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HomeMy WebLinkAboutSoutheast-Neighborhood-Master-PlanCity of South BendSoutheast Neighborhood Master Plan2015 Southeast Neighborhood Master Plan ii City of South Bend Mayor Pete Buttigieg South Bend Common Council District 1: Tim Scott District 2: Henry Davis Jr. District 3: Valerie Schey District 4: Dr. Fred Ferlic District 5: Dr. David Varner District 6: Oliver Davis At Large: Derek Dieter At Large: Gavin Ferlic At Large: Karen White Department of Community Investment Scott Ford, Executive Director Jitin Kain, Director of Planning Elizabeth Maradik, Planner Christopher Dressel, Planner Michael Divita, Planner MGLM Architects, Master Plan Consultants Matthew McNicholas Jennifer Settle Elizabeth McNicholas South Bend Redevelopment Commission Marcia I. Jones, President David Varner, Vice President Don Inks, Secretary Gavin Ferlic Gregory Downes John Anella 466 Works Community Development Corporation, Inc. Seymour H. Barker Phillip E. Byrd C. Eugene Hale Charlotte Pfeifer Arnold Sallie Rev. Rickardo Taylor, Sr. Thanks to all residents, businesses & com- munity groups that provided input and attended the Master Plan public meetings. Acknowledgements: Southeast Neighborhood Master Plan iv Preface: What is a Master Plan? v Chapter 1: Introduction 1 Chapter 2: Context & Analysis 3 Chpater 3: Public Planning Process 7 Chapter 4: Master Plan Initiatives 13 Chapter 5: Plan Implementation Strategies 41 Appendix I 47 Appendix II 53 Table of Contents: v Southeast Neighborhood Master Plan Preface: What is a Master Plan? A master plan is a guide for making deci- sions about what kind of development and services are appropriate, how resources should be allocated, and how issues resi- dents, business and property owners, and others in the area are concerned about should be addressed. A plan is a statement of what a neighborhood or other area of the city wants to achieve, and it provides a strat- egy to reach those goals. A master plan expresses a shared long- range vision for the future. Developed through a public engagement process, a plan identifies and documents physical, social, and economic trends and conditions. Then, it provides goals and strategies that communicate an area’s intended direction to residents, business and property own- ers, service providers, and other decision makers. A plan ensures an area’s needs are met and new development is accom- modated while the positive aspects and character of the area is maintained. A plan may address both the built environment and social issues, and it is created in context of the strategic needs and priorities of the larger region. Providing a comprehensive program for improving an area, a master plan looks to create more attractive, convenient, efficient, equitable, and healthy places for present and future generations. Master plans typi- cally identify strategies and programs con- cerning the following: • Land use (appropriate locations for commercial, industrial, residential, and mixed use development), • Housing types and density, • Design and development standards, • Business development, • Public facilities and infrastructure (in- cluding parks, streets, sidewalks, bicycle facilities, lighting), and • Other matters important to the commu- nity. A master plan will continually evolve to meet the changing needs of a community. A plan provides a broad framework for future development and a starting point for more detailed planning and public engagement as individual projects are pursued. How is a Master Plan Developed? A master plan is developed through a pub- lic engagement process that often involves public meetings, focus groups, and other outreach activities. Professional planners work with residents, business and property owners, community groups, nonprofit orga- nizations, developers, and other interested people to create a plan. How are Master Plans Used? 1. Neighborhood residents will use the plan to gain an understanding of planning initiatives in the short, medium, and long terms. 2. Public officials and community leaders will use the plan to direct funding and to make decisions on zoning and land use issues. 3. Planners will use the plan to understand key issues important to the area and as a guide to implementing priority projects and initiatives. 4. Developers and builders will use the plan to help determine the type, scale, densi- ty, and location of projects. What Do the Graphics in a Master Plan Mean? The maps, diagrams, aerial photographs, and other graphics presented within a master plan are illustrations of its key fea- tures. These images are not intended to represent the exact results expected from the implementation of the plan, but they provide examples of the area’s desired land use, architectural character, infrastructure, and other elements. These graphics are used as tools to help explain the vision being established by the plan. The exact final form of the built environment will be influenced Southeast Neighborhood Master Plan vi by market demand, available resources, and further public engagement. How are Master Plan Projects Implemented? The implementation section of a master plan can provide details on the proposed timing, cost, and funding source for projects and the primary parties responsible for carrying them out. The specific scope and timing of plan projects will depend on market de- mand, the interest of private organizations and individuals, citizen involvement, bud- getary considerations, and other potentially changing factors. Funding for projects and initiatives con- tained in a plan will come from a combi- nation of sources, both governmental and non-governmental. Public funds may be available through property tax revenues, tax increment financing, local income taxes, Federal and local transportation funds, and other sources. Further funding may come from developers, businesses, nonprofit organizations, and other private entities and individuals. Note on Property Acquisition In the limited areas where it might pursue the consolidation of parcels, the City will only acquire property from willing sellers. Eminent domain will not be used. In fact, the City, through its Redevelopment Com- mission, does not have the legal authority of eminent domain in this area. Homeowners living in this area are encour- aged to remain. These homeowners are some of the neighborhood’s best strengths and will serve as the foundation upon which the neighborhood becomes revitalized and attractive to new residents. A successful revitalization of the area will require a mix of longtime residents and those new to the area. 1 