Red Hook Development Plan

Red Hook Development Plan: Red Hook 2038: Planning for growth, equity, sustainability, and connectivity through adaptive reuse The neighborhood of Red Hook will experience inevitable growth and change in the years ahead and our priority is to facilitate equitable development as this occurs. Our focus is based on how adaptive reuse of public space and public infrastructure can make this vision a reality.

Taken by Vin Crosbie. the Museum of Modern Art’s ‘Rising Currents: Projects for New York’s Waterfront‘ exhibit, March 24-October 11th, 2010.

New York University Urban Planning Methods and Practice Sarah Aita Lindsey Frey Paola Moncada Nicole Murdoch

Contents: I. Introduction and Vision II. Methodology and Planning Process III. Existing Conditions IV. Base and Desired Scenarios V. Overarching Assumptions VI. Proposed Objectives and Actions VII. References* *Uncited Images were taken by the authors

I. Introduction and Vision

The neighborhood of Red Hook is undeniably unique both in matters of its geographic composition and spatial proximity to New York City’s central business centers. The demographic makeup of the neighborhood ranges diversely in income level, housing occupancy, and employment by industry. This diversity has contributed to the many uses we see in Red Hook as it stands today. However, with historic buildings, underdeveloped space, vacant land, and a lack of green infrastructure, we find that Red Hook has room to make improvements that are both equitable and sustainable for its current residents and users; improvements that can cushion and mitigate some of the adverse effects that future development in the neighborhood may inevitably bring.

Urban environments are ever-changing. They are constantly undergoing physical, social, and economic changes to reflect the demanded use of the area in which they are located. The southwest Brooklyn neighborhood of Red Hook is no exception. This report is designed to present our collective vision for the Red Hook of 2038. We act as consultants to the city of New York, and present recommendations that are rooted in the facilitation of equitable development strategies in conjunction to the inevitable growth that this neighborhood will experience in the years ahead. The strategies and recommendations we present are framed through the concept of adaptive reuse. We believe that the utilization of existing infrastructure should be prioritized before considering tear-down strategies that could strip the neighborhood of its existing structure and character. As consultants to the city and its agencies, we feel that mindful public investment and intervention within areas (that are already publicly-owned and managed) yield viable opportunities for cushioning Red Hook’s future growth as it changes over time. We define adaptive reuse as a conceptual planning and framing tool where improvements, renovation, and redesign can be used to efficiently strengthen a neighborhood and its uses without adversely impacting neighborhood conditions as they stand today. As mentioned above, adaptive reuse places priority on the adjustment of existing infrastructure over high-impact development strategies, specifically when publicly-led initiatives are involved. Considering that public entities and agencies are often restrained in their capacity to fund large-scale development, adaptive reuse provides a lower-cost alternative to costly, myopic proposals.

In addition to our motivation to provide recommendations that can be both realistically implemented and financially supported over the next twenty years, we have also strived to design with the following guiding principles in mind: connectivity, sustainability, equity, and growth. Smart and innovative planning for both the short and long-term conditions of a neighborhood and its population cannot be accomplished without ardent attention to these principles.

Sustainability

Equity

Connectivity

Growth

We aim to provide Red Hook with the ability to maintain the community’s resources for its current residents and for future generations to come. By investing in resiliency projects, renewable energy, and green infrastructure, Red Hook can create a common vision towards a healthy, sustainable future.

In such a diverse neighborhood as Red Hook, it is imperative to provide each and every one of its residents with the same social, economic and physical opportunities.

Imperative to sustain its long term goals, Red Hook must become a neighborhood that is connected, both physically and socially. By improving residents’ connectivity and mobility throughout Red Hook, we aim to facilitate the social connectivity required to maintain its character.

Any proposed action must be conscious of and accommodative for the future growth of the neighborhood in terms of population demographics, infrastructure, and social and economic use.

The Red Hook of 2038 will capture creative trends that beget equity-centric development and foster opportunities for continued adaptive reuse within the neighborhood’s existing infrastructure. If the proposals we present here are to “take root”, that is, if one or more of our recommendations are to be implemented, maintained, and utilized efficiently, it is critical that they are done in a way that is not only beneficial to the community, but is proportionally beneficial to the community’s diverse demographic makeup. This is fundamental in order for equity-centric development to occur. As the neighborhood transforms over time, we feel that this concept needs to be prioritized in development-related decision making. Disproportionality of economic, social, and physical opportunity within a neighborhood will otherwise lead to long-term deterioration and disparities. We want to use equity-centric development to maintain and encourage the diverse use of space in the neighborhood, and feel that adaptive reuse techniques are useful tools to drive these principles forward.

In twenty years, Red Hook should stand with the same character and charm as it does today but with revamped public access corridors, safe and inclusive multimodal intersections, designated areas that serve as incubators for local economy, and environmentally sustainable innovation.

These concepts are defined and expanded upon in the Scenarios: Base and Desired section of this report.

II. Methodology & Planning Process

In order to properly evaluate the conditions, values and needs of the Red Hook community, our team engaged in several methods of gathering information.

Site visits to the study area were made on February 3, April 14, and April 20, 2018. These visits were used to walk the sites of interest and obtain observational notes on the conditions of various aspects of existing infrastructure. Furthermore, our team attended a community board 6 meeting on Feb 14, 2018 in an effort to obtain a better idea of the community and to listen to different perspectives on developments in Red Hook. We obtained insight on the concerns of the community members about public areas and their positive attitudes and eagerness for more green infrastructure, a green pathway, and more vegetation.

Interactions and conversations with several Red Hook residents provided our team with some detailed perspective on the culture and values of the neighborhood. Carolina Salguero, Founder and President of PortSide New York, and Amanda Berman, Project Director at the Red Hook Community Justice Center are two of these locals who generously supplied their time and insight on multiple occasions. Additionally, relevant media coverage, past neighborhood studies and plans, and government policies affecting Red Hook were identified and examined to create a better understanding of the region’s needs.

We carried out data analysis on Red Hook though the use of the U.S. Census Bureau data of Red Hook’s three census tracts (53, 59, and 85). Aswell, our team utilized Zola, Oasys, PLUTO, and Google Earth for land use and zoning information. Our process included literature review to research all aspects of the area by composing an Existing Conditions Memo and a Stakeholder Analysis Memo. Our team has successfully evaluated the available information on the Red Hook community and its existing social and physical climate, documented in the following sections. Our proposal contains initiatives that are in the best interest to the Red Hook community, its residents and the future of the neighborhood.

