage de signalétique urbaine. La base de ce volume, qui héberge les studios cinématographiques, peut être étendue en aménageant la toiture. Le projet prévoit la réalisation d’un plancher au dessus des installations techniques existantes sur la toiture, pour permettre l’aménagement d’une nouvelle extension. Le toit abritera des installations pour la production cinématographique, les foncions de charge/décharge des scénographies et matériaux, et des toitures végétalisées accessibles. La couverture de la toiture existante de

Silvercup Studios a été faite selon deux considérations: d’un côté, le terrasses existantes ne sont pas praticables, et la présence des systèmes de ventilation sur le toit limite la surface exploitable. ACTEURS ET FAISABILITÉ Le promoteur principal du projet est Silvercup Studios, qui dispose d’un budget de 1 milliard de dollars pour le réaliser. Des partenariats entre Silvercup Studios et autres entités du locales et de la ville de New York naissent pour donner place à la réalisation du projet, dans l’intérêt général de la diffusion culturelle et artistique. Grâce à une programmation mixte et variée, réalisé en partenariat entre des producteurs cinématographiques, des associations d’habitants et d’artistes locaux, et l’acteur public, l’intervention s’installe sur site pour formaliser une volonté de la communauté locale d’établir un espace dédiée à la vie de quartier. Programmer un développement urbain durable, conserver le caractère industriel du site, intégrer les résidents, actuels et futurs. Réinventer et re-dynamiser le quartier, à travers une programmation de proposer un rééquilibrage territorial des fonctions, pour réaliser une mixité urbaine et paysagère. 65