Southeast Neighborhood Master Plan Chapter 1: Introduction The Southeast Neighborhood Master Plan was developed in order to identify long-term physical improvements for a 20-year period, while being mindful of the need to identify short-term opportunities. The purpose of this plan is to: • provide context for existing neighborhood enhancement ef- forts; • provide a set of recommendations that will help guide deci- sion making in the Southeast Neighborhood; • build confidence for future investment by neighborhood stake- holders and other community partners; • instill pride for residents who believe in their neighborhood’s potential; and • improve quality of life for residents, their children, and grand- children. The Southeast Neighborhood is located just south and east of downtown South Bend. It is bounded by Sample Street to the north, Miami Street to the east, Ewing Avenue to the south and Michigan Street to the west. It is immediately adjacent to Michigan Street which is a major north/south corridor that goes through downtown South Bend and extends north into the state of Michigan and to the south towards Indianapolis. Location of Southeast Neighborhood in South Bend Southeast Neighborhood Master Plan 2 Southeast Neighborhood Sample MichiganEwing Miami 3 Southeast Neighborhood Master Plan Chapter 2: Context & Analysis 2.1: Background The Southeast Neighborhood is one of the oldest neighborhoods in the City of South Bend. It developed and prospered with the devel- opment of the Studebaker Motor Company and South Bend’s heavy manufacturing base. However, like many of the South Bend neigh- borhoods which were well established by the 1950’s, the Southeast Neighborhood was impacted by the economic, social, and cultural decline that took place following the closing of Studebaker and oth- er industrial employers. Since the mid to late 1990’s there have been a number of large scale redevelopment efforts that impacted over 20% of the neigh- borhoods area – mainly focused on land north of Broadway. These efforts resulted in the removal of residential to accommodate de- velopment that was institutional – Boys and Girls Club and Juvenile Justice Center; educational - Ivy Tech Community College and Riley High School expansion; and recreational – Southeast Neighborhood Park. There was also residential redevelopment effort mainly in the area bounded by Broadway, High, Wenger, and Fellows streets. Between the impact of the decline in industry and jobs, as well as redevelopment efforts, the Southeast Neighborhood’s population has greatly declined. Since its peak in the 1960’s, population de- creased nearly 68% to roughly 2,800 people in 2010. During that same period of time, the number of housing units declined by over 58%. According to the U.S. Census, nearly 40% of the neighborhood residents are youth (19 years old and younger), which is over 10% greater than the percentage of youth in the city as a whole. In ad- dition, the neighborhood has fewer elderly individuals with roughly 6% of the population aged 65 and over compared to 12% in the city as a whole. Finally, another large disparity with the city’s population proportions is that the Southeast Neighborhood has fewer than half the percentage of individuals between 25-34 years old living in the neighborhood as found in the city as a whole. Based on the U.S. Census, of neighbors 25 years old and over, more than 30% do not have a high school diploma. Close to a third of neighbors having limited education negatively impacts a number of economic factors including: 32% of residents in the labor force, aged 16 years and over, are unemployed; and over 42% of all res-Source: U.S. Census Source: 2009-2013 American Community Survey 5-Year Estimates Estimate Percent Estimate Percent Total Population 2,775 100,863 19 years and younger 1,102 39.7% 29,544 29.3% 20 to 64 years 1,500 54.1% 58,930 58.4% 65 years and older 173 6.2% 12,389 12.3% Southeast Neighborhood City of South Bend Southeast Neighborhood Master Plan 4 idents are below the poverty level, including half of the population that is under the age of 18. The Southeast Neighborhood has housing stock not uncommon to South Bend, with nearly 78% of the units being single family de- tached homes and nearly 70% of all units having been constructed prior to 1950, according to the U.S. Census. The Census also indi- cates that over 25% of the housing units in the neighborhood are vacant. Based on City data, there are 104 abandoned houses found in the Southeast. As of April 2016, 30 were repaired or under repair and 59 of those had been demolished. Of the occupied units within the neighborhood, they are almost evenly divided between home- owners and renters. In partnership with the Department of Housing and Urban Develop- ment (HUD), the City recently received technical assistance relat- ed to the Vacant & Abandoned Properties Initiative. As part of the technical assistance, consultants conducted a windshield survey to determine a block level analysis of property conditions. The results of the physical conditions analysis in the neighborhood showed the northern and the southeast sections of the neighborhood are the most stable and least impacted by blight while the western and southwest sections have experienced the most decline and disin- vestment. In addition, the consultants conducted a vacant lot inven- tory. Based on this information, and City demolition records, it was determined that roughly 20% of the parcels within the neighborhood are vacant lots. Also completed was a residential market and affordability analysis which focused on two geographies, one of which was the South- east Neighborhood. The residential market analysis found: the low housing costs are a result of blight and disrepair; housing develop- ers note it is difficult to build a new home for less than $150,000 however few houses in the neighborhood are valued over $100,000; even with housing construction in South Bend having decreased over the last decade, since 2008 multifamily development has in- Vacant Parcels 5 Southeast Neighborhood Master Plan creased in the city; in the near future, most projects should take advantage of demand for multi-family, condominium and town- house development. The affordability anal- ysis examined the existing supply and de- mand for housing in the area. The analysis found the following: not uncommonly, there is a shortage of rental housing units which are affordable to those with very low income (31%-50% of the area median income [AMI]) and extremely low income (30% of AMI and below); as a portion of the traditional housing units are converted back to owner