downtown partnership strategicplan

8/7/2019 Downtown Partnership strategicplan

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2011D O W N T O W N BA LTI M O RET H E S T R A T E G I C P L A N


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F R O M T H E P R E S I D E N T | C O N T I N U E D

Redevelopment of the Inner Harbor was contentiousand famously went to a voter referendum where itwon by a narrow margin of about 16,000 votes.Moving the Orioles out of Memorial Stadium toCamden Yards was hotly debated. Few thought theformer warehouses in Canton, Harbor East, or Locust

Point could ever regain t heir usefulness. Fewer stillthought t hat more than 40,000 people wouldeventually be living in Baltimore's Downtown.

In each of these examples, Baltimore overcameskepticism and embraced new ideas, reinventingitself in the process. And, each time, it was at theforefront of urban renewal patterns that becamenational trends: waterfront revitalization; new-urbanist stadia; mixed-use industrial conversion;and downtown residential development.

In 2011, Downtow n Baltimore is at another importantjuncture. The global recession reined in the dramaticinvestment, development, and residential growth ofthe past decade. Despite impressive job grow th, evenduring the recession, the commercial vacancy ratewithin the Central Business District hovers at about19% and planned office districts on Downtownsouter perimeter could put further strains on occupancy.New uses must be found for older towers that nolonger work as office space. Aging infrastructureneeds updating, yet governments are facing dramaticbudget shortfalls. And, cash-strapped governmentsare looking for new income from Downtown in t he

form of new fees and regulations that could chokefuture growth.

If weve learned anything from Downtowns ebb andflow over the past several decades, its that marketforces, alone, will not determine Downtowns fate.Deliberate intervention by the public and privatesector is needed to address challenges and createnew opportunities. Accordingly, Downtown Partnershipof Baltimore developed this Strategic Plan for DowntownBaltimoreto guide the w ay forward. It reflectsthousands of hours of community meetings, businessoutreach, and consultation with urban designscholars and civic leaders from across the country.

Since its inception more than a quarter century ago,Downtown Partnership of Baltimore has been theprimary organization dedicated to improving theeconomic and cultural heart of Greater Baltimore.In that time, The Partnership has successfully createdpublic and private initiatives that have increasedinvestment, improved Downtown infrastructure, and

attracted and retained employers, employees, andresidents. The Partnership has also produced economicdata benchmarking Downtowns progress andanalyses that shape and provide solutions to lingeringchallenges. Early in 2011, The Partnership releasedits Open Space Plan for Downtown, a set of

recommendations and guidelines that weredeveloped as a companion to this Strategic Plan.

Together, the two plans provide a roadmap forDowntown evolution in the decades ahead. Bothdocuments incorporate the growing mix ofDowntown constituencies, such as residential andretail uses, and coalesce months of planning,community meetings, and consultations withleading thinkers about urban renewal. The planscomplement, and will build upon, the existing PrattStreet Revitalization effort, and they will readilyincorporate forthcoming information, such as thefindings of the Mayors Downtow n Task Force andthe recommendations of Transform Baltimore (theupdating of zoning codes and regulations by thePlanning Department ).

The goal of connecting islands of Downtowndevelopment into one seamless, mixed-use district isnot a new one. The new plans pick up where othersleft off by addressing key questions: How do we findnew uses for older buildings? How do we creatememorable, attractive places? How do we retain andgrow businesses and residents? How do we compete

for limited government and corporate investment?

On behalf of Downtown Partnership, we thankeveryone who participated in the planning process,took walking tours in inclement weather, and whobrought ideas and critical thinking to the table. Inparticular, The Honorable Thomas Murphy, an UrbanLand Instit ute Senior Resident Fellow f or UrbanDevelopment and former Pittsburgh Mayor, wasinstrumental to our planning process and providedan invaluable outside perspective.

John FrischChair, Board of Directors

Kirby Fowler, President

What does it take to transform a city, especially one with as rich a history

as Baltimore? Many of this citys great strengths an unfussy working-class

temperament, nostalgia for its storied past, strong civic pride even among

those who moved out of the city a generation ago can be double-edged,

often leading people to see only what was, not what could be.