SILVERCUP RED STRIPE

AXONOMETRIE GÉNÉRALE

STRATÉGIE GÉNÉRALE • IMPLANTATION ET PROGRAMMES

IMPLANTATION ET PROGRAMMES • STRATÉGIE GÉNÉRALE 21st Street Metro F

Queens Plaza Metro N,Q,R,7 Manhattan 59th Street

LÉGENDE ARRIVéE 21ST STREET CIRCULATION EXTERIEURE

ACCèS PARKING

CIRCULATION INTERIEURE

ACCèS LOGISTIQUE STUDIOS

Long Island Highway

ACCèS PARKING

0 25 STUDIOS ACCèS LOGISTIQUE

100

150 m

STRATÉGIE GÉNÉRALE • IMPLANTATION ET PROGRAMMES

SPORTS EN PLEIN AIR

MARCHÉ SPORTS D’EQUIPE

SE RENCONTRER

COMMERCES

VÉLO

BUREAU

YOGA

ÉVÉNEMENTS

SUPERMARCHÉ

SPORTS D’EQUIPE DANCER

RÉGIE

RESIDENCE

PARKING

COWORKING

COMMERCES EDUCATION

VÉLO

BUREAU

ÉVÉNEMENTS

RESTORATION

SPORTS EN PLEIN AIR

YOGA SALLE DE SPORT

MARCHÉ JOUER

SE RENCONTRER SE BALADER

JOUER

SUPERMARCHÉ DANCER RÉGIE

RESIDENCE

PARKING

SE BALADER

COWORKING EDUCATION

PRODUCTION CINÉMA ET TÉLÉVISION

RESIDENTIEL

MOBILITÉ

ESPACES DE TRAVAIL

EQUIPEMENTS CULTURELS

RESTORATION

COMMERCES ET SERVICES

SALLE DE SPORT

EQUIPEMENTS SPORTIFS

ESPACES VERTS ET PLACES

IMPLANTATION ET PROGRAMMES • STRATÉGIE GÉNÉRALE STRATEGIE D’IMPLANTATION

PROGRAMMATION Au niveau des programmes, le projet veut créer une nouvelle polarité urbaine en s’appuyant sur les espaces et activités pour la vie de quartier, par la communauté des habitants, ce qui n’existe quasiment pas du tout aujourd’hui dans Long Island City. Espaces sportifs, espaces culturels, espaces de travail et bureaux partagés, commerces et services, résidences, ainsi que des nouveaux espaces verts, font partie d’une stratégie qui veut concentrer et augmenter les usages quotidiens des espaces privés et publics. Le projet prend en charge l’extension du projet paysager déjà réalisé par Balmori Associates sur le toit du bâtiment de Silvercup Studios. L’installation des parcours pour animer et harmoniser la circulation entre les bureaux existants et la mécanique du bâtiment, et des nouveaux terrains verts, des espaces de détente, des terrains de jeux et d’échange social. Ces programmes sont liés à ceux abrités dans l’ERP principal: espaces commerciaux, ateliers de création de scénographie, espaces de production de montage et photographie, ateliers de production artistique, crèche. Mais aussi, Des espaces sportifs intérieurs et extérieurs: piscine, terrains sportifs dédiés, pistes, skatepark, escalade.

Le projet prévoit aussi un développement vertical, qui se concrétise dans une tour de programmation mixte, accessible au aussi au public. Elle héberge trois fonctions principales: cinéma, espaces de travail, logements. Entre les différentes parties, la présence de places publiques vegétalisées accessibles, qui abriteront des espaces de détente et d’activités, liées aux programmes de la tour principale. Le premier volume au dessous du socle intègre le cinéma. La façade en verre matte sera couverte en partie par un écran, avec des fonctions d’information et publicité. La position visible depuis l’infrastructure des Queensboro Ramps, ainsi que une nécessité réduite de surface vitrée permettent à cette solution d’être très adapte à un paysage urbain en rapide transformation.

I N F R A S T R U C T U R

AUGMENTATION ET INTÉGRATION AU NOUVEAU A R C H I T E C T U R E

ADAPTATION À NOUVEAUX PROGRAMMES

Le deuxième volume hébergera des espaces de travail partagés, ainsi que des nouveaux bureaux pour le promoteur principal du projet Silvercup Studios.

E S P A C E

Le troisième et dernier volume, abritera la zone résidentielle de typologie mixte et accessible, dans un quartier où le loyer moyen est de 1900$/mois pour un studio.

