portland mall revitalization
project >
Portland Mall Revitalization client >
project manager >
ZGF Architects LLP
participating agencies
Tad Savinar
Portland Bureau of Transportation Portland Bureau of Planning Portland Development Commission METRO major stakeholders >
Portland Mall Management, Inc. Portland Mall Citizens Advisory Committee Portland State University Portland Business Alliance Downtown Neighborhood Association
design lead + architect + landscape architect + urban designer >
Tri-County Metropolitan Transportation District of Oregon (TriMet)
Shiels Obletz Johnsen, Inc.
artist + urban designer >
associated urban designers >
THA Architects [concept development] SERA [concept development] associated architects >
Hennebery Eddy Architects [south terminus] engineers >
URS KPFF Jonh Knapton Dewhurst McFarlane graphics and signage >
Mayer/Reed
general contractor >
completion date >
Stacey and Witbeck, Inc. September 2009 size >
60 blocks, 1.8 miles, 124 block faces, 200+ fronting businesses and institutions
photographer >
Bruce Forster
portland mall revitalization
preservation and beyond preface >
The Portland Transit Mall was the first (1977) Portland structure receiving national and international recognition for design excellence after Pietro Belluschi’s 1948 Equitable Building. Recipient of AIA’s highest award for design (AIA Honor Award in Architecture), its significant contribution was to convince Portland and America that transit and a healthy, inviting, and economically strong urban community were natural partners. Today, its revitalization preserves the value and principles of the original while dramatically expanding the significance and utility of its message. The original Mall set a standard for which there were no precedents. It had a quality of design and execution that moved beyond those of its immediate predecessors (Nicollet Mall in Minneapolis and Market Street in San Francisco) and exceeded that of all successors with the possible exception of 16th Street in Denver. At a point in time when the Secretary of Transportation recommended i
to Congress that one third of the Highway Trust Fund be henceforth dedicated to transit…... the Portland Mall affirmed that his proposal had merit. In the 70s Portland removed one waterfront freeway and decided not to build two funded interstates. The Mall convinced citizens and politicians that a complementary alternative did exist. With that precedent, the most extensive (per capita) American transit network of lightrail, streetcar and bus corridors has been constructed in Portland. In the process those projects have won numerous national design awards (including the Presidential Design Award for Excellence). It is in that context that the revitalization of the Mall has endeavored to synthesize the progress of three decades of transit in a downtown…... to help build a community that is even stronger. The key has been to apply and expand the ethic that was established in the beginning.
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being a great street
Do all of it j u s t a l i t t l e b i t better…a n d i t m i g h t e n d up pretty g o o d … o r e v e n better
Many great urban streets exist in the world. However few of the world’s cities have great streets…simply because most streets are conceived and maintained as utilities, accommodating trip making and providing access. The qualities that make a street great cannot be reduced to formulae but tend to be revealed repetitively in varied configurations, sizes and operations. Alan Jacobs’ “Great Streets” provides an excellent overview and analysis of great streets, the distinguishing characteristics and enduring value of each. His quote “There is magic to great streets. We are attracted to the best of them not because we have to go there but because we want to be there. The best are as joyful as they are utilitarian” conveys the essence of a great street. Simply, it is the place in the city where people would rather be.
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potential of the 1972 portland mall
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With a measure of innocence, the 1972 Portland Mall was conceived, designed and implemented with the potential of a great street. It completely rebuilt two of Portland’s primary downtown streets with a quality of design, materials and craft that were without precedent in the US at that time. It provided a concentration of surface transit and pedestrian volumes supported by auto and service access never before successfully accommodated on similar streets in North America. And it stimulated the redevelopment of adjacent properties at a cost ratio of 40:1 over the first eight years. The life and form of downtown Portland was transformed. Class one office development eschewed the suburbs and suburban retail centers lost market to downtown. For a while the Portland Mall looked very much like great street. It was the place where a lot of people preferred to be.
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complemented with light-rail transit
When light-rail was first constructed in downtown (a decade after the Mall) it was determined that a cross-Mall alignment would do more for the Mall than an on-Mall alignment. When complete, the activity and value of the Mall grew substantially‌...for a while.