II. Community Profile & Existing Conditions

The Neighborhood Red Hook is historically known for its utilization of the waterfront for manufacturing and industry, and is adjacent to the neighborhoods of Gowanus, Carroll Gardens and Cobble Hill. Red Hook’s piers historically allowed large ships to dock, undergo repairs, and unload shipments on the waterfront. By the 1840s, Red Hook had grown to become one of the most popular distribution centers in the nation.

As a result of its location and several infrastructure projects, Red Hook became relatively isolated from the the rest of Brooklyn. The lack of public transit access to the NYC subway system increases this sense of isolation today.

Since the turn of the millennium, crime in Red Hook has steadily declined with an overall 76% decline in felony offences since 1990. New commercial uses of land and the introduction of a ferry service between Manhattan and Ikea have been beneficial to decreasing Red Hook’s relative isolation.

Several developments such as the IKEA home furnishing store, Fairway Market grocery store, and the Brooklyn Cruise Terminal have been shaping Red Hook into a more visited destination. These recent developments have been built on areas that have historically industrial roots in Red Hook, and have ultimately brought a new dynamic to residential and commercial life.

The low-density nature of Red Hook provides a sense of openness and visual connection between the different parts of the neighborhood, unlike the areas in Downtown Brooklyn and Manhattan where the streetscape aesthetics for pedestrians are limited by surrounding high-density buildings.

Representative of a unified neighborhood, Red Hook has several community organizations, nonprofits and NGOs that are interwoven into the neighborhood fabric. For instance, Red Hook Community Farm, the largest composting site in New York, is next to Red Hook Park, allowing the area to serve as a multiuse, economic, social and recreational development center for nearby low-income residents.

Fig. 1

Land Use Red Hook is subject to the zoning requirements set forth by the New York City (NYC) Zoning Resolution. The legal framework guides land use practices and sets the stage for neighborhood development. All zoning and legal information presented here was accessed from the NYC Department of City Planning (DCP) website and its Zoning and Land Use (ZoLa) information database.

Red Hook is characterized mainly by residential and manufacturing zones. Residential zones range from R5 to R6 producing medium to high density housing, and contain commercial overlays C1 and C2 which allow for retail and service uses on the first couple of floors of residential buildings. Manufacturing zones in Red Hook consist of M1, M2 and M3, and characterize a majority of the waterfront. As a result, the waterfront is dominated by industrial, manufacturing, parking and transportation uses, making up about half of all land uses in Red Hook.

In the heart of the neighborhood lies a mix of residential and commercial uses, accounting for about 25% of uses.

As the demand for residential and commercial land in NYC continues to increase, the manufacturing and industrial uses employed by Red Hook’s waterfront will decrease.

Already, much of this industrial space is occupied by artisanal and small scale manufacturing, rather than the heavy maritime uses that traditionally flourished.

Large-scale, heavy manufacturing will continue to move out of dense, urban areas and residential, commercial and light, specialized manufacturing will take its place.

Fig. 2

LAND USE Vacant Land Open Space and Outdoor Recreation Public Facilities and Institutions Manufacturing, Transportation, Utility and Parking Commercial and Office Mixed Residential and Commercial Residential

Fig. 3

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60.0%

Population

According to trends in Red Hook since 2010, the projected population in Red Hook is going to decrease overall with increases in Census tracts 53 and 59. However, considering a large increase in NYC population overall in the next 20 years according to the DCP (below), it is more likely that Red Hook’s population would also increase. Additionally, the population loss projected is within Census Tract 85 which houses a NYCHA campus. This campus has many planned renovations and updates in the next few years, in addition to a longstanding waiting list for public housing in NYC. For that reason, we expect that the population trends in Red Hook from 2010 to 2016 are not representative of the next 20 years. Since Brooklyn’s population is expected to grow by almost 300,000 by 2040, we expect some of that growth to occur within the Red Hook neighborhood and will plan for controlled growth in the neighborhood. In order to estimate Red Hook’s population in 2040, the expected growth in NYC was extrapolated to only include Red Hook and is shown in figure 4.

Fig. 4

Fig. 5

Projected Demographics With a total population of 11,102 people, Red Hook is comprised of a diverse demographic population. As of the 2016 Census, 41% is Hispanic and 33% is Black/African American. Within Red Hook the racial demographics are evenly spread out within CT53 and CT59. The Public Housing in Red Hook is found in CT85, which contains the largest population of Hispanics or Latinos, Black or African Americans and Asians. In the next couple of years we expect the trends to be similar with the increase in population as long as there are no external changes that create a shift in demographics.

Fig. 6

Employment and Economic Activities Professional, scientific, and management services, including administrative and waste management, is the third largest employment sector in Red Hook, which has the largest waste management facility in the US that has a zero carbon footprint, the Added Value Farms compost center. The compost center, along with many recreational parks and galleries were developed by community members and funded by public funds in an effort for community development and inclusion.

There’s an economic argument at play in defense of the existing manufacturing companies that are located in neighborhoods like Red Hook: manufacturing jobs are often better, and more plentiful than the retail jobs that replace them.

However, recent rezoning in Red Hook and trends throughout NYC suggest that residential and commercial uses are increasing while industrial and manufacturing are moving away from urban areas.

Fig. 7

Figure 7 illustrates that although the average household income for all census tracts in Red Hook lies well below the US average, it is clear that Red Hook has a large income disparity between census tracts. Making up 69% of Red Hook residents, the income average for CT85 lies well below the US and Red Hook’s averages. CT85 is home exclusively to public housing residents whereas CT53 holds Red Hook’s entire waterfront, which most likely accounts for the large disparity.

Fig. 8

Transportation Demand and Supply According to the U.S. Census Bureau’s most recent data, the majority of Red Hook residents do not own a vehicle. However, the neighborhood’s household car ownership percentage is higher than the Brooklyn neighborhoods that surround it. Because Red Hook is underserved in expedient public transit options, this information appears consistent with traditional urban economic behavior. If the opportunity cost of public transportation is higher for Red Hook residents, it’s possible that car ownership is valued more than neighboring communities whose opportunity cost for public transportation is lower.