PHOTO: 10 Light Street, one of

Downtowns older office buildings

INTRODUCTION


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k e y st r a t e g i c r e c o m m e n d at i o n s

NEW RESIDENTS:Downtowns top priorit y should be continuing its rapid residential growth. Residentsdrive street-level and nighttime activity, patronize retail and cultural destinations, andcontribute to the Citys economic output. Creating new residential space, at a rangeof price points, needs to happen in the near-term. Currently, there is not enoughrental housing to meet the growing demand.

OPEN SPACE:The recommendations of the Open Space Plan for Downtown Baltimore should beadopted. At tention should be paid to its key focus areas, such as One Light Streetand Hopkins Plaza, and to the w ay they are connected by open space improvements.

UNDERUTILIZED PROPERTIES:Finding new uses for underutilized properties, such as 10 Light Street and 2 HopkinsPlaza, should be a high priorit y for public and private agencies, and requires focused

Mayoral involvement to move the process forward.

FUNDING:A multi-property Tax Increment Finance (TIF) district should be created in the oldestparts of Downtown to fund much-needed capital improvement projects and therebyencourage new development.

OFFICE M ARKET:There must be renewed effort s to att ract and retain businesses, using a coordinatedcampaign that promotes Downtowns dynamic urban lifestyle and that identifiesavailable incentives and resources.

STREET- LEVEL RETAI L:Destinat ion retail, especially at the street level, should be encouraged by propertyowners even if it means giving away space. Retail is a critical amenity for officetenants and the growing residential base. Empty space does no good for theproperty owner or the community.

CITY-OWNED PROPERTIES:City-owned properties are underutilized assets. Deadlines should be set for the Cityto improve, lease, or sell its empty buildings. Redevelopment of key City projects the Superblock, Lexington Market, and a new arena must be a near-term priority.

HOTELS:Hotel space that is currently in development should be finished as soon as possible,but there should be no incentives for new hotel construction until overall occupancyimproves.

RETAI L SPACES:While there is growing demand for retail stores, Downtown lacks spaces large enoughto accommodate the kinds of clothing, furniture, and grocery stores that Downtownresidents would like to have. Larger retail, for example, should be accommodated atthe former Mechanic Theatre and at new space built on the north side of Pratt Street.

HISTORIC LANDM ARKS:Many of Downtowns oldest and most significant structures are vulnerable becausethey have not been landmarked. The list of these properties is generally agreed upon,so there should be no impediment to landmarking them as soon as possible, beforethey become targeted for development.

PARKING LOTS:Surface parking should be discouraged through the possible imposition of fees thatcould be refunded to the property owner once the site is developed.

GUIDI NG PRINCIPLES

New residents are critical to generatingactivity, day and night, and to bringing lifeto older buildings.

Downtown must offer superior quality oflife on par with t he best downt owns inthe country.

Downtown must remain the premiercommercial center of the Region.

Open spaces of the highest quality andfilled with activity are economic catalysts.

Downtown must create a transformativepublic space in the historic core.

Improved physical connections must bemade from areas of strength into the coreof Downtown. Streetscaping and ground-level building spaces should activate everyblock and encourage pedestrians to explore.

Downtown must be clean, inviting, and safe.

A diverse economy and population are thebackbone of future success.

Future development and transportationdecisions must focus on sustainability.

Urban design shall embrace modernity, whilerespecting historic buildings when feasible.

Downtown Baltimore will be the center of the Baltimore metropolitan region

in all respects business, residential, retail, t ourism, education, medicine, and

government. It will be a dense, mixed-use district with new residents who

will continue to add vibrancy and attract retail, restaurants, and entertainment

venues. The street-level experience will be dynamic, safe, and seamlessly

positive from one end of Downtown to the other and people will be

drawn to our world-class harbor and our engaging and pleasant open spaces.

vision f or dow ntow n bal t imore

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The Inner Harbor remains Downtowns most obviousphysical asset and continues to attract people andinvestment more than three decades after Harborplaceopened. Downtown also benefits from its proximityto Washington, D.C. and a central mid-Atlanticlocation with inter-modal transit connections alongthe East Coast and into the Midwest. FromDowntown, businesses have easy access to a varietyof regional markets, and Downtown residents areconveniently close to a variety of landscapes,including farmland, mountains, beaches, andthe Chesapeake Bay.