occupied as part of stabilization efforts, the shortage of affordable housing will increase; there is a small unmet demand from house- holds earning more than 80% of AMI (these household can afford to purchase a roughly $90,000 - $150,000 house); and based on analysis it is estimated that there are six to eight households per year that would be interested in a new or rehabilitated housing unit priced between $90,000 and $150,000 in the study area (note that the Southeast Neighborhood is only a portion of the overall study area). Given the residential market and affordability analysis, housing develop- ment will need to be completed in a focused geography and consider other types of housing units such as multi-family units and townhouses. In addition, as part of its Smart Streets Initiative the City of South Bend will be con- verting Michigan St. from one-way traffic to two-way traffic in 2016. The conversion will utilize the “Complete Streets” philosophy which advocates for the design of streets to enable safe access for all users, including pedestrians, bicyclists, motorists and transit riders of all ages and abilities. Studies show that as compared to one-way streets, two- way streets encourage more retail activity, increase walkability and help increase tax base among other things. Since Michigan St. is the western boundary of the neigh- borhood, the benefits that result from the two-way conversion should have a positive impact on the southeast neighborhood. 2.2: Land Use The current land use in the neighborhood is predominately single family residential along with a number of originally built single family structures that have been converted into multi-unit rentals. There are many institu- tional uses including Ivy Tech, the Juvenile Justice Center, the YWCA, and the Boys and Girls Club in the northern portion of the neighborhood, as well as Riley High School, New Tech High School, and the Tutt Branch of the St. Joseph County Public Library to the south. The neighborhood also has a num- ber of churches including, but not limited to: Broadway Christian Parish Church, Mt. Carmel Missionary Baptist Church, New Hope Church Ministries, Gloria Dei Lutheran Church, and St. Matthews Cathedral. Rec- reational space is also found throughout the neighborhood with the Southeast Park, Ravina Park and Studebaker Golf Course. Commercial uses are mainly focused along Michigan Street and Sample Street, but some can also be found in conjunction with mixed use along Miami Street. Finally, there is some light industrial uses concentrated in the northeastern portion of the neighbor- hood. 2.3: Neighborhood Partners in Revitalization Currently the Southeast Neighborhood has a number of efforts underway which could potentially lead to development opportu- nities for the area. 466 Works Community Development Corporation, Inc. is a non-profit which was recently created in order to “im- prove the quality of life for residents in the southeast side neighborhood by improving housing, infrastructure and safety”. This organization has begun to meet with area stakeholders and wishes to pursue housing development within the Southeast Neigh- borhood. Soon after becoming incorporated as a non-profit organization, 466 Works approached the City about potential future efforts in the Southeast Neighborhood and the development of a master plan. The Bowman Creek Restoration Project is working to restore the Bowman Creek eco- system and turn the creek into a neighbor- hood asset. The project team is composed of a number of schools and organizations, including, but not limited to: Ivy Tech Com- munity College South Bend, Indiana Univer- Southeast Neighborhood Master Plan 6 sity South Bend, University of Notre Dame, the City of South Bend, and Friends of the St. Joseph River. As part of their efforts they have held creek clean-ups, created oppor- tunities for residents to “Explore Bowman Creek”, made improvements to Ravina Park, and have a Bowman Creek Educational Eco- system internship program which has been working on efforts such as public education and introducing rain gardens in the creek watershed. In addition, neighbors have begun meeting in an effort to restart a neighborhood orga- nization for the area. The Southeast Orga- nized Area Residents (SOAR) neighborhood association has been initiated by a number of neighbors that have lived in the neigh- borhood for a number of years and were involved in the previous neighborhood as- sociation. SOAR is one of two neighborhood organization applicants recently selected to receive targeted leadership training offered by Neighborhood Resource Connection (NRC). The training educates residents on the methods and values of empowerment and engagement, and teaches leadership skills to build resident and organizational capacity. These groups are all committed to the neighborhood and will be assets to the area in the coming years. 7 Southeast Neighborhood Master Plan A planning process was developed that focused on gathering input from neighbor- hood residents, area stakeholders, commu- nity groups, government agencies, and city departments. In addition to public feedback the plan was developed using five guiding principles: Historical, Cultural & Social Con- text; Walkability & Safety; Connection & Link- ages; Ecological Sustainability; and Char- acter, Identity & Quality of Design. Through the process strengths and challenges, as well as a vision for the neighborhood, were shared and helped contribute to the identifi- cation of the Master Plan Initiatives. Lastly, priorities were identified by the community which were used to assist with determining the prioritization of potential projects for the neighborhood. As City projects move for- ward, there will be continued dialogue with the community. 3.1: Five Guiding Principles While developing the Southeast Neighbor- hood Master Plan, five guiding principles were used: 1. Historical, Cultural & Social Context Understanding the past and present context of an area is an important step in determining its future. Many residents of the Southeast Neighborhood have deep roots in the neighborhood, being the sec- ond or third generation to live here. These individuals remember, or have heard sto- ries, of the neighborhood’s heyday when it was a vibrant middle class neighborhood called home by Studebaker plant workers. Recently, the neighborhood has begun to transition including a new dynamic creat- ed by the establishment of LangLab and the Crooked Ewe Brewery. 