P U B L I C

TERRACES ET SURFACES VERTES ACCESSIBLES

STRATÉGIE GÉNÉRALE • IMPLANTATION ET PROGRAMMES

TERRACE RÉSIDENTIEL

6.7538

R+41 172.00 R+40 168.50

TECHNIQUE

R+39 165.00 R+38 161.50 R+37 158.00 R+36 154.50

R+34 147.50 R+33 144.00 R+32 140.50 R+31 137.00 R+30 133.50

RESIDENTIEL

R+35 151.00

R+29 130.00 R+28 126.50 R+27 123.00 R+26 119.50

R+25 116.00 R+24 112.50 R+23 109.00

PLAZA RÉSIDENTIEL

R+21 100.00 R+20 96.00 R+19 92.00

R+18 88.00 R+17 84.00

COWORKING

R+22 104.00

R+16 80.00

R+14 70.00

R+13 65.00

R+12 60.00

UPPER PLAZA TECHNIQUE SPORT

R+15 75.00

TECHNIQUE

R+9 45.00

R+8 40.00

R+7 35.00

R+6 30.00

R+5 25.00

R+4 20.00

R+3 15.00 PARKING 4 12.50 R+2 10.00 PARKING 2 7.50 R+1 5.00

RDC 0.15

PARC EN TOITURE TECHNIQUE RETAIL STUDIOS APS

R+10 50.00

CINÉMA BUREAUX

R+11 55.00

RDC OUVERT

STRATÉGIE GÉNÉRALE • RDC RETAIL + APS + SKATE PARK

Queens Plaza South S2

FPSC

café STUDIO 1

STUDIO 3

22nd Street

shop STUDIO 2

STUDIO 6

STUDIO 10

loading dock

loading dock shop STUDIO 4

FPSC

S5 FPSC

STUDIO 5

STUDIO 7 S7

loading dock

STUDIO 9

STUDIO A

STUDIO 8

12 SPRINKLER VALVE

STUDIO B

APS

skate park plaza

retail

bar

22nd Street

21st Street

43rd Avenue

23rd Street

21st Street

13th Street

22nd Street

tech

43rd Avenue

L3 • STRATÉGIE GÉNÉRALE

STUDIOS + SILVERCUP PLAZA

STUDIO AX 19

Silvercup Offices

SILVERCUP PLAZA

STUDIO BX S5

accueil

storage

back office

Silvercup Offices

mid-stage production

dressing

STUDIO DX

STUDIO EX

dressing

STUDIO CX

STUDIO FX

techical 1

STRATÉGIE GÉNÉRALE • L 7-11 CINÉMA + SILVERCUP OFFICES

L 12-14 • SPORT + TECHNICAL • STRATÉGIE GÉNÉRALE O 6.70

7.10

6.70

7.90

P 7.10

7.90

7.00

11 6.45

6.45

7.05

6.30

6.30 8

6.65

storage

6.55

6.55 6

6.45

technical

6.45

6.75

6.75 UP

6.50

7.45

7.20

2.70

8.85

7.45

7.30

7.20

2.70

8.85

7.30

STRATÉGIE GÉNÉRALE • L 16-22 COWORKING

6.55 6

6.45

6.75

6.50

2 6.30

7.45

7.20

2.70

8.85

7.30

6.75

L 23-40 • RESIDENTIEL • STRATÉGIE GÉNÉRALE 2

6.45 6.45

3.00

7.45

7.20

6.75

2.70

8.85

2.70

7.30

3.00

7.45

7.20

2.70

8.85

2.70

7.30

3.00

7.30

3.00

1 salle de bain 3,25 m x 4,6 m

7.20

2.70

8.85

2.70

MICRO 15 m2 - 162 sq.ft

SMALL 25 m2 - 270 sq.ft E

1 salle de bain 6,6 m x 7,25 m

7.45

3.00

6.75

7.45

6.75

6.45 6.45

6.50

7.20

2.70

8.85

7.30

MEDIUM 45 m2 - 485 sq.ft E

1 chambre 1 salle de bain 6,75 m x 7,40 m

STRATÉGIE GÉNÉRALE • AMBIENCES SPORT • RUNNING TRACK

STRATÉGIE GÉNÉRALE • AMBIENCES SPORT • PISCINE

73 81

STRATÉGIE GÉNÉRALE • AMBIENCES SILVERCUP PARK • UPPER OPEN PLAZA

STRATÉGIE GÉNÉRALE • AMBIENCES COWORKING • ESPACES DE TRAVAIL

BIBLIOGRAPHIE

SITOGRAPHIE OFFICIELLE NYC

Rem Koolhaas, Delirious New York, Oxford University Press, 1978

ZoLa - New York City’s Zoning & Land Use Map https://zola.planning.nyc.gov/ about?layer-groups=%5B%22building-footprints%22%2C%22commercial-overlays%22%2C%22street-centerlines%22%2C%22subway%22%2C%22t ax-lots%22%2C%22zoning-districts%22% 5D#9.72/40.7125/-73.733

D. Harvey, Rebel Cities: From the Right to the City to the Urban Revolution, 2012, New York J.M. Montaner, Z. Muxi, Arquitectura y Política. Ensayos para mundos alternativos, Editorial GG, Barcelona, 2016 T. Schropfer, DENSE+GREEN. Innovative Building Types for Sustainable Urban Architecture, Birkhauser, Basel, Switzerland, 2016 The Plan, Architectura en Contexto, Soluciones arquitectónicas contemporáneas basadas en los aspectos ambientales, sociales y culturales, Promopress, 2018