Roadway traffic in the neighborhood primarily consists of users that are either driving into or out of Red Hook as a start and/or end point.

Driving through the neighborhood in order to arrive at another destination would be a detour for anyone in transit, since Red Hook’s geographical position is a peninsula surrounded by water on three sides on Brooklyn’s southwest edge.

There are no NYC subway lines located within the geography of the Red Hook neighborhood. If residents wish to walk to a subway line, the Smith-9th St. or Carroll St. stops for the F and G lines are the nearest options. Residents on the western side of the neighborhood, as well as those on the southern or northwestern periphery have about a mile-long walk (sometimes further) before they reach a station. Buses in Red Hook present an alternative to subway service, but add to and are slowed by traffic congestion that may occur. Although many bus lines run through the neighborhood, service is traditionally less reliable than subway lines. Another alternative option for transit are Red Hook’s two ferry terminals, serviced by the NYC Ferry and IKEA Brooklyn Ferry. The NYC Ferry, which is operated by Hornblower Cruises in a public-private partnership with New York City’s Economic Development Corporation, arrives at its terminal located in the Atlantic Basin and provides regular service to northern Brooklyn and Manhattan.

IV. Base and Desired Scenarios

Base Scenario Without intervention, Red Hook’s population will continue to grow, but likely with increasing disparity among demographics and income levels. Similar to the patterns that much of Brooklyn has already seen, the increase in demand for housing and the inelastic supply being unable to respond, puts upward pressure on housing and neighborhood prices. Though Red Hook has yet to experience these trends and 85% of its current residents are members of permanent public housing, spillover effects from surrounding areas is likely to change Red Hook’s existing character.

Already, many of the industrial and office buildings in Red Hook are being increasingly occupied by artisanal and information technology industries.

These trends do not provide the occupational opportunities needed by existing, low-income residents, who tend to have more traditional manufacturing skills. Additionally, the agglomeration economies sparked by growing industries will allow for specialized groups to continue to grow within existing Red Hook industrial buildings. With much of the waterfront being zoned for manufacturing uses and decreasing trends in manufacturing, these spaces will either become vacant or draw in mass amounts of the artist industry, creating a homogenous demographics in the area, especially along the waterfront.

Furthermore, vacancies along the waterfront impose high opportunity costs and negative spillovers on the surrounding neighborhood.

Furthermore, Red Hook is increasingly threatened by flooding because of a deteriorating infrastructure, increasing impervious surfaces, and the expected changes resulting from climate change. As a result, flooding occurs regularly on certain streets and areas in Red Hook. Without an increase in permeable surfaces, rain gardens, and resilient infrastructure investments, the neighborhood will continue to experience increased standing water and flooding throughout the year, which will create public spaces, ground floors, and thoroughfares that are unusable and rapidly deteriorating. Additionally, with an expanding population and an already strained collection of public transit services, the next 20 years can present serious transportation challenges for the citizens of Red Hook. Red Hook’s transit patterns will increasingly rely on pedestrian and vehicle services as a result of poor implementation of public transit.

This transition will incur further strain on the existing street infrastructure and create safety concerns for walkers and bicycle riders. Safety challenges can lead to further strain on public transit and street infrastructure, creating disharmony among Red Hook residents during peak hours of travel.

With changing services, occupational opportunities, and population demographics, the public housing community within Red Hook may continue to feel increasingly disconnected and disenfranchised. As a result, the neighborhood will lose its existing character of providing initiatives and services for all who live there. Continued disparity between low-income and high-income groups may cause distrust, social disconnect and overall an ununified, low-quality neighborhood.

Existing trends and threatening changes in Red Hook will eventually lead to a disconnected, poorly serviced neighborhood with few and specialized job openings and poor quality of transportation services and infrastructure. It is clear that without intervention, Red Hook’s future is one of underserviced and disconnected populations.

Desired Scenario Red Hook in 2038 will undoubtedly be more dense in population than it stands today. The recommendations presented in this report focus on the future population’s equitable access to public goods and sustainable infrastructure. Although housing stock and commercial activity may change, our hope is to facilitate growth that maintains Red Hook’s current character through equitable growth.

Red Hook 2038 maintains the diversity in demographic, age and income level that is held today. It is larger in population, but more efficient, resilient, and sustainable. Public amenities, such as parks and recreational space has grown to alleviate the demand of the new population. This expansion is accommodated by public-private partnerships, efficient use of vacant land or roof space, and the community’s motivation to maintain social connectivity.

Additionally, major thoroughfares support use by pedestrians, bicyclists and vehicles and are efficiently used so that the additional population does not cause major congestion. Anticipated expansions in public transportation outside of the changes proposed in this report ranges from extended bus lines into Manhattan to a new subway line that runs under Red Hook and into lower Manhattan. Although the recommendations presented here do not focus on public transit expansion, they accommodate for the varied existing proposals among city agencies.

Red Hook 2038 will be made up of a demographically diverse population that remains socially and physically connected to the whole neighborhood.

Existing residents will be able to access job training, educational opportunities and skill enhancement to match growing occupational trends locally. This can aid in decreasing the disparity between the historical public housing population and the incoming, specialized populations.

Land Use Overview: Red Hook 2038 The proposed land use for Red Hook in the next 20 years focuses on public open space, decreased vacancies and reduced industrial uses. With a decreasing trend of traditional industrial uses, the recommendation is to preserve the possibility of industrial uses, but to adapt to trends by creating more mixeduse districts that allow for both industrial and commercial spaces. These buildings will aid in accommodating the most viable market trends for Red Hook and in job training initiatives proposed in this report.

Additionally, increases in public, open space and green infrastructure is imperative for the public health, sustainability and resiliency of the neighborhood. More parks and open spaces for recreational and educational uses is a fundamental characteristic of Red Hook 2038. Lastly, a large decrease in vacancies and parking within Red Hook will allow the maximum density and usable space in the neighborhood to accommodate its growth.

Fig. 9

V. Overarchiong Assumptions

In order to construct a comprehensive and detailed analysis, several assumptions have been made for proposal development and Fig. 10 are listed below:

Mixed-Use zones and buildings can utilize existing economic potential and maximize property value.