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lost its luster
Over time, the Mall lost its luster. It still functioned with America’s most intense and efficient surface transit operation (a two way capacity of 20-22,000 riders/hour). It retained Portland’s densest commercial and institutional concentration along its length. But it had no active advocates, no effective stewards, and the absence of such attention showed.
one goal five strategies
After a couple of false starts, a program to revitalize and extend the Mall was initiated in 1999. The general goal was to create the place in the City, and in the region, where people would rather be. The strategy had five elements.
one extend the Mall to embrace the full length of the City’s heart while enriching each of the neighborhoods through which it passed.
two provide for a more diverse mix of modes while maintaining transit and pedestrian capacity.
three build with a quality that would continue to establish a high standard for design, materials and construction in the core.
four program, manage and maintain the Mall with a new non profit comprised of City, transit agency, institutional and private sector leadership. And...
five with new merchandizing management provide
inviting and accommodating access, renew the attraction of Portland’s heart.
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and thus...
five categories of achievements
The tangible achivements of the Mall are often categorized by the five strategies that introduced them.
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one: the backbone serving and synthesizing a concentration of diverse urban neighborhoods with… LEGEND
LRT ALIGNMENT
MALL CORRIDORS
KEY REDEVELOPMENT PROJECTS CURRENTLY UNDERWAY/PLANNED
MALL LRT STATIONS
KEY REDEVELOPMENT PROJECTS IN PLANNING
STREETCAR ALIGNMENT
PEDESTRIAN CORRIDORS
KEY OPPORTUNITY SITESNOT CURRENTLY PLANNED
OPEN SPACE
STOREFRONT IMPROVEMENTS
FUTURE PSU ACADEMIC BUILDING NEW PSU HOUSING UNDER CONSTRUCTION
POTENTIAL MIXED-USE REDEVELOPMENT
SALMON
MAIN
UNIVERSITY CLUB
MADISON
JEFFERSON
CLAY
COLUMBIA
CITY HALL / MADISON STATION
MARKET
MILL
MONTGOMERY
HARRISON
PSU URBAN CENTER / MILL STATION
HALL
COLLEGE
PSU SOUTH / COLLEGE STATION
HILTON
TAT
E4 05
6TH AVENUE
PACWEST
IN T
ERS
PSU URBAN CENTER 5TH AVENUE
CITY HALL
PSU SOUTH / JACKSON STATION
FUTURE PSU ACADEMIC BUILDING
FUTURE HOUSING
PSU URBAN CENTER / MONTGOMERY STATION
FUTURE HOUSING/RETAIL/PARKING
FUTURE PSU ACADEMIC/ OFFICE/PARKING
CITY HALL / JEFFERSON STATION
POTENTIAL MIXED-USE FUTURE DEVELOPMENT HOUSING/ SOCIAL SERVICES
NEW PSU ENGINEERING BUILDING
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PORTLAND MALL REVITALIZATION PLA
9
10 POTENTIAL MIXED-USE REDEVELOPMENT STUDY UNDERWAY BY PDC
HO
POTENTIAL "GATEWAY" REDEVELOPMENT
S ER ND AVE
NU
E
CO
SID
6TH
RN BU
PINE
OAK
STARK
WASHINGTON
E
UC
H
DA
VIS
PINE STATION
ALDER
MORRISON
YAMHILL
BUS TERMINAL
ER EV
PIONEER SQUARE / MORRISON STATION
TAYLOR
FLA
OLD TOWN / DAVIS STATION
ETT
POTENTIAL REDEVELOPMENT
NORDSTROM
PIONEER SQUARE
GL
ISA
N
PLAZA REDEVELOPMENT
POTENTIAL REVITALIZATION OF STOREFRONTS AND ENTRANCES AT MEIER & FRANK
FOX TOWER
YT
POTENTIAL REVITALIZATION OF MEIER & FRANK BLOCK
UNION STATION
IRV
POTENTIAL "GATEWAY" REDEVELOPMENT
ING
UNION STATION / HOYT STATION
PIONEER COURTHOUSE RENOVATION
6TH AVENUE EXTENSION PLAZA DEVELOPMENT
5TH
AVE
NU
E
6TH AVENUE
HILTON SUITES
UNION STATION / GLISAN STATION
US BANK PLAZA
MEIER & FRANK
QWEST
ANK
SAKS
Y ENE
5TH AVENUE
PIONEER PLACE
PIONEER SQUARE / YAMHILL STATION
OLD TOWN / COUCH STATION
POTENTIAL INFILL DEVELOPMENT
OAK STATION "FESTIVAL" STREETS DEVELOPMENT
POTENTIAL STOREFRONT IMPROVEMENT POTENTIAL REDEVELOPMENT OF FOOD VENDOR BLOCK
POTENTIAL STOREFRONT REVITALIZATION
AN- OPTION B
BURNSIDE-COUCH COUPLET IMPROVEMENTS BY CITY OF PORTLAND POTENTIAL "GATEWAY" REDEVELOPMENT
ANKENY "STREET OF FOUNTAINS" DEVELOPMENT
POTENTIAL INFILL REDEVELOPMENT POTENTIAL DEVELOPMENT MIXED-USE PDC REDEVELOPMENT PROJECT OLDTOWN/CHINATOWN STREETSCAPE PROJECT
13 0
100
200
300
SHIELS OBLETZ JOHNSEN ZIMMER GUNSUL FRASCA PARTNERSHIP
400
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one corridor with exceptional access...