LIC Neighborhood Snapshot June 2018 https://longislandcityqueens.com/media/ filer_public/26/42/26423f44-6221-45498b58-9f624772f251/lic_neighborhood_ snapshot_june_2018.pdf SITOGRAPHIE

Gilles Clément, Manifeste du Tiers Paysage, Sens&Tonka, Paris, 2014

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Ecosistema Urbano, DreamHamar. A network design process for collectively reimagining public space, Logadero, Madrid, 2013

Van Alen Institute, https://www.vanalen.org

Michele Matteo Marcotulli, Madrid Collective Machine, Mémoire de Recherche R9, Paris, 10 janvier 2019 86

LIC Comprehensive Plan https://longislandcityqueens.com/licplan/

AIA New York, https://www.aiany.org The Municipal Art Society, https://www. mas.org MoMA Department of Architecture and Design,

https://www.moma.org/collection/about/ curatorial-departments/architecture-design Queens Community Board 2: Sunnyside Woodside - Long Island City, https://www1.nyc.gov/site/queenscb2/ index.page Arts Org NYC http://www.artsorg.nyc 5050 SkatePark, Brooklyn Banks Ledge Project, 11/03/2017 https://5050skatepark. com/2017/11/brooklyn-banks-ledge-project/ ARTICLES SILVERCUP STUDIOS WEST Rogers Stirk Harbour + Partners, 2006 https://archello.com/project/silvercup-studios-west John Shepley/Balmori Associates, Producing Green at Silvercup Studio, 2005 https://greenroofhannahliu.wordpress. com/2015/05/15/silvercup-studios/ Long Island City Starts Reinventing Itself, GlobesSt.com, 11/08/2016 https://longislandcityqueens.com/media/ filer_public/3e/e0/3ee0e2cb-3344-450185e4-f43fed84ebfb/long_island_city_ starts_reinventing_itself___law.pdf

The Wall Street Journal, Long Island City Aims to ManageMomentum, 11/07/2016 https://longislandcityqueens.com/media/ filer_public/79/ba/79ba94ae-40f7-4e47acea-6292ac63eff9/long_island_city_ aims_to_manage_momentum_-_wsj.pdf The Wall Street Journal, New York City Tries Modular Construction for Affordable Homes, 03/03/2019, https://www.wsj. com/articles/new-york-city-tries-modular-construction-for-affordable-homes-11551643200 J. Self, archdaily.com, Home Economics: Inside the British Pavilion at the 2016 Venice Biennale, 14 June 2016, https://www. archdaily.com/788711/home-economics-inside-the-british-pavilion-at-the-2016-venice-biennale The New York YIMBY, How The City Is Encouraging Office Development And Manufacturing In North Williamsburg, 15/01/2016 https://newyorkyimby. com/2016/01/1810218.html CODE URBAIN NEW YORK CITY THE NEW YORK CITY PLANNING COMMISSION, ZONING MAP https://www1.nyc.gov/assets/planning/ download/pdf/zoning/zoning-maps/ map9b.pdf

DEPARTMENT OF CITY PLANNING NYC, Manufacturing Districts Zoning Data Tables https://www1.nyc.gov/assets/planning/ download/pdf/zoning/districts-tools/manufacturing_zoning_data_tables.pdf DEPARTMENT OF CITY PLANNING NYC, Zoning Resolution, Appendix A: Index of Uses, 09/09/2004 https://www1.nyc.gov/assets/planning/ download/pdf/zoning/zoning-text/appendixa.pdf Jorge Fontan, MIXED USE BUILDING DESIGN, 21/11/2017 https://jorgefontan.com/mixed-use-building-design-nyc-far-calculations/ Jorge Fontan, COMMUNITY FACILITY USES, 30/10/2018 https://jorgefontan.com/community-facility-zoning-nyc/ NYC,gov, M1 (M1-5 to M1-6) https://www1.nyc.gov/assets/planning/ download/pdf/zoning/districts-tools/ m1_5_6.pdf Jorge Fontan, M1-6 ZONING, 12/08/2018 https://jorgefontan.com/m1-6-zoning-nyc/ NYC,gov, M1-6D Text Amendment, 21/09/2011 https://www1.nyc.gov/assets/planning/ download/pdf/plans/m1-6d/m1_6d.pdf