Within a one-mile radius of Pratt and Light streets,Downtown Baltimore has the regions largestconcentration of employment with approximately113,000 employees. As a result, Downtown ranks15th in the country for job density. In the samegeographic area, Downtowns residential populationof more than 41,000 ranks 8th in the country, aheadof other healthy downtowns in Atlanta, Denver,Portland, and Washington, D.C. According to the2010 Census, Downtown was one of the few areasin Baltimore that gained population. This growth is

part of a five-year trend that saw the number ofDowntown Baltimore residents rise 11.6% between2006 and 2010.

Residential demand is driven by two differentpopulations. Younger adults weaned in suburbiaare choosing to live and work in dynamic, walkableneighborhoods. On the other end of the spectrum,downsizing Baby Boomers are moving intowaterfront and cultural districts. In both cases,the demand for Downtown living represents anattitudinal sea change from even a decade ago.

Transit connectivity, as well as investments in housing,nightlife, infrastructure, and sports stadia, haveimproved the areas quality of life, helping attractnew jobs, residents, and retail. Other assets includeDowntown Baltimores economic diversity that, inaddition to legal and financial service sectors, hasa large number of medical, government, andhigher education jobs which has been relativelyrecession-proof.

Downtown is part of a national trend that has swungback in favor of city centers. As reported by The WallStreet Journal, ( Downtowns get a Fresh Lease: SuburbsLose Off ice Workers to Business Districts, Reversing aPost-War Trend, published on December 13, 2010), Statistics show that suburban off ice markets were hitharder by the recession than their downtown

counterparts and are recovering more slowly.

In the same article, Christopher Leinberger, a BrookingsInstitution Fellow, wrote about the growing popularityof urban centers when he observed, Young peopledont want to be out on the fringeand as people arebeginning to figure that out, its beginning to getfactored into office relocations.

Aside from this new popularity, Downtown was alreadythe single most important economic resource forBaltimore City in terms of jobs, tax base, and residentialdensity. An earlier report, Downtown Baltimore: ItsImpact on the City Economy, released by DowntownPartnership of Baltimore in the Fall of 2010, showedthat Downt own Baltimore is just 3.8% of Baltimorestotal area but contains 17% of all Baltimore businessesand 27% of all jobs. It also provides $17 billion indirect economic output which is nearly 30% of theBaltimore City t otal.

More than 200 years ago, the City of Baltimore sprang up around its famous

harbor, and Downtown has been the regions leading commercial center ever

since. Today, Downtown Baltimore is affordable and enjoys a well-educated

workforce. Its diverse base of more than 4,000 companies is strengthened by

a sizable public sector workforce and by the presence of several major medical

and educational institutions, including Mercy Medical Center, Maryland

General Hospital, the University System of Maryland, and the Johns Hopkins

Medical institutions that are nearby.

downtown trends, strengths & challenges

downtow n baltimore

1-mile radius map

Financial and Legal Services Medicine/Biotech Technology Government/NonProfit Hospitalit y/Tourism

downtown baltimoreseconomic engines

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Downtown properties, both commercial andresidential, pay $106 million in property taxes,

13.5% of Baltimores total, while its 40,000 plusresidents pay $64 million in income taxes which is24% of the Baltimore total. Relative to its size,Downtown Baltimore provides almost four timesits weight in property taxes and six times itsweight in income taxes.

Despite Downtown Baltimores overall success, itstraditional core needs help. Many of the olderbuildings and public spaces are showing their age,and increasing vacancies could become persistentif new investment is not realized. In addition, largenew office districts are being planned on DowntownBaltimores perimeter in Westport and State Center,and significant resources are being used to ensuretheir success.

In some ways, the issues facing Downtown Baltimorehave remained consistent for decades. News clippingsfrom the early 1990s and 2000s, for example, detailconcerns about vacant offices and storefronts, aboutcompetition from neighboring office districts, andabout the need for investment. These are concernsthat Downtown, and most office markets across thecountry, continue to face in the wake of the national

economic slowdown.

Other concerns are more specific. Within Downtown,the older of fice districts are not doing as well as thosenearest the water and are weakest on the Westsideand around Hopkins Plaza (which is the southern endof Charles Center, the historic development thatinitially revitalized Downtown a generation ago).Vacancies in this historic core are relati vely high andthere has not been a new office building constructedthere in more than twenty years.