See Objective 4

1) All public agencies, institutions, and private entities mentioned are willing and able to coordinate and participate in proposed activities, programs, and initiatives upon plan implementation.

Underused parking lots provide potential expansion for mixed-use development, increases in open space and waterfront access.

See Objective 4

2) All current and near future Red Hook residents are willing to participate in community outreach and are supportive of plan proposals.

3) Red Hook residents and business owners are enthusiastic about proposed changes and will utilize new elements of the neighborhood for their intended use and the maximum capacity of uses will be realized in the next 20 years.

Optimizing roof space can facilitate sustainable and equitable growth.

See Objective 1 As a major pedestrian and automobile thoroughfare with ample unused space, Hamilton Avenue has the potential to become a safe, acessible, and beautiful pathway into and out of Red Hook.

See Objectives 2 and 3

4) All proposed construction and installations will be performed during summer months and will not interfere with existing plans or proposals, and is subject to the ULURP and/ or permitting processes.

5) All proposed construction and installments will adequately consider and include safety measures for its users at the highest standard. In accordance, increases in public uses and traffic patterns will be studied and considered before implementation.

Creating efficient and connected bike lanes will allow Red Hook residents to optimize their travel time and safely navigate through Red Hook.

See Objectives 2 and 3

Increasing the safety and efficiency of major thoroughfares like Van Brundt Street can facilitate major improvements in transportation patterns.

See Objectives 2 and 3

VI. Proposed Objectives and Actions

OBJECTIVE 1:

Facilitate a connected and empowered community by creating open, public space on currently unused rooftops while promoting sustainable infrastructure, social connectivity and technical education. By providing this resource to Red Hook residents, our team hopes that through education and hands-on engagement, there will be an increase in the number of green roofs and sustainable, community initiatives in the next 20 years.

In the modern urban environment, space is limited. It can often be challenging to find the physical arena for improved quality of health and education initiatives in a community. One solution to this challenge is utilizing otherwise wasted roof space. Green, blue and urban rooftops increase the physical and social space in a building without demolishing and rebuilding it. Many opportunities for community advancement can be seen through the installation of a green roof space.

By creating a rooftop garden and solar panel farm on top of the Patrick F Daly public school, our team hopes to materialize the following outcomes:

EQUITY - Providing educational and informative materials on the energy efficiency of renewable resources, the health benefits from urban farming, and economic opportunities of each roof element, the community will be provided with the decision making tools and technical training opportunities to increase economic stability.

GROWTH - With a growing population, there will be growing needs for educational, technical, and social resources in Red Hook. The 45,000 square foot site will provide opportunities for existing and incoming residents to feel empowered and connected to the greater community.

SUSTAINABILITY - Green roofs and urban farms provide the community with lasting environmental benefits. The roof space will incorporate blue roof technology, or the ability to absorb and retain rainwater.

This will in turn reduce the amount of and slow down runoff during storms to aid in the prevention of flooding streets.

CONNECTIVITY - By providing a tool for students, community leaders, teachers and residents of all backgrounds, the green roof can be a community center connecting the needs and interests of all Red Hook residents.

Action 1: Install solar farm on 35% of usable space on Robert F Daly, PS 15 at 71 Sullivan Street in partnership with the DOE and Con Edison.

Robert F Daly elementary school provides a public building with existing educational objectives, and almost 45,000 square feet of roof space.

Agency: Department of Education (DOE) can lease the approximately 15,000 square feet to Con Edison (or another company that does this) to produce energy that feeds directly to the grid. The rooftop will also require participation from school faculty and staff and coordination between space managers and school leadership. These relationships will be further defined upon project approval.

Funding: There are several ways to fund a solar project, and the method would be up to the DOE because of their ownership of the school building. A loan can be taken up to fund structural improvements and solar installation, which is then paid back by energy generation.

Alternatively, a third party company can lease the rooftop property and finance installation and maintenance of solar farm. A financing plan will be made in regards to solar installation and maintenance once project is approved, and may include upfront investments and loans.

Timeline: Contingent on plan approval, solar farm construction would be completed by Fall 2019. Construction must occur over summer months as to avoid disturbance of regular educational activities.

Action 2: Install green and blue roof technology, community garden, public space amenities, and outdoor public entrance in partnership with the DPR and Added Value Farms.

The remaining 65% of roof space will be dedicated to sustainable technologies and initiatives in the creation of a productive and educational community space. The construction will include: 1. 35% of usable space dedicated to green roof urban farm 2. 15% of usable space dedicated to public space for community events and initiatives and uses blue roof technology 3. 15% of roof space with existing roof elements will be used for entrance, greenery, blue roof technology, and public space amenities, such as seating 4. Staircase on the outside of the building, enclosed, open for the public to access the roof for 10 hours each day

Agency: NYC Department of Parks & Recreation - In order to maintain and properly manage the public space, it is recommended that DPR manage all maintenance and security aspects of rooftop property. A partnership between DPR and PS 15 will be necessary to manage access to the rooftop, educational materials, programming, etc.

Funding: The community space and garden will be partially funded by the energy production of the solar farm which is income generating in the long run. Initial construction and equipment costs can be financed through the DPR. The community space and urban farm will be selffinancing through both the urban garden farmers market profits as well as the energy generation from solar panels. In addition to energy generation, the green roof will provide increased insulation during winter months, providing capital in the form of savings from heating costs.

Timeline: Contingent on plan approval and completion of O1A1, the green roof, community garden, and public space will be constructed by Fall 2020. Construction must take place during summer months so that normal school activities are not disturbed.

Action 3: Incorporate educational curriculum and materials in accordance with Robert F Daly curriculum and the greater needs of the community.

In addition to the sustainability benefits generated by the roof space, educational opportunities will be pursued through several partnerships and can include, but are not limited to:

Source: NYC Green Roofs Website

Youth Education: The urban garden will be utilized by Robert F Daly faculty to educate elementary students on plant biology, the benefits of community gardens, and techniques and tools to do so. Elementary students will also be engaged in the solar farm by learning about energy, its generation and renewable sources. Other educational tools, such as signs with graphics can be utilized by elementary teachers to facilitate active learning on many subjects, especially those in the field of science. This enables the youth in the community to embrace hands-on, active learning and to gain interest in the sciences and the environment.