2. Walkability & Safety The Walk Shed is a tool used to measure the walkability of a neighborhood. They typically cover a 5-minute walk, or about ¼ of a mile, which is the distance peo- ple are generally willing to walk to reach a destination such as a neighborhood center or park. However, you can extend how far people are willing to walk if the surroundings are designed in a way that makes them feel safe and comfortable. In cases where people do not feel safe or comfortable, their willingness to walk will decrease. Consideration will be given to ensuring there are attractive destinations to walk to and that there are direct and comfortable pedestrian routes. Pedestri- an comfort relies on a number of things, including: good sidewalk conditions, ad- equate lighting and street trees; slower ve- hicular traffic and amenities such as bike lanes; short blocks and human-scaled building size; and having interesting public and private spaces. 3. Connection & Linkages A neighborhood should be well connected within itself, to amenities & employment centers, and to the city as a whole. This allows residents, employees and visitors to easily access things such as parks, re- tail and jobs. It is important to identify and reinforce the corridors that provide each of these levels of connectivity. In particu- lar, neighborhood streets should prioritize the pedestrian within residential and retail districts. Additional consideration should be given to linking residents to resources Chapter 3: Planning Process Walk Shed Southeast Neighborhood Master Plan 8 like the St. Joseph River as well as options to connect parks and open spaces. 4. Ecological Sustainability Sustainable practices should be incor- porated into the plan. This could include working to reduce storm water run-off through the introduction of infrastructure like rain gardens or permeable surfaces. The Southeast Neighborhood is fortunate Existing Connections & Linkages Proposed Connections & Linkages 9 Southeast Neighborhood Master Plan to have Bowman Creek running through it, and projects should capitalize on the asset. 5. Character, Identity & Quality of Design It is critical to build on and enhance the character and identity of a community and to reinforce it using thoughtful design. In order to accomplish this, one must use quality materials and pay attention to the details. By carefully focusing on the iden- tity of an area one can create, or further enhance, the sense of place. The brick pathway and mature trees create a sense of place and pleasant environment. Above: Use of public art provides neighborhood identity Below: Example of neighborhood commercial that helps give an area character Southeast Neighborhood Master Plan 10 3.2: Public Engagement A charrette process is an intensive planning process where neigh- bors, businesses, and area stakeholders work together to develop a vision for the future. Through the brainstorming and collaboration that occurs the City and Master Plan consultants can compile the ideas and create a finished document that represents ideas of all those involved in the process. The process used for this plan in- cluded a number of meetings: series of focus groups; public input meeting; and an idea report back meeting. Prior to any of the pub- lic meetings Master Plan consultant, MGLM, and the City worked together in order to collect and analyze background information that would help provide a foundation for the future plans of the South- east Neighborhood. 3.2.1: Focus Groups A series of focus groups were conducted in order to bring together neighborhood and organization representatives and begin gathering information on the current conditions, future plans and the needs of the Southeast Neighborhood. In particular, representatives from the larger neighborhood institutions were asked about their current and future needs. Some of the topics that were discussed included: • Riley & New Tech High School are interested in outdoor “labora- tory” for science classes • Boys & Girls Club is exploring the possibility of urban gardening • Ivy Tech enrollment continues to grow • JJC is exploring the possibility of introducing recreational space • South Bend Department of Parks & Recreation maintenance facility might need additional storage space in the future • Future projects should consider the City’s Long Term Control Plan and Combined Sewer Overflow (CSO) concerns 3.2.2: Input Meeting During a public input meeting, there was a presentation which included background information; the initial findings based on the background information and focus group meetings; and some preliminary ideas for participants to discuss and expand upon. Following the presentation the meeting was interactive; participants were asked to identify strengths & challenges, think of a vision for the neighborhood, and worked in groups using a map to draw and discuss specific ideas and concepts. A summary of ideas that were discussed follows, but for a list of all shared ideas, please see Ap- pendix I. Strengths & Challenges Meeting participants were asked to share what they believed were the neighborhood strengths (positive things that they wanted to remain and could be built on in the future) and challenges (things about the neighborhood that they would like to change). The items most mentioned / with the strongest support included: Strengths • Diversity – economic, racial & ethnic • The people / neighbors – many long-term residents; want to be involved; friendly • Close to many things – downtown; major streets; south side amenities • Educational institutions • Religious institutions • Bowman Creek • Small businesses Challenges • Need better street lights • Vacant & abandoned houses • Appearance of neighborhood – trash, dirty, run down • Sidewalks in poor condition 11 Southeast Neighborhood Master Plan • Absentee landlord properties • Food desert 20-Year Vision Meeting participants were also asked to think of what they would like the neighborhood to be like in 20-years then to write down their thoughts. Key components of the visions included: • Improved housing – new homes and repair existing; apart- ments; multi-generational • More local businesses • Sense of community – events; communication; neighborhood leadership • Parks, walking & biking trails – walkable and bike-able • Feel safe • Connectivity – neighborhood to River, riverwalk, & Sample St. • Access to quality food Group Exercise: Improvement Priority Maps Finally participants were asked to work in groups to identify what they wished to see occur in the neighborhood. Groups used a map of the Southeast Neighborhood to denote locations and ideas for the future, including where they might like to see better sidewalks, a new park, a new business, or new housing. A