In City Center and the Westside of Downtown, someproperty owners are sitting on space that is leasedbut unoccupied. This may be fine for their bottomline but contributes to a lack of street level activityand the sense that Downtown is faltering. Other keyprojects have stalled or are making slow progress,including several hotel conversions and the Superblock.And, Downtown is pockmarked by lots wherebuildings have come down to make way for newdevelopment, only to have the project mothballed.

Some of the biggest development opportunitiesin Downtown a new arena, Convention Centerexpansion, and Lexington Market improvements need new vision and a plan for moving forward.

Many smaller City-owned properties sit empty.Even when these properties have been identifi edfor development, there l acks a sense of urgency,particularly on Downtowns Westside althoughlegal challenges and negotiations about preservationhave tied the Citys hands in some cases. Whateverthe reason, vacancies, particularly at the street level,inhibit vibrancy.

The demand for new residential units, particularlyrental units, is a positive trend that will grow thecitys population and stimulate new retail demand.Here, too, development has stalled. There are currentlyno new apartment buildings under constructiondespite occupancy rates in the mid-to-high 90thpercentile. It is in the best interests of the publicand private sectors to push for new housing andincreased population density.

Finally, negative perceptions about Downtownssafety persist, despite data that shows Downtown,already one of the safest areas in Baltimore, had a53% reduction in crime between 2000 and 2009.Vacancies, poor infrastructure, panhandling, androwdy crowds associated with nightclubs feed intothese misperceptions.

Physical improvements to buildings and streetscapesare needed to improve perceptions and the curbappeal of Downtown properties. As part of itsStrategic Planning process, Downtown Partnershiphas released a companion report, The DowntownBaltimore Open Space Plan, t hat details currentconditions of Downtown parks and plazas, and mapsout steps to improve parks and the physical linkagesbetween them. The plan calls for the creation oftransformative, buzz-worthy spaces that will supportadjacent commercial development and provideplaces for the community to gather.

While the challenges may sound familiar, theconditions on the ground are much improvedand Downtown Baltimore has entered the currentdecade in a position of relative strength thatwould have been enviable ten years prior.

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PHOTOS: Areas of Downtow n are thriving while ot hers are struggling to att ract tenants

o p e n s p a c e p l a n

Improving Downtow ns curb appeal is one of the most important tools

for attracting new residents a top priority of this Plan and for building

Downtowns office market. When people think about what makes a

vibrant and attractive city, they often think about the buildings that

comprise the skyline. Most dont realize that cities are just as defined

by the open spaces between the buildings.

Around the g lobe, t he best communities havewell-designed streetscapes, parks, and plazast hatbring people outside and invite interaction.

Studies show that these kinds of spaces bringdirect economic benefit: by fostering commerce;by making it easier to attract tenants, employeesand customers; by allowing buildings to chargehigher rents; and by stimulating additional taxrevenue for the jurisdiction.

Much of Downtown Baltimore is well-served byopen space, but its best parks, such as CenterPlaza, can feel disconnected from each ot herand the surrounding streets. There are alsoolder areas, particularly on the Westside, thatlack parks and well-maintained streetscapes.

To address opportunities and challengespresented by open spaces in DowntownBaltimore, Downtown Partnership initiated anOpen Space Planning process in conjunctionwith the Baltimore City Department of Planningand the Baltimore Development Corporation.

Thanks to funding provided by the Departmentof Planning, The Partnership hired Mahan RykielAssociates and its team, i ncluding Project fo r

Public Spaces, Flannigan Consulting, and SabraWang & Associates, to complete the study. Theteam focused its attention on an area borderedby Pratt Street to the south, Centre Street tothe north, the Jones Falls Expressway to theeast, and Mart in Luther King, Jr. Boulevardto the w est.

The resulting Open Space Plan for DowntownBaltimore was released earlier in 2011 andis incorporated into this Strategic Plan. Theopen space recommendations are g roundedin four guiding concepts: connecting isolatedpublic spaces into networks; improvingsustainability; maximizing t ransit connectionsand walkability; and using placemakingprinciples to create a strong sense ofcommunity and express each neighborhoodsdistinct identity.