DEPARTMENT OF CITY PLANNING NYC, Zoning Text https://www1.nyc.gov/site/planning/zoning/access-text.page https://www1.nyc.gov/assets/planning/ download/pdf/zoning/zoning-text/allarticles.pdf?v=0311 DEPARTMENT OF CITY PLANNING NYC, Article III: Commercial District Regulations Chapter 7 - Special Regulations, 22/03/2018 https://www1.nyc.gov/assets/planning/ download/pdf/zoning/zoning-text/art03c07.pdf?r=1102 DEPARTMENT OF CITY PLANNING NYC, Article IV: Manufacturing District Regulations Chapter 1 - Statement of Legislative Intent, 21/09/11 https://www1.nyc.gov/assets/planning/ download/pdf/zoning/zoning-text/art04c01.pdf DEPARTMENT OF CITY PLANNING NYC, Article IV: Manufacturing District Regulations Chapter 2 - Use Regulations, 12/20/18 https://www1.nyc.gov/assets/planning/ download/pdf/zoning/zoning-text/art04c02.pdf Nyc.gov, A GUIDE TO NEW YORK CITY’S NOISE CODE, http://www.nyc.gov/html/ dep/pdf/noise_code_guide.pdf 87

DEPARTMENT OF CITY PLANNING NYC, Article IV: Manufacturing District Regulations Chapter 3 - Bulk Regulations, 22/03/18 https://www1.nyc.gov/assets/planning/ download/pdf/zoning/zoning-text/ art04c03.pdf?r=0322 DEPARTMENT OF CITY PLANNING NYC, Article IV: Manufacturing District Regulations Chapter 4 - Accessory Off-Street Parking and Loading Regulations, 12/19/17 https://www1.nyc.gov/assets/planning/ download/pdf/zoning/zoning-text/ art04c04.pdf DEPARTMENT OF CITY PLANNING NYC, Article VI: Chapter 3 - Special Regulations Applying to FRESH Food Stores, 22/03/2016 https://www1.nyc.gov/assets/planning/ download/pdf/zoning/zoning-text/ art06c03.pdf?r=1102 DEPARTMENT OF CITY PLANNING NYC, Article XI: Special Purpose Districts, Chapter 7: Special Long Island City Mixed Use District, art. 117-50 - 117-57, 22/03/16 https://www1.nyc.gov/assets/planning/ download/pdf/zoning/zoning-text/art11c07. pdf DEPARTMENT OF CITY PLANNING NYC, CAN INDUSTRIAL MIXED-USE BUILDINGS WORK IN NYC?, Report, Novembre 2018 88

https://www1.nyc.gov/assets/planning/ download/pdf/about/dcp-priorities/data-expertise/can-industrial-mixed-use-buildings-work-in-nyc.pdf RÉFÉRENCES DE PROJET MIXED-USE OMA + Metro, RPJ Mixed Use Building, Sao Paolo, Brésil, 2016 https://afasiaarchzine.com/2016/11/ oma-metro/ Albo Liberis, The William Vale Hotel, Mixed Use and Hotel, Brooklyn, New York City, New York, USA, 2018, http://www.alboliberis.com/wvh SHoP Architects, 325 Kent Avenue, Brooklyn, New York City, New York, USA https://www.archdaily.com/899489/325kent-avenue-shop-architects Ecosistema Urbano, The Banyan Hub, West Palm Beach, Miami, Florida, USA, 2016 http://ecosistemaurbano.com/portfolio/ banyan-hub/ Ecosistema Urbano, FEBRES CORDERO MIXED-USE BUILDING, Cuenca, Ecuardor, 2017 http://ecosistemaurbano.com/portfolio/ febres-cordero/