representative from each group took a few minutes to stand up and share the groups ideas with everyone at the meeting, the following were common themes: • Retain a diverse neighborhood, make sure those currently living in the neighborhood can remain. • Sidewalk improvements are needed; improve the walkability / pedestrian-friendliness of neighborhood. • Greenspace / parks are important to the neighborhood – make Bowman Creek an asset with walking path and use it to connect the neighborhood to the river and broader communi- ty. Southeast Neighborhood Master Plan 12 3.2.3: Report Back & Prioritization The consultants and City took all the information collected through the process and began thinking about more detailed ideas for the neighborhood. These ideas were further developed and evolved into the Master Plan Initiatives. At the next public meeting the Initiatives were presented, followed by questions and comments. Then meet- ing participants were asked to help prioritize the Initiatives by rank- ing their first, second and third priorities. Votes were totaled and weighted based on which priority level (first = 3 points, second = 2 points, and third = 1 point). The resulting top five priorities are: 1. Calvert Boulevard 2. Neighborhood Market 3. Bowman Creek Corridor 4. Infrastructure Improvements 5. Street: Fellows, Dubail, Miami For a breakdown of all rankings, see Appendix II. 13 Southeast Neighborhood Master Plan Based on the neighborhood analysis, guiding principles, and neighborhood & stakeholder feedback, recommendations for future activities in the Southeast Neighborhood have been developed. 4.1: Zoning & Land Use When exploring opportunities to create a vibrant neighborhood, one must examine the existing zoning and land use of the area. A key to a thriving, healthy neighborhood is having a mix of compatible land use types that allow people to live, work, shop, eat and play within walk- Chapter 4: Master Plan Recommendations Proposed ZoningExisting Zoning Key:• Yellow: Low Density Residential• Orange: Medium Density Residen-tial• Red: Mixed Use• Dark Red: Commercial• Purple: Institutional• Grey: Light Industry• Green: Greenspace / Parks Southeast Neighborhood Master Plan 14 able distances. Zoning regulations need to support these func- tions as well as provide pedestrian friendly streets; create desir- able environments for people to live, work and visit; and provide needed services for nearby residents. In the Southeast Neighborhood, future zoning should foster the development of amenities that serve the neighborhood; increased density at key intersections; and encourage a mix of uses. Future development should look to increase density through the introduction of some mixed use and multifamily resi- dential along Fellows St. and along Calvert St. (between Michigan St. and Fellows St.). The current mixed use nature of Miami St. should be reinforced with small-scale, pedestrian-friendly, mixed use development which attracts retailers that provide for the day to day needs of residents. Larger scale commercial activities, which tend to have a more regional draw, should be focused along Michigan St. and Sample St. The proposed land use will help to create a network of vibrant neighborhood centers and supporting nodes that are all within walkable districts. 4.2: Initiatives There are ten recommended Master Plan Initiatives. These ten initiatives are organized into four distinct categories: • Civic Centers – Calvert Boulevard; Community Center & Urban Garden; Riverfront Park; • Neighborhood Nodes – Neighborhood Market; Local Re- tail Incubator; Studebaker Golf Course Clubhouse; • Community Corridors – Bowman Creek Corridor; Streets: Fellows, Dubail & Miami; Infrastructure Improvements; and • Neighborhood Infill. The general location of each initiative is denoted in pink on the Proposed Master Plan Initiatives map (to right). Proposed Master Plan Initiatives 15 Southeast Neighborhood Master Plan 4.2.1: Civic Centers a) Calvert Boulevard Riley High School is a true asset to the neighborhood. However, it is not highly visible within the neighborhood. Creating a boulevard along Calvert St., between Michigan St. and Fellows St., would provide a grand entrance to the school and would help with the drop-off / pick-up traffic that occurs at the schools. As part of this project, or any other outlined in the Plan, the City would not use em- inent domain or forcibly acquire any property. All acquisition would only proceed on a voluntary basis by the property owner. In addition to providing visibility to the high school, the boulevard will introduce additional greenspace in the western portion of the neighborhood. Ideally, residential infill development would occur along the north side of Milton and the south side of E. Calvert as the new greenspace will be viewed as a desirable amenity to imme- diately adjacent properties. Above: Aerial of existing Calvert St. and Milton St. facing toward Riley High School Below: Existing Calvert St. facing toward Riley High School Conceptual Plan for Calvert Boulevard between Michigan St. and Fellows St. Southeast Neighborhood Master Plan 16 Above: Aerial of conceptual plan for Calvert Blvd. facing toward Riley High School Below: Conceptual plan for Calvert Blvd. facing toward Riley High School 17 Southeast Neighborhood Master Plan CALVERT STREET MILTON STREET CALVERT BOULEVARD Above: Existing street cross-section of Calvert St. & Milton St. Below: Conceptual street cross-section of Calvert Boulevard Southeast Neighborhood Master Plan 18 19 Southeast Neighborhood Master Plan b) Community Center & Urban Garden In the northern portion of the neighbor- hood, there are a number of agencies and organizations that have all expressed a need for additional facilities. The Boys & Girls Club, Juvenile Justice Center (JJC) and Ivy Tech Community College are all within close proximity of each other and should develop joint facilities, where pos- sible, when looking at opportunities for additional development in order to meet their needs. The Boys & Girls Club ex- pressed a desire for urban gardening and a recreational facility. JJC also noted the possibility of recreational facilities. And Ivy Tech Community College continues to need to expand its facilities including class room space, but it could also involve housing and recreational facilities. Fu- ture development should be in an urban Left: Existing conditions in northwest area of neighborhood centered around Fellows St. & Dean Johnson Blvd. Above: Conceptual plan of community spaces along Fellows St. & Dean Johnson Blvd. Southeast Neighborhood Master Plan 20 Left: Aerial of existing conditions in northwest portion of neighborhood centered around Fellows St. & Dean Johnson Blvd. Below: Conceptual plan of community spaces along Fellows St. & Dean Johnson Blvd. format and pedestrian oriented in design focused along Fellows St. and Dean Johnson Blvd. but could also expand further north along Sample St. as needed. 