RENDERING: One Light Street

RENDERING: Lexington Market

RENDERING: Arena Site


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DOWNTOWN BALTIMORE TIF DISTRICT

A Tax Increment Finance (TIF) district uses incrementalincreases in fut ure tax revenues to f und pub lic spaceand infrastructure improvements. Under a pay-goTIF, a port ion of the future increased tax revenuewould be used to fund public improvements, but onlyas the taxes are being paid annually. In other words,as the tax money comes in, some funds are availablefor incremental improvements to public spaces.

Under the more traditi onal bond TIF approach, aportion of future increased tax revenue is used to paydebt service on a bond that would be issued at thestart of the TIF process. Such a bond would providea large lump sum to initiate significant public spaceprojects immediately, although the debt repaymentobligation would last for numerous years. For a bond TIF, a Special Tax District must be createdto pledge private funds for debt service in the eventthat the future increased tax increment is notsufficient to make debt payments on the bond.

Downtown Partnership is considering the proposal ofa hybrid model, blending some pay-go funds withtradit ional bond funds. The Partnerships proposedDowntown TIF district would be smaller than theone-mile radius of Downtown and cover the area inmost need of new public space investment. Specifically,the proposed district would be bordered by PrattStreet on the south, Paca Street on the west, CentreStreet on the north, and Guilford Avenue/SouthStreet on the east.

With TIF funds, work could begin on many of the publicspaces identified in the Open Space Plan. In addition,bonds could be issued for the purpose of making

more immediate, transformational improvements toparks, plazas, o r pub lic build ings. The Partnershipconsiders the following spaces as the top threecandidates for TIF-funded improvements: (1) McKeldinPlaza/Pratt Street; (2) Hopkins Plaza/possible park onthe current arena site; and (3) Lexington Marketrenovations and a related park space connection toUniversity of Maryland, Baltimore. As of this writing,The Partnership hopes to receive approval for aDowntown TIF district by the end of 2011.

DOWNTOWN M ANAGEMENTAUTHORITY SURCHARGE

In 2010, Downtown property owners and tenantssupported a 50% increase in the private surchargethat funds the Downtown Management Authority(DMA) district . This increase provides approximately$1.8 million of additional funding, each year, for

capital improvements within the DMA. Many projectswere underway the first year of the increase and

many more are in the pipeline. With guidance from

the Open Space Plan, funds are currently being usedfor such public space improvements as:

Removal of the skywalk and the addition of newgreen space at Hopkins Plaza.

Irrigation and landscaping at Preston Gardens.

Creation of an improved space to be named TheHub @ Wilkes Lane (the plaza is located between

the office buildings at 7 Saint Paul Street and

120 East Baltimore Street and includes an MTA

Metro stop).

Installation of a prototype landscaping scheme at

100 East Pratt, consistent with the vision of thePratt Street Master Plan.

Hiring of a full-time Park Steward to maintain

Preston Gardens.

Scheduling of regular events in Center Plaza,Hopkins Plaza, and Preston Gardens.

Repair and beautif ication of the facades of

City-owned properties on the Westside.

Funding numerous new street-level businesses and

arts ventures as part of the Operation: Storefrontinitiative to bring new uses to vacant spaces.

Minimizing the negative impact of vacant window s

by covering them with images of Downtown.

TRANSIT-ORIENTED DEVELOPM ENT(TOD) DISTRICT

The City and Downtown Partnership are seeking

State approval for the designation of one or moreTransit-Oriented Development (TOD) districts in

Downtown. Under the States recently adoptedlegislation, a TOD designation gives the districtspriority for State funding and State office relocations,

and for leveraging state-owned land or assets,among other benefits. As of spring 2011, there

is strong support for the creation of a TOD districtthat would encompass the Lexington Market area,which is a critical transit center in the City and the

home of State offices and the University of Maryland,Baltimore. The City and Downtown Partnership are

also advocating for the creation of a TOD districtadjacent to the Charles Center Metro Stop, along

Baltimore Street from Liberty to Calvert.

Government funds and private grants, the typical means of financing public

space improvements, cannot be counted on until the national economy

recovers more fully. Fortunately, with the limited funds available, Baltimore

City and charitable foundations are stepping forward to help fund some

open space improvements. However, alternative strategies are needed,

which could include: (1) the creation of a Tax Increment Finance (TIF)

District; (2) use of the Downtown Management Authority surcharge

funds; and (3) creation of Transit Oriented Development districts.

funding open space improvements

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promote and supportdowntown office spaceMultiple City, State, and private organizations are chargedwith business attraction and retention. These efforts areconstrained by budgets and generally leave room forimprovement.