Diller Scofidio + Renfro, Roy and Diana Vagelos Education Center, Manhattan, New York City, New York, USA, 2016 https://www.archdaily.com/793971/ roy-and-diana-vagelos-education-center-diller-scofidio-plus-renfro MVRDV, WERK12, Munich, Allemagne, 2017 http://www.arquitecturaviva.com/en/Info/ News/Details/11345 Ensamble Studio, Urban Shelve @PopLab. MIT West Campus, MA, 2013 https://www.ensamble.info/urbanshelve PARKING Herzog & De Meuron, 1111 Lincoln Road, Miami, Florida, USA https://www.archdaily.com/59266/1111-lincoln-road-herzog-de-meuron JAJA Architects, Park’n’Play, https://www.archdaily.com/884956/parkn-play-jaja-architects/ Behnisch + Studio Jantzen, Santa Monica parking structure #6, Santa Monica, California, USA, 2013 https://www.designboom.com/architecture/behnisch-studio-jantzen-santa-monica-parking-structure-07-09-2014/ Paul Rudolph, Temple Street Parking garage, New Haven, Connecticut, 1959

Paul Rudolph, Temple Street Parking garage, New Haven, Connecticut, 1959 http://newhavenmodern.org/temple-street-parking-garage THÉÂTRES Ensamble Studio, Telcel Theatre. Mexico City, México D.F., 2013 https://www.ensamble.info/telceltheatre RPBW, RENOVATION AND EXPANSION OF THE MORGAN LIBRARY, Manhattan, New York City, New York, USA, 2006 http://www.rpbw.com/project/renovation-and-expansion-of-the-morgan-library Herzog & De Meuron, CAIXAFORUM MADRID, Madrid, Espagne, 2008 https://www.dezeen.com/2008/05/22/ caixaforum-madrid-by-herzog-de-meuron/ M. Tavanti, F. Lorenzo, Espai Arnau, Projet de Master pour un théâtre expérimental à Barcelone, Barcelona, Espagne https://www.archistart.net/portfolio-item/ espai-arnau-progetto-per-un-teatro-sperimentale-a-barcellona/ Amid.cero9, Fundación Giner de los Ríos, Madrid, Espagne, 2015 http://www.arquitecturaviva.com/es/Info/ News/Details/9297

Peter Haimerl Architektur, BlaiBach Concert Hall, BlaiBach, Allemagne https://www.archdaily.com/567635/concert-hall-blaibach-peter-haimerl-architektur

CO-WORKING

RETAIL

Gaztelu Arquitectos, TWISTTT, Madrid, Espagne, 2018 http://gazteluarquitectos.com/portfolio_ page/coworking-twisttt-princesa-5/

Steven Holl, Storefront for Art and Architecture, Manhattan, New York City, New York, USA, 1993, http://www.stevenholl. com/projects/storefront-for-art-and-architecture

nARCHITECTS, A/D/O, Brooklyn, New York City, New York, USA, 2016 http://narchitects.com/work/ado/

Ensamble Studio, Casa del Lector - Matadero Madrid, Madrid, Espagne, 2010

RESIDENTIEL

CANOPÉES

MVRDV, Edificio Mirador, Madrid, Espagne, 2005 https://www.mvrdv.nl/projects/mirador/

b720 Fermín Vázquez Arquitectos, Mercat Encants, Barcelona, Espagne, 2013 https://www.plataformaarquitectura.cl/ cl/02-314925/mercat-encants-b720-fermin-vazquez-arquitectos

J. Self, archdaily.com, Home Economics: Inside the British Pavilion at the 2016 Venice Biennale, 14 June 2016, https://www. archdaily.com/788711/home-economics-inside-the-british-pavilion-at-the-2016-venice-biennale SPORT York and Sawyer, The New York Athletic Club, Manhattan, New York City, New York, USA, 1929 http://s-media.nyc.gov/agencies/lpc/ lp/2075.pdf