21 Southeast Neighborhood Master Plan c) Riverfront Park The northeastern portion of the neigh- borhood feels isolated and underutilized, causing the neighborhood as a whole to be disconnected from the natural asset of the St. Joseph River. This is greatly due to the circulation – including the railroad tracks and the State Road 23 clover leaf at Lincoln Way East which act as physical barriers. In addition, the dead end on Sample St. at State Road 23 results in limited use of a two block section of Sample St. and ultimately results in underutilized land uses. By in- troducing an at-grade intersection of State Road 23 and Lincoln Way East, a number of things are accomplished: 1. Creates open space directly on the St. Joseph River that will have a neighbor- hood and regional draw. 2. Land becomes available for additional development at a highly visible and desirable intersection. 3. Increases connectivity and is more pedestrian and bicycle friendly with access to the Riverwalk via the Sam- ple St. Bridge. It also reinforces the use of High St. as an access point that goes under the railroad tracks. 4. Provides an opportunity to create a sense of place and enhance the iden- tity of the Southeast Neighborhood. Above: Existing conditions at Lincoln Way East, Sample St. and State Road 23 Below: Existing conditions at Lincoln Way East, Sample St. and State Road 23 Southeast Neighborhood Master Plan 22 Left: Conceptual plan of park and development at Lincoln Way East, Sample St. and State Road 23 Below: Conceptual plan of park and development at Lincoln Way East, Sample St. and State Road 23 23 Southeast Neighborhood Master Plan 4.2.2: Neighborhood Nodes a) Neighborhood Market One of the guiding principles in develop- ing a vision for the neighborhood is walk- ability. To encourage walking a destina- tion is required. Introducing neighborhood scale retail which provides goods and services to area residents will become a natural draw for community members. By locating the retail at the intersection of two community corridors, Fellows St. and Dubail St., it will be within a short walk for the majority of the neighborhood residents. Neighborhood scale retail can range from a small corner market to a coffee shop to a dry cleaner or laundry facility. Ideally, given its location and the neighborhood’s need for more diverse housing options, the building will be developed as mixed-use, with apartments above the commercial space. The development should be pedestrian oriented. The building should be placed on the corner of the property with on- street parking available and additional parking located in the rear of the building. In order to fit within the neighborhood context a variance for reduced parking would be appropriate. Conceptual plan of neighborhood retail at the corner of Fellows St. & Dubail St. Southeast Neighborhood Master Plan 24 Above: Existing northwest corner of Fellows St. & Dubail St. Below: Conceptual design of mixed-use building at the northwest corner of Fellows St. & Dubail St. 25 Southeast Neighborhood Master Plan b) Local Retail Incubator Many small start-up companies are emerging in the market – often started by young professionals with an entrepreneur- ial spirit. The neighborhood is poised to help provide space for these new busi- nesses given its proximity to downtown South Bend, Ivy Tech Community College and Indiana University South Bend. In addition, the Southeast Neighborhood already has an asset in LangLab. LangLab is a multiuse, co-workspace facility that offers a variety of amenities to the neigh- borhood and greater South Bend, includ- ing private and co-working office spaces, artist studio space, an art gallery and a flexible venue space that accommodates music, theater, and private events. Lan- gLab has a number of small businesses using the space to grow – Purple Porch Co-Op, which now has a permanent home in the East Bank, was once housed in LangLab. However, as it continues to help small businesses thrive, it has become apparent that there is a need for an in- termediate incubator space in the com- munity. This space would help bridge the gap between use of LangLab facilities and the new business having to buy or lease a more permanent retail space. Providing a local retail incubator space will offer entrepreneurs an additional tool to help develop their business and improve suc- cess rates of local small business. Co-locating the incubator space by Lan- gLab will help reactivate industrial space in the northeastern area of the neigh- borhood and builds off the momentum already occurring. As Pepsi Beverages Co. moves out of its facility at High St. and E. Broadway St., the site provides an opportunity to build on the success of LangLab and introduce additional mixed- use space. When developing the incuba- tor space, it will be important to provide Left: Existing conditions of LangLab and surrounding property along High St. Right: Conceptual plan of local retail incubator development near existing LangLab facili- ties. LangLab a flexible community space that can be used by the businesses and patrons. Supporting start-ups can play a critical role in the future of the area because as businesses grow in the southeast neigh- borhood, they will be invested in the area and will likely look first to the surrounding neighborhood for expansion opportunities – ideally “graduating” to spaces on Miami St. or Michigan St. Southeast Neighborhood Master Plan 26 27 Southeast Neighborhood Master Plan Above: Conceptual plan for local retail incubator on High St. Right: Examples of incubator spaces that provide opportuniy for small businesses. Southeast Neighborhood Master Plan 28 29 Southeast Neighborhood Master Plan c) Studebaker Golf Course Clubhouse Studebaker Golf Course currently does not have a prominent entrance and the facility easily goes unnoticed. In order to improve the visibility of the golf course, improvements should be made to the entrance, including the construction of a golf clubhouse; align- ment of the driveway entrance with Calvert St.; parking lot expansion and improvements; and infrastructure improvements along Calvert St. to better connect the course to Mi- ami St. In implementing all of these projects, careful consideration should be given to place-making including visual