More should be done to promote Downtown as anoffice location for both large and small employers.

Coordination of attraction/retention efforts between theBaltimore Development Corporation, Economic Alliance ofGreater Baltimore, Maryland Department of Business andEconomic Development, and Downtown Partnership shouldimprove with formal monthly meetings about prospects.

Government at all levels contributes significantl y to theDowntown workforce. Whenever possible, City, State,and Federal agencies should be encouraged to renewleases or move into Downtown.

When handling prospects, public agencies andprivate brokers must give priority attention to the coreof Downtown.

The creation of incubators to grow innovative companiesand support entrepreneurs should be explored.

The marketing partners must identif y, promote, andimprove incentives available to businesses. These include:(1) Tenant improvement loans; (2) Enterprise Zone taxcredits; (3) Parking subsidies; (4) Transit ridership incentives;(5) Live Near Your Work incentives; and (6) State Transit-Oriented Development District designation.

mayors downtowntask force

In the fall of 2010, Mayor

Stephanie Rawlings-Blake

announced the creation of

a Downt own Task Force that

held meetings and conducted

research on approaches to

addressing Downtown office

vacancy. The Mayors Task

Force evaluated two types

of vacancy issues: (1) cyclical

vacancy, which can beattributed to the national

recession and is a function

of the business cycle; and

(2) structural vacancy, which

relates to office buildings that

are becoming obsolete and

are in need of new uses.

The Mayors Report is to be

released separately, but many

of the recommendations have

been incorporated into this

Downtown Strategic Plan.

Of particular note are the

recommendations pointing

to the need for: (1) better

promotion of the office

market; (2) better coordination

on business attraction efforts

by government and private

organizations; (3) better

communication betweenthe Federal, State, and

City governments regarding

space needs in Downtown;

and (4) investigation of

possible incentives to support

the off ice market and/or

the conversion of obsolete

buildings. DPOB greatly

appreciates the Mayors

genuine interest in t his

issue and the support of

her administration during

this process.

attract new residentsAs with the office market, residents are incredibly important toDowntown renewal and regeneration, and residential growth isthe single most import ant factor in Downtow ns evolution. Theresidential population grew by almost twelve percent between2006 and 2010 and Downtown Baltimore ranks 8th in thenation for residential density. This base of residents must bebuilt upon, particularly in the historic core of Downtown.

Because demand for new Downtown rental housing isstrong, it is imperative to push for the continued conversionof outdated office buildings through incentives such asPayment in Lieu of Taxes (PILOTs) and historic tax credits.Improved recruitment and retention of residents shouldinclude regional marketing, the development of new rentalproperties, continued emphasis on transit connectivity,and expanded retail attraction. To help wit h these efforts,Downtown Partnership has just hired a Residential Outreachcoordinator, who is in regular contact with residents forthe purpose of identifying their needs and concerns.

PHOTO: Iconic architecture is an asset,but these buildings are often

challenging to fill with new uses


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build on retail growthDowntown residents and employees want to support Downtownretail but are often forced to shop in the surrounding countiesbecause of a lack of stores (particularly the larger chains) anddiverse merchandise. New retail space is needed to accommodatethis usage, as most available space is small and not suited tocurrent retail floorplate requirements. Meanwhile, smalleravailable space needs to be filled with dynamic ground-levelactivity such as shops, cafes, and arts venues. These usesare preferable to ground-level off ice space or vacancy.

Harborplace and The Gallery should be encouraged to continuetheir efforts to lure larger retail stores, such as H&M andUrban Outfitters, to the Inner Harbor. The addition of suchstores will appeal to residents and office workers, many of

whom previously viewed Harborplace as an attractionintended primarily for tourists. Also, this destination willcontinue to benefit from additional investment inmaintenance and general aesthetic improvements.

hotel sectorDowntown has an abundance of hotel space, and demand couldbe improved. There are several hotels in an advanced stage ofdevelopment and they should come on-line as quickly aspossible. Half-built projects at key Downtown corners seriouslyundermine the street-level experience. However, planning fornew hotel rooms should cease until demand and roomoccupancy rates improve. Instead of hotel space, new residentialprojects should be a priority.