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a consistent ethic of service...
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and an enriching support of distinct neighborhoods
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two: a substantial and complementary balance of accessible urban modes...
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for pedestrians...
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for cyclists...
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for buses...
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for rail
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streetcar, light-rail...
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and trolley...
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for autos...
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for service vehicles
and for the new modes that will come but cannot be anticipated 24
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three: a quality of design and execution that will establish a distinguished standard...
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for walking...
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for standing...
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for sitting...
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and leaning...
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with comfort;
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for information...
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safety...
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1” ball
1 1/8” ball
1 1/4” ball
1 3/8” ball
1 1/2” ball
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and accessibility
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an architecture,
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and art of...
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material quality...
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detail...
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sustainable innovation...
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and maintainability...
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composed with care...
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four: creative and committed stewardship by a new caretaker of a public place... 58
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programmed...
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maintained... 61
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and thus sustained...
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with a new reliability and consistency.
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five: a place that is inviting, accommodating, stimulating... and where you would rather be.
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a place of exceptional events...
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a place of everyday attraction... ,
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a place for repose...
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a place for interaction... 70
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a place for wandering...
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a place of destinations...
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and of work...
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shopping...
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living...
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education...
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recreation...
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for the old and young, rich and poor...
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active and infirm, and all of those in between.
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and in the process: a theater of construction past 80+ downtown blocks and 200+ businesses, that is inviting, stimulating...
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with pedestrian and vehicle access maintained without interruption
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with construction consolidated and phased to minimize exposure... 85
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thus, with no businesses closing...
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with several businesses opening...
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with forty abutting properties reinvesting in facelifts and new merchandising...
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and eighty more following suit... 85
zgf design team Gregory Baldwin Eugene Sandoval Karl Sonnenberg Mark Foster Brian McCarter Ronald Stewart Jerome Unterreiner Kim Isaacson Greg Matto John Breshears Francis Howarth James McGrath Debbie Chow Trent Thelen Nolan Lienhart Sarah Garrido-Spencer Valerie Reuss Carolyn Cook
portland mall revitalization
notes
refer to page > refer to photo >
i
Since 1978, the award-winning design of the Portland Mall (by SOM and Halprin), has served as a model of urban design and transportation innovation as well as the symbolic heart of a region known for its progressive planning and development achievements. In the late 1960’s, Portland’s leaders took the proactive step of formulating a long-range vision for Portland’s downtown that proposed key public investments to strengthen and redevelop the central city as the true heart of the region. One of three major public improvements identified in the 1972 Downtown Plan, the original Portland Mall was intended to boost transit use by focusing the region’s bus system exclusively on 5th and 6th avenues, thereby giving buses an un-congested route through downtown and offering optimum convenience for transferring passengers. When the Mall opened in 1978, it featured broad, brick sidewalks, granite curbs, a continuous canopy of trees, and carefully crafted pedestrian and transit amenities. Within six years, the Mall couplet was supporting over 400 buses per peak hour, reducing downtown traffic congestion, improving access, enabling employment to double (with only a 4% increase in auto traffic) and increasing the regional retail market share from 15% to 45%. As Portland continued its commitment to excellence in planning and design over the subsequent decades, the Mall took its place as one of four great public spaces in the city: the historic South and North Park Blocks, Waterfront Park, Pioneer Courthouse Square and the Portland Mall. It also took its place among America’s premier pedestrian/transit streets of the era: Market Street/San Francisco, Nicollet Mall/Minneapolis and 16th Street Mall/Denver.