and physical connectivity, and building placement. The de- sign of any new buildings should be consistent with the surrounding neighborhood while providing for the practical requirements of a golf course and its clubhouse. Ultimately, the increased visibility can assist the golf course to gain additional revenue and reinforce the facility as an amenity to the neighborhood and broader community. Below: Existing Studebaker Golf Course entrance on High St. and Calvert St. Right: Conceptual plan for improvements to the Studebaker Golf Course entrance, including a new clubhouse and pavillion. Southeast Neighborhood Master Plan 30 © Jessica Horton 31 Southeast Neighborhood Master Plan 4.2.3: Community Corridors a) Bowman Creek Corridor Bowman Creek runs through the neighborhood and has the potential of being a neighborhood amenity that could draw people from the region to the area. However, the creek is largely hidden from view with much of it running through a storm sewer pipe. In addition, the creek is in poor ecolog- ical condition due to pollutants and illegal dumping in the few segments that are above ground. By restoring the creek to a more natural state and removing it from the pipe - or daylighting - where possible, and introducing a multiuse trail alongside it, there is an opportunity to embrace it as a natural asset, revive the creek ecosystem, and reestablish a connection between the neighborhood and the St. Joseph River. Not only would the new multiuse trail provide a recre- ational opportunity for neighbors, but it can be connected to the existing Riverwalk and bike routes to increase its accessi- bility and attract users from the broader region. In addition to becoming a recreational amenity, there are opportunities to engage partners that can help with the creek’s revitalization including the Bowman Creek Revitaliza- tion Group, which is working on restoration efforts; Riley High School & New Tech High School, which are interested in ex- panding opportunities for outdoor science laboratories; and the City’s Department of Parks & Recreation since a portion of the creek runs through the City’s Studebaker Golf Course and Ravina Park. Proposed Bowman Creek Corridor Southeast Neighborhood Master Plan 32 Left: Cross-section of the conceptual plan for Bowman Creek Corridor, inlcuding multi-use trail, seating areas and brigdes, as required. Bottom left: Students from Riley High School sam- ple water in Bowman Creek Bottom right: The proposed Bowman Creek Corridor could be similar to Riverside Trail. 33 Southeast Neighborhood Master Plan b) Streets: Fellows, Dubail & Miami Fellows St. and Dubail St. are the key streets that provide internal neighborhood circulation. Fellows is the north/south connector that residents use to move around and in/out of the neighborhood, and is also used by Riley High School & New Tech High School faculty, students and buses through- out the school year. Given how the east/west Dubail St. is situated within the neighborhood – not heavily traveled by through traffic; and anchored by St. Matthew’s Cathedral Parish and School, Mount Carmel Missionary Baptist Church, Studebaker School, and the Memorial Southeast Neighbor- hood Clinic - it provides the opportunity to be closed off for special neighborhood events such as the Riley High School Homecoming parade and neighborhood block parties. Any improvements made along these streets should focus on pro- viding a sense of place and improving walkability & bike-abil- ity. Miami St. serves as the neighborhood retail center and any changes made, including infrastructure and land use, should encourage a mixed use retail corridor. It also has the oppor- tunity to be closed off for special events, like street festi- vals, which have a larger draw then neighborhood centered events. When you overlay the proposed Bowman Creek improve- ments over Fellows, Dubail and Miami Streets, the resulting transportation network will improve the walkability and ac- cessibility within and around the neighborhood. Although Michigan St. is not highlighted as a community corridor, it is still an important corridor to the neighborhood. The City of South Bend is moving forward with plans to con- vert the street to two-way traffic in 2016 as part of the Smart Streets Initiative. This conversion will help create a more vibrant street with a stronger sense of place and identity. Proposed Community Corridor Network Southeast Neighborhood Master Plan 34 Fellow Street: Existing & Conceptual 35 Southeast Neighborhood Master Plan Dubail Street: Existing & Conceptual Above: Existing view of Dubail St. Below: Conceptual improvements to Dubail St. will encourage its use for community events. Southeast Neighborhood Master Plan 36 Left: Example of streetscape and mixed-use, pedestrain friendly building type that is desired on Miami St. Above: Miami St. retail corridor offers an opportunity to be closed off for regional events. 37 Southeast Neighborhood Master Plan c) Infrastructure Improvements Opportunities to improve the overall aesthetics and sense of place within the neighborhood should be taken advantage of in the future. Efforts should include amenities such as increased pedestrian friendliness through improved sidewalks; additional street lighting with a focus on pedestrian scale lighting; inclusion of benches and trash bins in key locations; incorporating bike facilities like sharrows, bike lanes, and bike parking into the streetscape; introducing rain gardens and green infrastructure to assist with rain wa- ter; and adding other hardscape improve- ments such as street corner bump outs and street medians where appropriate. Focus should first be in conjunction with identified projects but should be imple- mented in other areas of the neighbor- hood as the opportunity is available. Bicycle facilities will improve bike-ability, walkability & safety as well as improve con- nections within the neighborhood. Top to bottom: bike lane; sharrow; bike parking. Southeast Neighborhood Master Plan 38 Other infrastructure improvements will improve walkability & safety the neighborhood. Top left, clockwise: rain garden; pedestrian-scaled lighting; benches and trash container. 