PHOTO: Open space improvements and residentialconversions around Center Plaza have increased

pedestrian counts and office occupancy


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Downtown Partnership of Baltimore has identified the following properties as

those most in need of attention and new strategic planning.

what to do with under-utilized properties?

additional recommendations

BUILDINGS WITH AN UNCERTAIN FUTURE

Former Provident HQ 114 E. Lexington Street

PNC/Mercan ti le 2 Hopk ins Plaza

Bank of America 225 N. Calvert Street

MECU 7 E. Redwood Street

Bank o f Amer ica 10 Ligh t St reet

Redwood Trust 200 E. Redwood Street

JHU Downtown Center 10 N. Charles Street

Appraisers Store 103 S. Gay Street

Baltimore City Community College Market Place & Lombard

Equitable Building 10 N. Calvert Street

SURFACE LOTS

One Light 1 Light Street

McCormick 10 Inner Harbor / 414 Light Street

300 East Pratt 300 E. Pratt Street

Sheraton 4 Points 25 S. Calvert Street

Edison Lot 200 Block E. Baltimore Street

VACANT BUILDINGS WITH DEVELOPMENT PLANS

Mechanic 1 W. Baltimore Street

Lexington Square Lexington, Fayette, Howard, Park

Sonesta 301 N. Charles Street

Hotel Indigo 207 E. Redwood Street

Staybridge Suites 2 E. Fayette Street

Tran properties 15 - 19 S. Charles Street

F&D Building 210 N. Charles Street

Hyatt Place Calvert & Lombard


A new arena and expanded convention center area necessity. For the past seven years, The Partnershiphas pushed for a new arena because the currentarena although very successful in selling outconcerts will continue to show its age. At somepoint, its obsolescence will hinder the ability toattract top name acts. In addition, the nearly50-year-old design with its blank exterior wallsfrustrating any attempt at street level activity inhibits the connection between City Center andUniversity of Maryland, Baltimore.

Historic buildings should be proactivelylandmarked, before they become targetedfor redevelopment.

The City should create no new disincentives todevelopment (taxes, fees, costly mandates).

City zoning and licensing laws should notpromote the concentration of adult entertainmentestablishments in Downtown. In addition, thevenues on The Block must be pressed to eliminate

criminal activities and to improve their appearance.As establishments close, all effort s should bedirected at adding healthier, non-adult entertainmentbusinesses to the mix.

Illegal vending and criminal activity near LexingtonMarket must be eliminated.

Wherever possible, small streets shouldaccommodate two-way traffic.

New nightclubs, while important to creating a

vibrant Downtown, should not be supported ifthey are proposed to be located too close tohotels or residences.

The condition of transit stops and the delivery oftransit service should be improved and customer-driven. New transit offerings, such as the proposedRed Line, are a priority.


Below are strategies that could be employed

to deal with properties that are vacant,

deteriorating, or otherwise troubled.

Ways to Improve Priority Properties

Pro-actively involve architects/engineers toevaluate t he possibility of conversion.

Impose deadlines on City RFPs to keepproperties from sitting in limbo whiledevelopment plans are being completed.

Use eminent domain w hen necessary.

Retain outside financial consultant, orutilize City capabilities, to create incentivepackages customized to each property.

Request Mayoral involvement withproperties where transformation isdeemed a priorit y.

Aggressively enforce building codes.

Expedite planning and permit reviewprocesses.

Discourage existing and new surfaceparking lots.

Ways to Improve City-owned Vacant

Properties

Use Downtown Management Authoritysurcharge f unds to improve facades.

Create short- term uses (e.g. pop-upspaces) whi le long-t erm strategiesare developed.

Improve time it takes to complete approvedprojects.

Impose deadlines for all development. Keepproperty from sitting vacant or in limbo.

Follow recommendations of Mayors ULIWestside Taskforce.

strategies forunder-utilized properties


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As a country, we are falling in love with cities again.Residential trends are up significantly for manydowntown neighborhoods across the country;industries connected to health and educationalinstitutions, most often in central cities, arebecoming the major employers in most cities. And,even as we become more connected technologically,the places that shout vitality and celebrate humanity

are where people want to be Millennium Park inChicago or the Inner Harbor in Baltimore.