Young Adult Activities: South Brooklyn Community High School and the Red Hook Community Justice Center are both less than 3 blocks from the proposed site. Both of these facilities have active, educational initiatives for young community members to become involved. Each of these institutions can utilize the space for more advanced educational and informative activities. Young adults can practice urban farming skills, learn about commercial activities by harvesting and selling the produce at local farmers markets (facilitated by Added Value Farms), and gain technical perspectives on solar panel installation and maintenance. Other, more advanced workshops can be held by staff at both locations to initiate interests and experiences in environmental science and sustainable practices.

Initiatives for the Greater Red Hook Community: Activities and educational workshops can likewise be held for the adults in the community. Possible partnerships with other institutions, such as the public library, can be formed over time. Technical job training on solar panel installation and maintenance will be implemented with a private firm.

Solar Farm Company: Upon project approval, a partnership with the company chosen for solar installation can be made to provide educational and training workshops in the installation and maintenance of the solar panels, providing students and community members with advanced, technical skills and the ability to aid in the upkeep of the roof itself.

Community Stakeholders & Partnerships The community space and urban garden can only be brought to realization with participation from key stakeholders and partnerships.

Students, young adults, and other community members: Users of the roof space will play a key role in its success. It is a main goal of the space to have a high rate of usability by all demographics of the community.

Added Value Farms: It is recommended that a partnership is made with Community Farms to enable successful urban farm programming. By providing the garden with appropriate

techniques, learning materials, waste management, and commercial distribution through farmers markets, the urban garden is sure to be successful.

Existing Green Roof and Solar Policy Tax Abatement: Although the NYC tax abatement on solar installation does not apply to tax exempt facilities, such as schools, the incentive can provide economic opportunity for Red Hook residents to invest in renewable energy generation.

Zone Green Text Amendment: A set of regulation amendments approved in 2012, the text amendment allows NYC land and building owners to incorporate sustainable and resilient elements on rooftops without violating key height and bulk regulations. This amendment includes solar panels and green roof elements.

A main goal of the proposed site design is educational value. The green roof on the school will provide an informational and educational gateway for Red Hook residents to realize the potential gains and investment opportunities that come from solar panel installation and green roofing. The roof will include urban farming, energy generation, building insulation and stormwater collection. These elements will each have educational materials posted near the site on their basics and where to get further information. Our team is not recommending policy implementation or changes apart from facilitating the education of existing policy and incentives that come with roof elements incorporated at the site.

Source: NYC Green Roofs Website

Source: NYC Green Roofs Website

OBJECTIVE 2: Promote equity through the renovation of multimodal traffic corridors that are designed for the safety and access of all users.

In cities with rising populations and increasing intermodal transit options, aging or unmaintained infrastructure takes a toll and catalyzes an environment that deters use, breeds an unsatisfactory reputation, and compromises the safety of its users. Existing corridors that have experienced ongoing issues pertaining to safety, accessibility, and mobility should be prioritized when considering publicly-funded capital improvement projects. Our recommendations pertaining to this objective are focused on two spatial locations within Red Hook: (1) The Hamilton Avenue traffic corridor that runs between Clinton and Court Street and the (2) Van Brunt commercial corridor.

Action 1: Update public signage to improve distribution and flow of vehicular traffic along Van Brunt Street.

The Van Brunt Street thoroughfare, running north-south from roughly above Bowne Street down through Beard Street on the western side of the neighborhood, is a popular local truck route, as well as a growing commercial destination for storefronts, cafes, restaurants, and other economic activity at ground level. Pedestrian activity has subsequently increased in addition to the many cars, trucks, bicycles, and other vehicles that frequent the street daily. The street is two-way, with one lane for each direction, and parking on either side. When drivers, cyclists and pedestrians focus their attention on navigation, they risk becoming distracted from the immediate surroundings, creating unsafe conditions for themselves and others. This is exacerbated in areas with higher-levels of traffic congestion.

Outlined in NYCDCP’s Red Hook Transportation Study 2014, there is a tendency for trucks to double park along the street where they are not permitted. The report recommends updated “no standing anytime” signage to provide more explicit ordinance that would deter trucks from illegally standing both in the parking spaces and non-parking areas, as well as the common deviance of taking up a traffic lane to do so. We recommend that local business owners work with the Department of Transportation (DOT) to identify areas along Van Brunt Street where “no standing anytime except for commercial vehicles” may be incorporated. Furthermore, the implementation of striped lines, hardened centerlines, and/or slow-turn wedges to deter drivers from parking too close to the already narrow corners can help alleviate some of the congestion issues that arise on Van Brunt Street because of the limited mobility that trucks have to turn. These recommendations are feasible, and could be implemented without a significant amount of public capital.

Stakeholders and Agencies Community Board 6 will need to submit application to the NYC DOT that requests thesemodifications. Upon submission, the agency will work with local business owners of the Van Brunt corridor to conduct an updated barrier analysis and feasibility study to understand the traffic patterns, traffic incidents, and related community input. The business owners will assist in the selection of the most suitable area(s) to incorporate the commercial vehicle signage along the corridor. Similar methodology will be initiated by DOT regarding street linage improvements. The application(s) for these projects will be approved and handed over to the Department of Design and Construction (DDC) for implementation. Once implemented, the cooperation of the local police precinct and traffic enforcement bureau will be essential for the maximum effectiveness of this action.

Funding NYCDOT will be primarily responsible for funding this action. Street signage and painted signaling are low cost projects and can be initiated immediately with a very short implementation time needed.

Action 2: Repave dilapidated sidewalks and install ADA compliant pedestrian crosswalks and curb cuts along Hamilton Avenue and the Atlantic Basin ferry terminal where applicable.

Visually, the Hamilton Avenue corridor that separates Red Hook and Carroll Gardens between Clinton and Court Street is almost hostile: wideset streets that service multilane vehicular traffic in both directions, large and equally wide-set medians that appear island-like in their stark isolation, and an expressway that towers overhead and shadows the corridor for most of the day. The sight is not a pleasant one, and the negative experience of this is not limited to sight alone: caustic noise, polluted air, dilapidated sidewalks, limited curb ramps, and lack of signage all serve to foster an unsafe, undesirable experience for its users. The silver lining is that some of these issues can be mitigated with the use of simple adaptive reuse techniques and a relatively small-to-moderate amount of public funding. This is in efforts to increase public safety and provide equitable mobility opportunities for the users.