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In 1890, a network of a dozen streetcar lines provided access to the core, a region was attracted…and Stanford White designed a hotel at their intersection (at the Mall). It was the place to be. 2
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In 1972, except during peak hours, downtown streets (at the Mall) were quiet.
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In 1978, the Mall established a new standard for civic architecture…and an ability to attract citizens and commerce, and to stimulate redevelopment. In 1986, 70% of the region’s class A office space was located in the core, with most concentrated on the Mall.
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In the 1980-90’s, Portland embarked on an aggressive period of regional transit expansion tied to long range land use plans. Three major light rail corridors, emanating from downtown, extended into the inner city neighborhoods and distant suburban communities. All corridors focused on downtown…and intersected the Mall at its center. Anticipating LRT, a rail-ready bus Mall was extended north in 1994, into the Old Town/Chinatown neighborhood bringing public improvements to an area struggling for its identity and linking City transit to interstate rail and bus passenger services at Union Station.
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After serving as a national example for more than 25 years, the Portland Mall began showing its age. In part, it was the consequence of generous federal funding (80% of capital cost) that diminished any inclination for private contribution and ownership. In subsequent years, resources for management, security and maintenance were limited to City and transit agency budgets which, not surprisingly, were inadequate to keep the streets in good shape. Hence, a cycle of deterioration began, repairs were delayed, poor construction failed and the Mall came to be viewed as uninviting. With limited maintenance resources available, SOM’s bronze shelters were first painted, and then ignored. 7
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As testament to the wisdom of the 1972 Plan and the timeless flexibility of the original design, public expectations were that the Mall be returned to its original beauty while carefully integrating the additional layer of infrastructure associated with electrified rail transit. This became the designer’s mission: preserve, repair, adjust, re-fresh, replace and integrate while sustaining the elegance of the original. 8 Prior to developing a vision for what the new Mall could be, a complete inventory and life-cycle assessment for all aspects of the existing avenues was performed. All street accoutrements, including furnishings, signage, signals, shelters and art, were assessed for reuse or redesign. All intersections, sidewalks, vaults and street paving materials were catalogued and areas of deterioration extensively mapped to define scope of repair and replacement. The Mall Inventory quantified existing conditions to inform scope/extent decisions and identified opportunities for flexible, unconventional technical solutions. The granite, brick, bronze and stainless steel used in the construction of the original Mall were replaceable, but retained design value, and had many years of service life remaining. The Design Team developed comprehensive details and specifications for the repair and refurbishment of select furnishings and art installations to remain on the Mall. Several design innovations were employed. 12 . 13
The Mall has made Portland’s heart significantly more accessible as the downtown grows and intensifies and, by the activity the Mall supports and stimulates, it has re-established
itself as the place where the community comes together. The 1972 Downtown Plan diagram that imagined a primary spine linking the city districts and serving the region is now largely realized by directly linking six major districts along its length 10—Portland State University, Government, the Retail Core, Financial District, Old Town/Chinatown Historic neighborhood and the Union Station transportation center. With regional light rail on 5th and 6th and on Morrison and Yamhill streets (east-west), supplemented by streetcar and neighborhood bus routes on other cross streets, all of downtown is within easy walking distance of a transit line. 14 . 15
The Mall provides an extraordinary balance of modes accessing one of the densest land use concentrations from the Mississippi to the Pacific and from San Francisco to Vancouver BC……with equity of rail, bus, pedestrian and service access sustained. 11
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Patrons need not arrive early to avoid missing their bus or train. Their PDA will tell them within 30 seconds when their ride will arrive. In the station, transit trackers 12, a real-time electric display, indicate the scheduled arrival of the next bus or train. Of course if they wish, it’s a pretty nice place to hang out. 17
Neighborhoods range from medium density mixed-use
13
to high density commercial.