Years ago, Baltimore was one of the first places tochallenge the notion that people wouldnt cometo cities by pursing the vision of the Inner Harbor.I remember coming to Baltimore in the mid-1970sand looking in awe at the Otterbein neighborhood,completely vacant and fenced off, thinking aboutthe scale of imagination and vision that hadshaped that development.

Thirty-five years later, it has been a humblingexperience for me to participate in a series ofdiscussions with many civic leaders about Baltimoresfuture. Downtown Partnership's initiative broughttogether private, public, and institutional leadersin a manner that was timely and important. Thereare organizations similar to Downtown Partnershipin many cities, but rarely do they command boththe respect and leadership to undertake sucha task.

The process included a charrette about, and awalking tour of, each area in Downtown. Thisgot participants right to ground level where theopportunity to meet stakeholders was invaluableto our understanding of the dynamics in eachneighborhood. The discussions after the toursabout what could be were an exhilaratingexperience. The real test, that of implementation,lies ahead and each individual project must beseen in the context of an overall strategy.In many ways, the center of the city is like a jigsawpuzzle with the pieces now needing to be puttogether the Inner Harbor; Westside and theUniversity of Maryland, Baltimore; the ballparks,convention center and arena; Harbor East; the

medical facilities; the cultural district, a growingresidential population, and City Centerall thepieces of a remarkable city are t here. The challenge isto connect them in a way that creates vibrancy andactivity so that people w ill choose to move seamlesslybetween them. The connections are architectural,programmatic, and management-oriented. Widestreets, surface parking lots, unattractive first floor

building uses all discourage walking. Programmingevents that draw people to areas work, but nothingwill work if people do not feel safe.

Baltimore has demonstrated its ability to succeed inthe face of high odds. Who could have imagined thesuccess of the Inner Harbor, or t he impressive growt hof the University of Maryland, Baltimore campus, orthe growing residential population in the traditionalbusiness district? Over my years in public life, I havelearned a lesson: that every time someone suggests a

new idea, there will be at least a hundred people togive you a reason not to do it Its the wrongplace, Its too big or small, We don't need it! and, of course, there is never enough money. At theend of the day, remarkable things happen becauseof leadership and community will. Baltimore haswritt en the book on it. Now, it must do it again.

The following was written by The Honorable Thomas Murphy, an Urban

Land Institute Senior Resident Fellow for Urban Development and former

Pittsburgh Mayor, whose insight and guidance were instrumental to the

strategic planning process.


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The challenge is to connect Downtown

neighborhoods in a way that creates vibrancy

and activity so that people will choose to

move seamlessly between them.

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M OVING FORWARD


11/11

PRESRT STDU.S. Postage

PAIDBalto. City, MDPermit No. 2045

217 North Charles StreetSuite 100Baltimore, Maryland 21201-4101

GoDowntownBaltimore.comGetAroundDowntown.com

The Strategic Plan is published by Downtown Partnership for its members, friends, and property owners in the Downtown Management Authority District.

President Kirby Fowler Editor/Photographer Michael Evitts Design Insight 180 Branding & Design www.insight180.com

This Strategic Plan was created by Downtown Partnership of Baltimore following a nearly two year

planning process that involved numerous community charrettes and the involvement of a largenumber of people, including property owners, residents, business executives, government officials,preservationists, architects, and urban planners.

Downtown Partnership wishes to thank Mayor Stephanie Rawlings-Blake as well as the MayorsOffice, the Baltimore Department of Planning, and the Baltimore Development Corporation for theirassistance and support.

Special thanks go to John Frisch, Chair of Downtown Partnerships Board, and the entire Board ofDirectors for their involvement and guidance. Thanks also to the many staff members who workedhard throughout the planning process:

Robert Dengler Michael Evit ts Kirby Fowler Mackenzie PaullCaroline Peri Nan Rohrer LaToya Staten Aubrey Westgate

This Plan is produced by Downtown Partnership of Baltimore, Inc., which is solely responsible for itscontent. Downtown Partnership is a 501(c)(6) non-profit incorporated in the State of Maryland. It hasapproximately 650 member firms throughout the mid-Atlantic region, and it operates the 106-blockDowntown Management Authority (DMA) district in Downtown Baltimore. For more informationabout Downtown Partnership, and for the full Downtown Strategic Plan, please visitwww.GoDowntownBaltimore.com, or call 410.244.1030.

acknowledgements

downtown partnership strategicplan

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