Action 3: Enhance safety and security within traffic corridors to minimize related incidents: Increase the number of street lamps (retrofitted with energy-efficient LED bulbs) along the Hamilton Avenue Corridor to provide adequate lighting for nighttime commuters. Incorporate protective barriers through the renovation of the medians.

Considering the lengthy amount of time that many Red Hook residents report as their average commute, it is imperative to add improvements that enhance the safety and security of those that utilize public transit in the evenings and nights. We support DOT’s current initiative to retrofit existing streetlamps with energy efficient LED bulbs and encourage this action. Additionally, we recommend that more streetlamps be installed at the Hamilton Avenue corridor and Atlantic Basin ferry terminal.

Protective barriers, whether made of raw material or green infrastructure, provide a visual enhancement as well as a conspicuous barrier within intermodal corridors.

Applying strategies of adaptive reuse to transportation corridors can fortify what already exists so as to avoid completely new and costly infrastructure, preserve institutionalized navigation and access, and bridge a timely and efficient solution to present-day issues.

Community Stakeholders & Partnership : Community values include the preservation and enhancement of scenic, aesthetic, cultural, historic, environmental and other community resources. Taking this context into consideration, the collaboration of technical professionals, DOT, local government officials, community interest groups, landowners, facility owners, the general public and other stakeholders who will live and work near and use the transportation corridors is essential for the most comprehensive plan.

Timeline: O2A1 - 7-8 Months Step 1: Application & Initial DOT Approval (approx. 1 month) Step 2: Community Board Review (approx. 1 month) Step 3: Design, Development and Approval (approx. 4 months) Step 4: Fabrication and Installation (1 month) O2A2 - 10-12 Months Step 1: Application & Initial DOT Approval (approx. 1-2 months) Step 2: Community Board Review (approx. 1 month) Step 3: Design, Development and Approval (approx. 6 months) Step 4: Fabrication and Installation (2 months) O2A3 - Approximately 1 Year Step 1: Application & Initial DOT Approval (approx. 1-2 months) Step 2: Community Board Review (approx. 1-2 months) Step 3: Design, Development and Approval (approx. 6-8 months) Step 4: Fabrication and Installation (2 months)

EQUITY – Improvements to the main arteries of transportation within the neighborhood does not benefit any single resident or user more than another. Site selection of entry points into and throughout the neighborhood that are frequented by users of any means of modality promotes an equitable distribution of street improvement projects. These actions furthermore bolster inclusivity access by upgrading existing infrastructure to be navigable by any user with limited mobility and/or disability.

SUSTAINABILITY – Relatively small changes can provide lasting benefits and services. The adoption of these actions mitigates vehicular collisions and other accidents and discourages the misuse of street provisions that can often lead to more rapid deterioration and dilapidation.

CONNECTIVITY – Intelligent dispersion of multimodal traffic can ease congestion, mitigate the risk of traffic collision, and provide a less stressful environment for its users. Traffic calming along Van Brunt will optimize travel time and allow for safer navigation on the north-south thoroughfares on Red Hook’s west side.

GROWTH – When considering the potential impacts that a growth in population, particular industry, or housing stock may have, these actions increase the capacity that the existing streetscape can maintain without inadvertently burdening any particular area of the neighborhood.

OBJECTIVE 3: Plan for growth with connectivity improvements that prioritize sustainability.

There are many public access corridors in Red Hook that have the potential to be updated and reinvisioned in a way that maximizes the efficiency of their utility. Diversified uses and amenities within public corridors and open areas that also enhance the connected mobility of a neighborhood in a sustainable fashion create a manifold of social benefits for the community and its patrons. We have identified three areas within the neighborhood that we feel are suited for adaptive reuses that support this objective: (1) The pedestrian runway leading from both the Brooklyn Cruise and NYC Ferry Terminals over to where the pedestrian pathway meets Pioneer Street, (2) the Hamilton Avenue traffic corridor, (3) and Conover Street.

Action 1: Utilize environmentally sustainable techniques to combat negative externalities. Incorporate bioswales, rain gardens, and other green infrastructure to absorb pollutants and storm runoff. Provide a physical barrier between pedestrians and vehicular traffic and improve the aesthetic of the landscape overall.

Green infrastructure is cost-effective and resilient construction technology that aids in managing climate change and produces many community benefits. Green infrastructure will reduce the threats of storm water damage at its root and deliver social, economic and environmental benefits. The team recommends the implementation of bioswales at the bottom of the highway drainage pipes. A bioswale is a way to collect stormwater that flows along the sidewalks and streets and feed it to trees and plants before draining into the sewer system.

The development of green open spaces with pedestrian and recreational uses revitalizes the entry points into Red Hook for the enjoyment and leisure of visitors and residents. This is a development aimed towards improving the neighborhood’s connections to the transportation network and implementing a plan to beautify the local streetscape and waterfront. The development of the green area has the ability to incorporate sustainability through the design and maintenance of all public space and support ecological connectivity and culture in the entire Red Hook area.

The Atlantic Basin ferry and Brooklyn Cruise terminal presents unwelcoming attributes that contradict their intended uses. The area is vastly empty with large parking lots on either end of the Port Authority of NY and NJ’s

property. The Atlantic Basin and its terminals are public accessible, but it wouldn’t appear that way to an uninformed patron. Through our proposal, we aim to augment existing and potential uses of this bleak space and encourage innovative Placemaking within the area that pedestrians and cyclists use when they are traveling to and from the terminals. This rationale supports ongoing aspirations that are supported by the city: ferry ridership. Mayor De Blasio, Hornblower Cruises, and NYCEDC have been actively working in their public-private partnership to develop the NYC ferry lines into a reliable commuting and recreational transit option for New York City. While there are natural limitations involved in the notion that this is a viable alternative for commuters, such as the infrequent schedule and relatively slower speed that the ferry operates at, we recognize that the immediate opinion of NYC travelers today does not necessarily mirror that of those in the future.