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One of the hallmarks of the Portland Mall has always been its ability to accommodate unprecedented pedestrian and transit volumes with grace and accommodation. The Revitalized Mall re-establishes Portland as a transportation innovator—it is the first North American city to mix light rail and buses at significant volumes in a single corridor. The peak capacity is estimated at 240 buses and 40 trains per hour in the afternoon peak. 15 21’ to 26’ wide sidewalks, generous crosswalks and 200’ by 200’ blocks, complemented by fare free operations of LRT and Streetcar, provide an unusually accommodating and extended pedestrian realm. 16 20 - 27
Original Mall bus operations were continuous while adjacent automobile and bike traffic were interrupted for one block every four blocks. Now all modes—pedestrians, bicycles, automobiles as well as light rail, high capacity bus and streetcar have been accommodated and supported with continuous access. Design focused on accessible streetscape…with continuous walking zones, bus and rail loading zones, service pullouts, all-flush corners and tactile warning strips. All furnishings, shelters and amenities were designed to accommodate the full-spectrum of activities.
Bicycles operate in both mixed traffic lanes and designated bicycle lanes. Storage is provided with an expanding inventory of bike racks, corrals, covered and off-street bike stations. 17 . 18 Buses operate in a one lane…(North Mall) and two lane leap frog operation (South Mall). Up to three buses may stop per block in 5 block sequences enabling up to 135-150 buses to operate in each direction during peak hours. 19 Up to 20 LRT trains operate in each direction during peak hours. They stop on an average of every 5 blocks. All have level boarding at the curb. A similar volume of LRT trains intersect the Mall operating at its heart in the retail core. At the southern extension of the Mall at the center of the Portland State University Campus, the Mall is traversed by the Portland Streetcar extending service to virtually all central city neighborhoods. On weekends and holidays, the Portland Vintage Trolley augments rail service to the Mall. 20 . 21 . 22 Non-transit vehicle access is provided along the length of the Mall. This insures that all activities facing the Mall have continuous exposure to autos and service vehicles as well as transit and pedestrians. 23 . 24 27
In 1973, a decision was made to design the Mall in anticipation of LRT…even though there was no light rail funded, designed… or even planned for Portland. But it seemed like a good idea. We decided to prepare for a future we couldn’t quite define. 25
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In the beginning, the City asked the Mall to establish the benchmark for a quality reflecting the aspirations of its citizens…and a precedent for the commerce and institutions that would fulfill those desires. It was a challenge for quality. The promise for the revitalization of the Mall was to meet or exceed that example. 26 29 . 35
A goal was to build a street that to the pedestrian…is inviting, accommodating…and just right. Sidewalks that provide ample space for unimpeded walking without being too vast and inactive 27, and places to stand while waiting, conversing, or “checking things out”. 28
A variety of seats and benches of varied heights, accommodation, and material to serve different sizes and ages 29 . 30 Smooth, clean surfaces to perch upon, lean against
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And located to satisfy every conceivable need or inclination.
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An objective was to provide just enough information to orient him.
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Individual messages that could be conveyed independently and clearly, yet which in the aggregate, provided an architecture of civic quality and contribution. 36 Information that could be located and read at night is placed where you would want to be.
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Standardized signal equipment in custom housings is designed to be compatible with the information systems of a special street. 38 Dynamic information systems tell you (to the minute) with accuracy when your bus or train will arrive. 39 40 . 41
A mandate was to provide an environment that felt very good…and safe to all occupants. 40 ... a place that was secure and secured. 41 …and a place that was comfortable even when waiting alone late at night for a bus or a train. 42 42 . 43
It was extremely important to make the Mall accessible for all disabilities. For example, the blind using canes asked that brick be removed because, for some, cane tips operated poorly on the uneven surfaces. The solution was to develop a new rotating, hypersensitive, economical, self balancing cane tip that would traverse those surfaces freely. 43 The deaf asked for both accessible audio information and a consistent acoustic sidewalk environment. The solution was to shape and locate windscreens at intersections to do so.