Studio Associato Bernardo Secchi Paola Viganò, Theatreplein, Antwerp, Belgique, 2008 https://www.metalocus.es/en/news/theaterplein-studio-bernardo-secchi-paola-vigano Bernard Tschumi Architects, Le Fresnoy Art Center, Le Fresnoy, France, 1997 http://www.tschumi.com/projects/14/ TERRACES 89

Le Altane di Venezia, 1224 https://evenice.it/venezia/storie-tradizioni/ le-altane-i-liago UNDER-WAY PROMENADE Public Work and Gensler, The Bentway, Toronto, Ontario, Canada, 2019 https://www.archdaily.com/912942/thebentway-public-work James Corner Field Operations, The Underline, Miami, Florida, USA, 2018 https://www.architectmagazine.com/ project-gallery/the-underline_o

Ecosistema Urbano, Ecological Reconfiguration of an Urban Center, Philadelphia, Pennsylvania, USA, 2006 https://ecosistemaurbano.com/portfolio/ ecological-reconfiguration-of-an-urban-center/ MVRDV, Taipei Twin Towers, Taipei, Taiwan, 2019 https://www.dezeen.com/2019/01/10/mvrdv-taipei-twin-towers-taiwan/

PFS Studio, Underpass Park, Toronto, Ontario, Canada, 2012 http://pfsstudio.com/project/underpass-park/

BIG Bjarke Ingels Group, The BIG U, Manhattan, New York City, New York, USA, 2010 https://www.archdaily.com/493406/thebig-u-big-s-new-york-city-vision-for-rebuild-by-design

Basurama + BoaMistura, AUTOBARRIOS SANCRISTOBAL, Madrid, Espagne, 2012 http://basurama.org/proyecto/autobarrios-sancristobal/

Diller Scofidio + Renfro, The High Line, Manhattan, New York City, New York, USA, 2009 https://dsrny.com/project/high-line

PAYSAGE URBAIN

Ecosistema Urbano, OPEN SHORE, West Palm Beach, Miami, Florida, USA, 2016 http://ecosistemaurbano.com/portfolio/ open-shore/

Ensamble Studio, UNEVEN GROWTH: Tactical Urbanisms for Expanding Megacities,MoMa,NY, 2014 https://www.ensamble.info/unevengrowth Ensamble Studio, Suprablock @PopLab. Boston, MA, 2014 90

https://www.ensamble.info/suprablock

PAYSAGE LOCAL John Shepley/Balmori Associates, Producing Green at Silvercup Studio, 2005

http://www.balmori.com/portfolio/silvercup-studios

Silvercup Red Stripe est un exemple innovant d’îlot urbain qui explore la relation entre architecture, infrastructure et espace public.

En intégrant le bâtiment historique de Silvercup Studios, le plus gros producteur cinématographique aux USA, le projet explore la convergence entre les éléments constituant le paysage urbain local. Situé dans l’arrondissement du Queens, en particulier dans le quartier de Long Island City, qui longe l’Est de l’East River, Midtown Manhattan et Roosevelt Island, des lieux avec un développement économique croissant, mais aussi en transformation sociale et politique. En réponse au manque de programmes pour la vie de quartier et d’espace publics, Silvercup Red Stripe se propose comme un dispositif urbain de ré-équilibrage et réactivation territoriale. Le projet est composé d’un socle ouvert et d’une tour de 40 étages (172 m). L’intervention intègre l’infrastructure existante du Queensboro Bridge à un mélange de 8 programmes publics et privés. Un tiers du projet est constitué de places et d’espaces publics équipés, favorisant la relation à l’environnement urbain newyorkais, ainsi qu’une expérience unique à l’usager, entre terre et ciel.