Source: Politico [Dean Street in Brooklyn]

Proposed actions outline recommendations for city initiatives that can improve accessibility within the space as well as provide enhancements that allow a diversified experience and association with the space. This example of adaptive reuse encourages future innovation within the space, and equips the city with a propitious alternative to generate future economic activity that mutually benefits themselves and Red Hook as the trend for manufacturing industry on the waterfront continues to decline. As such, the inclusion of rain gardens at the ferry terminal is recommended as part of Action 1. Aside from being inexpensive and visually appealing, rain gardens are beneficial for pollution control, flooding protection, habitat creation, and water conservation. These proposed green infrastructures are compliant to existing DOT and DEP regulations.

Action 2: Redistribute traffic patterns that exist on Van Brunt Street by creating an extended bike lane along Conover Street between Imlay/ Pioneer intersection down to Beard Street.

Van Brunt Street is a heavily used area by Red Hook residents, trucks, cars, and buses. Improvement to the existing transportation and street use contributes to community health, safety and wellbeing. The extended bike lane on Conover Street increases safety, comfort and mobility for cyclists that are moving within Red Hook. This action is compliant with the Brooklyn Greenway Initiative.

Timeline for O3A1 and O3A2: 1. Concept Development & Information Gathering (6 months) 2. Community Input (2 months) 3. Design Proposal & Plan Approval (6 months) 4. Plan Adoption & implementation (4 - 6 months) Action 3: Install public street amenities, such as movable tables and chairs, a public restroom, and street lamps for evening/night riders at the Atlantic Basin ferry terminal.

Street lamps for evening and night riders along the green public spaces increases nighttime safety. Currently, the DOT is phasing in LED lamps for all streetlights,with the purpose to reduce the city’s energy consumption and encourages the use of LED fixtures. LED street lamps provide the necessary lighting and contribute to environmentally sustainable energy generation. The installation of these street lamps would also be compliant with the DOT regulation standards.

The installation of a public amenity such as a restroom encourages people to stay for extended uses and time. In New York City there is a lack of public restrooms and the DOT responded by asking Cemusa to install 20 automatic public toilets (ATPs). These facilities are comfortable, accessible and self-sanitizing providing a safe and convenient facility for New Yorkers. Partnership with the DOT to recommend sites of implementation of these facilities will work towards achieving the overall goals of this proposal and make sites in Red Hook more convenient for residents and travelers.

Non- platform, DOT Standard Design (Fort Greene, Brooklyn)

The installation of street amenities seek to enhance the physical environment and aesthetics by coordinating and implementing a variety of streetscape and beautification initiatives. The NYC DOT is promoting a city wide program called Street Seats in efforts to transform underused streets into more attractive, vibrant, and social public spaces. This program provides assistance with the installation of movable tables and chairs and aims to enhance neighborhoods.

Platform, Customizable Design (Lower East Side, Manhattan)

Specifications: All installations must include plantings that will shade the seating area from traffic, while at the same time still allow visual to across the street and a continuous open edge along the curb. The installations must maintain roadway drainage, be ADA complaint, and also allow for access to any below-ground utilities.

Stakeholders: All applications for Street Seats require support from the property owner, in thi case the Port Authority of New York. Also, the approval from the local Community Board 6 before installation can take place. NYC DOT does not charge an application or permit fee.

Timeline: Application & Initial DOT Approval (approx. 4 month) Community Board Review (approx. 2 month) Design, Development and Approval (approx. 8 months) Fabrication and Installation (2 months) Financing: New York City DOT is funding projects up to $12,000 for 2018 which will go towards materials, fabrication, installation and maintenance of the Street Seat.

EQUITY: Bridging connectivity that improves the ease and experience in which Red Hook residents and its users move throughout the neighborhood promotes an equitable distribution of transit-related amenities. These amenities have been designed to promote the general welfare and health for all, and positively impact the neighborhood’s environment.

SUSTAINABILITY: Revitalization of public access corridors and incorporating additional public uses and amenities promotes investment and commitment in the best interest of the community. The incorporation of green infrastructure elevates the neighborhood to become a role model for environmentally sustainable design. These actions furthermore strengthen the physical and social resiliency of the neighborhood and its networks and creates a renewed environment that encourages new use and activity within the neighborhood.

CONNECTIVITY: Fostering an enjoyable and accessible environment that’s fit for multimodal travel begets better connectivity within the neighborhood. Providing additional public amenities within these public access corridors supports social connectivity just as much as it improves connectivity related to mobility.

GROWTH: These actions supplement future ridership increases on the NYC ferry service and connects tourists arriving to and from the Brooklyn Cruise Terminal to recreational and commercial activities within the neighborhood. Additionally, these actions mitigate existing issues related to burdened corridors, leveling them up to accommodate for the current mobility needs while additional expedient public transit options are still in the proposal stage.

OBJECTIVE 4: Utilizing the spatial and economic potential of existing industrial buildings, local skill sets and existing businesses.

The continuous shrinkage of Red Hook’s manufacturing industry resulted in economic and social influxes as well as underutilizing valuable spaces and properties. We recommend repurposing industrial buildings into mixed use facilities to utilize their maximum economic and spatial potential. Our objective in repurposing industrial spaces has two folds: the first is connecting Red Hook with neighboring areas to achieve a multiplier economic effect.

The second is helping Red Hook become self-sufficient by introducing uses and activities that complement the existing industries such as farming, arts and manufacturing.

Pilot project: The pilot initiative for repurposing industrial buildings will take place in the commercial complex near the Brooklyn Cruise Terminal (See fig.

10). This site has many advantages such as connectivity, spatial quality of its interior, and its adjacency to open space.

The commercial complex is very well connected. The facility is located at the corner of red Hook next to a transit hub. Transportation options vary from bus stops that most of red hook residents rely on for reaching the subway (see fig. 8), along with subway stops from Manhattan and Brooklyn. The various transportation options ensure that the new mixed- use complex is easily accessible to both Red Hook and nearby neighborhoods’ residents.

The building is owned by the New York City port authority and is located in a M2-1 manufacturing zone, which is designated for medium manufacturing performance. This zoning imposes spatial restrictions, resulting from the building code, that limit potential development and design options. With manufacturing industries exiting the neighborhood, the building’s potential uses are now limited to storage, an extremely limiting activity in terms of utilization of space and economic benefit. As a result, the building is currently occupied by storage facilities and furniture rental businesses.

The building has an adjacent open space that is currently used as a parking lot. This parking area can be used to create a publicly accessible space, as well as to expand the mixed use complex.