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The original Mall shelters were designed to provide a complete refuge for transit patrons in an under-developed downtown. As the central city densified and retailing on the Mall increased, the shelters effectively obscured business owners’ visual and informal management of their storefront, and sidewalk and bus stops developed into a security issue. The Design Team led the design and eventual design/build contract for new, highly transparent, glazed shelters. The minimal nature of their innovative structural system allows for a seamless transit and retail environment, each supporting the other. A family of integrated seating, leaning and screening elements was developed and installed independent of the overhead structure in response to microclimate, transit operations and adjacent business needs. 45
The original Mall commissioned…artists to produce and locate…major pieces. The revitalized Mall relocated several of these works and commissioned…new works. These have been complemented by major new art provided by adjacent property owners and reviewed and accepted by the City. The result is an evolving corridor of significant art. 46
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Durable and readily replaceable masonry, metal, glass and wood materials were to be designed and constructed in a manner that evoked respect, appreciation and accommodation‌meeting or exceeding the aspirations of citizens of the city. 47 . 48 48
Overhead Systems: Recognized for its detailed refinement and sophisticated simplicity, the original Mall set a high standard for the resolution and quality of new fixtures required with the addition of integrated light rail and high capacity bus operations. The urban designers led the interdisciplinary design team to consolidate all pedestrian and traffic signals and signage, rail signalization and safety systems, street lighting and overhead power systems into single, integrated poles and support wires. Along with permitted attachments to historic buildings, these joint-use poles significantly reduced the number of poles per block, eliminating cost and obstacles to the pedestrian environment. 49 49
Exposed stainless steel was provided as a finish that could be readily repaired. All welds were exposed and not ground but carefully executed. 50 50 . 53
Easy to clean ergonomic seating also supports suspended frameless glass windscreens.
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New means to discourage vandalism and extend the life of resistant materials were employed throughout. 52 Traffic signals, illuminated signage and all shelter lighting employs LED lighting for reduced energy use and longer lamp life. 53 Improved Street Lighting: Portland’s traditional ornamental street lights have been retrofitted with new QL induction lamps—reducing energy use and producing a whiter, truer light quality. Custom pencil stripe and dashed line frits discourage vandalism of windscreens without compromising transparency. 54 Eighteen new blocks of the Mall employed pervious, gravel-set brick pavers or continuous planting in their furnishing zones to intercept sidewalk storm water. 55 A canopy of 420 new and existing trees providing a substantial carbon offset, were provided with an enriched growing environment. 55 . 57
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Flexible-set brick pavers: Mortar-set brick pavers at the original Mall intersections had failed with regularity over the years. As maintenance budgets decreased, incidents of failure increased until the entire paving system was perceived as a failure. The Design Team led an extensive research and design effort to identify a paving system that met long-term maintenance and performance objectives while also providing the refinement and material quality of the original Mall. This effort resulted in a highly engineered and detailed, flexibleset, unit paving system that was installed at 33 intersections in the heart of the project. Special pure-silica sand, more typically used by the glass industry, provides the long endurance setting bed, supporting special heavy, traffic-rated brick pavers in an interlocking pattern. A noted British engineer provided the concept, specifications and follow up for one of the very few successful flexible pavement systems supporting bus operations. It works. 56 56 . 59
The Mall has traditionally served as the backbone of Portland’s core. It was essential that the Revitalization Project maintain the Mall’s status as Portland’s premier address…during and after construction. The private sector’s initial demands and subsequent contributions guaranteed the provision and sustenance of exceptional design quality. The consequence was a restoration of noteworthy attributes, a correction of design deficiencies, the assurance of continuing maintenance and permanence and an incorporation of innovative solutions. 58
With the initiative of the Pioneer Courthouse Square Board of Trustees (a 501(c)3), the masonry surface of the Square was extend across Sixth Avenue to embrace Pioneer Courthouse. 59 Portland Mall Management Inc., (a 501(c)3) and a downtown community of business organizations, operated a series of events on and adjacent to the Mall throughout its construction. Weekly “Flicks on Bricks” drew thousands of patrons during good weather… reinforcing the notion that downtown was the place to be. 60 Portland Mall Management Inc. provides scheduled and major maintenance of the Mall using staff, contracted and City craftsmen. 61 60
Renovated brick and granite sidewalks: Extensive research and contractor collaboration was invested in developing protocols and methods for removal, replacement and cosmetic repair of existing granite as well as rehabilitation standards for in-situ brick sidewalk cleaning, replacement, waterproofing and crack repair. Many granite curbs were preserved, others re-cut and re-used or salvaged for future repair stock; unusable pieces were ground into granite aggregate and used for repair patching of usable granite pieces. In sum, 40 blocks of mortar-set paving were re-grouted, re-jointed, re-sealed and repaired using best industry practices adapted to unique circumstances of existing conditions.
Historic Benson fountains, cast in the foundry of Benson Polytechnic High School, were retained as originally sited. 61
Portland Mall Management Inc Executive Director Vic Rhodes and City of Portland Chief Inspector Gary Hopkins collaborated on the construction, maintenance and management of the Mall, it’s condition and it’s activities. 63 62 . 63
The first edition of the Red Bull Illume Image Quest In 2007 resulted in 2000 established and amateur photographers from over 90 different countries submitting more than 7,500 images. They were judged by a panel of expert photo editors. The subsequent exhibition tour showcased the 50 finalist images in exceptional outdoor venues across North America, e.g. on the slopes of Aspen or Huntington Beach Pier…and the construction site of the Portland Mall. 64 64 . 65
The entertainment, open space, retail and recreational activities along the Mall attract more visitors than any other location in Oregon. Special “mini” events are scheduled weekly along the Mall. 65
Performers are encouraged in areas adjacent to through-walking zones and transit platforms. 66
Quiet places to stop, reflect, or read are located periodically in “protected”, sunny and shaded areas. 67 66 . 67
On the Mall the most improbable conversations occur. The most intimate exchanges are stimulated.
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The most concentrated interactions are performed on the smallest stage. While meaningful discussions are always invited.
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The Mall is a place of destinations, to eat or catch a train, Or to work….in a shop or an office.
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The Mall is the heart of retailing in the region, where you can find the best of any and everything you may wish to acquire. 76
And, increasingly it is a desirable place to live, whether wealthy or poor or in between.
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One high school 79, two universities 78 and one college are proximate to the Mall. More than 35,000 students depend daily upon the Mall for access. Pioneer Courthouse Square is the living room of the City, the region…and perhaps the State. Eschewing any excess of programmed activities, it manages a sequence of repeat events (like the “Sand in the City” competition), that attract visitors from great distances year after year. 80 74 . 75
Perhaps the most significant characteristic of the Mall is its ability to attract and serve a diverse population. The first high speed light rail vehicle in the world with sidewalk level boarding was developed in Portland for its downtown. Services, events and furnishings attract and accommodate all ages without compromise to their abilities or inclinations. 81 . 82
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A primary goal of the Mall was to utilize construction not as an activity that drove folks away from downtown, but rather as a new stimulus for a revitalized downtown. It had to be good theater. Events like the Illume Exhibition and a parade celebrating the completion of every phase attracted visitors and stimulated retail sales. 83 Vehicle and pedestrian access was maintained to all businesses without disruption seven days a week. Appreciation was demonstrated by maintenance of healthy tenants and businesses along the Mall. 84
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Subsurface paving, topping slabs, and unit pavers were installed block by block, at half an intersection at a time. A carefully choreographed construction sequencing enabled segments to be completed in two day to three week sequences, thus getting major construction quickly out of the faces of abutting uses…while maintaining pedestrian and service access at all times. 85 79
The historic Meier and Frank department store downsized, kept operating, re-opened as a Macy’s and housed a new luxury hotel in its vacated space. 86
80 . 85
The "office of small moves" initiated and managed a program that integrated public and private funding, provided design services and ensured permit approvals to encourage fronting properties to undertake renovation programs during construction and immediately after. When full service began in September 2009, the $220 million public improvement had been complemented by $1.5 billion in private investment on or near the Mall. This includes 40 block face renovations, two major hotel redevelopments and several institutional projects on the Mall. The success of the program is without precedent. None of the 200 plus businesses closed during construction, while new ones, large and small, opened. 87 . 88
Many small and large renovation projects were initiated during the construction of the Mall. Virtually all improved their merchandising programs in the process. 89 In spite of a growing recession, major new projects were begun and are being finished. One of the most conspicuous has been the reconstruction of an abandoned high rise (20 years) in the midst of the historic Financial District …as a new Hotel. 90 . 91 SUMMARY
At this writing, two new light rail lines are in design: an extension south from downtown and an addition to the end of the north line (to Vancouver, Washington). Both will use the Portland Mall alignment. The revitalized Portland Mall combines the design character, aspirations, active context, operations and management of a truly great street(s) for the 21st century. A place you would rather be.