Our pilot initiative includes repurposing the manufacturing building at the Brooklyn Cruise terminal and allowing it to house more commercial activities. This will be achieved through three actions: Action 1: Maximizing land and property value by rezoning the current manufacturing zones into mixed-use zones.

The pilot lot will be rezoned to allow a mix of commercial and M1-1 light manufacturing uses. Although, manufacturing provides economic benefits, it does not necessarily incentivise residents from other neighborhoods to visit Red Hook and create an economic multiplier effect.

Commercial uses on the other hand allow outer residents to spend their money in Red Hook while maximizing the local businesses share of economic benefit. This could be achieved by creating a comprehensive Red Hook local business plan. Our pilot initiative will include new commercial activities that work towards a comprehensive “from farm to fork� business model in Red Hook. Local farmers will deliver food to the mixed use facility, the manufacturing company will process it, and lastly a supermarket or a restaurant in the same building will present it to customers. As such, we need an M1 zoning to host food preparation and wholesale activities. It is noteworthy that M1-1 allows for more FAR than the current M2-1 zoning. This allows for potential future development and expansion projects to host more comprehensive business models.

Source: NYC Planning Website

Action 2: Providing training and tax incentives for Red Hook residents to help them establish specific commercial and manufacturing uses.

We want to encourage uses that provide income opportunities for middle class residents and does not negatively affect the neighborhood’s health. The top two industries in Red Hook are manufacturing and arts and recreation. Our plan includes introducing light manufacturing industries such as food preparation and manufacturing. Such industries will complement the thriving farming industry in Red Hook.

The pilot mixed use complex will complement the existing income generative uses that local residents own such as farming and recreation.

Examples of complementary businesses are food preparation plants, restaurants, and bars. The Small Business Services (SBS) can provide training programs for current commercial businesses in ou proposed complex. tax subsidies for Red Hook residents who want to start a complementary business in the upgraded facility.

Similar Precedent: Dekalb Market

Action 3: Redesign the interior of the complex to allow various commercial and light manufacturing uses.

The spatial characteristics of the complex allows it to be adapted for various activities. The 18,000 meters square building can be redesigned to two open plan segments. This will allow the building to host manufacturing activities in one segment, and an indoor food market with restaurants and supermarkets in the other.

Current Site Possible Extension Publicly Accessable Open space

Risk/Limitations Analysis Decision Making, Trust in Outcome and Ownership: A new development alienates the local community because it even though the community is involved in the decisionmaking process, their fears are always a result of not knowing how a project will affect the community. Community participation will take place through two methods: First, is to incentivize residents to own a space of a developed property. Second is by involving the community in other aspects such as design and implementation.

Learning from the IKEA model: When suggesting new uses, especially commercial, one should be careful whether a specific use will induce gentrification. From an economic perspective, IKEA has introduced new customers into Red Hook, however, their input is only spatial. For example, nearby residents visit IKEA, pay for goods and the ultimate economic benefit goes to the owner of IKEA, who does not live in Red Hook. In other words, the maximum benefit Brooklyn Terminal’s manufacturing facility is acquired by the owner. Our plan will halt further gentrification in Red Hook through local ownership as the SBS will incentivize residents to own spaces in the new mixed-use complex.

Stakeholders Our plan will start by providing training programs to current business owners in Red Hook and specifically in our chosen complex. SBS will provide training for existing business owners to teach them how to upscale their businesses. Meanwhile, the port authority should apply for rezoning, which will be decided upon by the department of city planning (DCP).

Summary Table

Note on Capital Improvements Projects: Because no Capital Improvement Projects are currently taking place directly in Red Hook, we have identified several in New York City that are related to our proposal to use as models for future development. There are several open space, and esplanade projects throughout NYC that are being led by the Economic Development Corporation (EDC). Future capital projects can include the proposals introduced here and led by EDC for DPR, DOE and DOT.

VII. References

Department of City Planning. (n.d.). Retrieved from http://www1.nyc.gov/site/planning/index.page Empire State Development. (n.d.). Retrieved from https://www1.nyc.gov/nycbusiness/description/empire-zone-qeze-tax-credits Ferries. (2015, March 30). Retrieved from https://www.nycedc.com/program/ferries Motivate International, Inc. (n.d.). Citi Bike: Unlock a Bike, Unlock New York. Retrieved from https://member.citibikenyc.com/map/ New York City Industrial Business Zones. (2014, November 02). Retrieved from https://www.nycedc.com/industry/industrial/nyc-industrial-business-zones New Yorkers and Cars. (2012, April 05). Retrieved from https://www.nycedc.com/blog-entry/new-yorkers-and-cars NYCEDC. (2012, May). Southwest Brooklyn Industrial Business Zone. Retrieved from https://www.nycedc.com/sites/default/files/filemanager/Industries/Industrial/Industrial_Business_Zone/Southwest_Brooklyn_IBZ.pdf Red Hook - Southwest Brooklyn Industrial Development Corporation. (2016). Retrieved from http://www.sbidc.org/about/neighborhood/red-hook/ Red Hook Community Farm Compost Operation. (n.d.). Retrieved from https://www.bbg.org/gardening/red_hook_community_farm_compost_operation Red Hook Community Justice Center. (n.d.). Retrieved from https://www.courtinnovation.org/programs/red-hook-community-justice-center Red Hook Existing Conditions And Brownfield Analysis. (2014, September). Retrieved from http://www.nyc.gov/html/oer/downloads/pdf/RedHook-Brooklyn.pdf Red Hook Transportation Study. (2014, November). Retrieved from https://www1.nyc.gov/assets/planning/download/pdf/plans-studies/red-hook/executive_summary.pdf Sandy Recovery & Progress - NYCHA. (n.d.). Retrieved from http://www1.nyc.gov/site/nycha/about/recovery-resiliency.page South Brooklyn Ferry Route & Schedule | NYC Ferry Service. (n.d.). Retrieved from https://www.ferry.nyc/routes-and-schedules/route/south-brooklyn/ The Food Retail Expansion to Support Health (FRESH). (n.d.). Retrieved from https://www.nycedc.com/system/files/files/program/fresh_program_overview_faq.pdf U.S. Census Bureau. (2010, October 05). American FactFinder. Retrieved from https://factfinder.census.gov/