39 Southeast Neighborhood Master Plan 4.2.4: Neighborhood Infill With the poor condition of some of the aging housing stock, there has been some dem- olition of dilapidated houses in the neigh- borhood. Some of these vacant lots offer an opportunity for new housing construction. Given the housing market in South Bend there is a limited number of units that can currently be absorbed in the area. When developing new housing for the South- east Neighborhood, consideration should be given to incorporating a mixed typology of housing – ranging from single-family detached houses and multi-unit single-fam- ily buildings to apartments and mixed use buildings with residential above a retail or office space storefront. Ultimately, there should be a range of housing types and price points available in order to help keep the area a diverse, mixed-income neighbor- hood. Larger buildings should be designed so that massing and architectural features fit a human scale and blend well with the existing urban housing. Ideally these larger buildings should be located on corner lots when possible. In all cases buildings should reflect the character of the neighborhood and fit into the surrounding context. Since the existing housing is older stock, with the majority built over 75 years ago, it will also be important to develop new housing that incorporates the amenities currently desired as part of ur- ban living – such as slightly larger lots, more than one bathroom, as well as additional closet & storage space. Infill housing efforts should be focused in a targeted geography in order to ensure maxi- mum impact. Over time the geography where infill is completed will expand. The initial stages of infill development should build off of existing stability and amenities. Given the stability provided by previous development activities and neighborhood institutions, infill development should begin in the northwest portion of the neighborhood. The housing developer(s) will need to complete a parcel level analysis in order to determine where to begin; the analysis will need to look at prop- erty ownership, ease of acquisition, existing conditions of property, and surrounding ame- nities, among other things. Southeast Neighborhood Master Plan 40 Single Family Housing Examples 41 Southeast Neighborhood Master Plan Multi- Unit Building Examples Southeast Neighborhood Master Plan 42 Other Housing Unit Type ExamplesMixed-Use Carriage House 43 Southeast Neighborhood Master Plan Chapter 5: Implementation Strategic Implementation Matrix The prioirty intiatives identified through the Master Plan process have been reviewed and further broken into implementation components. Each priority project has been analyzed, given an anticipated timeline for completion, and most importantly the lead entity has been identi- fied. The lead role is crucial for the implementation of each project. Neighborhood revitalization efforts take neighbors, multiple stakehold- ers and organizations, and government working together. No one entity can accomplish all efforts alone. The Southeast Neighborhood is fortunate to have multiple organizations that are interested in making improvements in the area including the City of South Bend, 466 Works Community Development Corp., the Southeast Organized Area Residents (SOAR) Neighborhood Asso- ciation and the Bowman Creek Revitalization Project. In addition, these groups have expressed a strong desire to work together in order to accomplish neighborhood improvements. The neighborhood should capitalize on this momentum and focus on a number of strategies mov- ing forward. Strategy 1: Create pedestrian-friendly streetscapes along community corridors Strategy & Action Steps Lead Role Potential Partners 1-2 Year 3-5 Years 5+ Years1.1 Fellows Street streetscape work including new curb & sidewalk, paving, trees and street lighting DCI, Public Works x1.2 Michigan Street streetscape work including conversion to two-way traffic, trees and bike facilities DCI, Public Works x1.3 Dean Johnson Blvd streetscape to introduce permanent on-street parking and designated bike lane DCI, Public Works x1.4 Dubail Street streetscape work including new curb & sidewalk, paving, trees and street lighting DCI, Public Works x Southeast Neighborhood Master Plan 44 Strategy 3: Develop sense of community through neighborhood engagement Strategy & Action Steps Lead Role Potential Partners 1-2 Year 3-5 Years 5+ Years3.1 Build neighborhood capacity through engagement of neighborhood residents SOAR, Residents, NRC x3.2 Develop a neighborhood association SOAR, Residents, NRC 466 Works x3.3 Develop and maintain communication among neighbors (i.e. newsletter, listserv, Facebook page / group)SOAR, Residents NRC x x x3.4 Hold neighborhood events SOAR, Residents NRC, 466 Works x x x Strategy 2: Make the Bowman Creek Corridor a neighborhood asset Strategy & Action Steps Lead Role Potential Partners 1-2 Year 3-5 Years 5+ Years 2.1 Develop pilot rain gardens in Bowman Creek watershed Bowman Creek Educational Ecosystem Program x2.2 Continue work toward revitalizing Bowman Creek, developing sensors, systems, and analyses that contribute to cleaner water and green infrastructure.City of South Bend, University of Notre Dame x x x2.3 Continue to engage and educate neighbors about Bowman Creek and its benefits to the community Bowman Creek Educational Ecosystem Program x x x 2.4 Utilize Bowman Creek as an outdoor laboratory for area students Bowman Creek Educational Ecosystem Program, SBCSC x x x2.5 Construct Bowman Creek bridge at Ravina Park Bowman Creek Restoration Project Team Parks Dept., Public Works x2.6 Pursue 319 Grant through the Army Corp of Engineers for Bowman Creek daylighting & improvements Bowman Creek Restoration Project Team, DCI, Public Works x x2.7 Assemble properties, or portions of properties, for development of multi-use trail adjacent to Bowman Creek DCI, Public Works x x2.8 Complete construction of Bowman Creek improvements DCI, Public Works Parks Dept.x 45 Southeast Neighborhood Master Plan Strategy 5: Stabilize the neighborhood through housing development and preservation Strategy & Action Steps Lead Role Potential Partners 1-2 Year 3-5 Years 5+ Years5.1 Complete parcel level analysis to identify infill housing and/or housing rehabilitation target area(s)466 Works x5.2 Assemble property for future infill development and/or rehabilitation 466 Works x x5.3 Support the production of a range of housing types, including new construction and rehabilitation of market rate and affordable rental housing 466 Works DCI x x5.5 Promote availability of homeowner repair assistance Residents DCI x x x5.4 Continue to demolish properties that are in serious disrepair Code Enforcement x x x Strategy 6: Improve visibility of and access to Riley High School & New Tech High School Strategy & Action Steps Lead Role Potential Partners 1-2 Year 3-5 Years 5+ Years6.1 Pursue creation of a boulevard along Calvert St.DCI x x x6.2 Complete Calvert Boulevard streetscape work - including new curb & sidewalk, paving, trees and street lighting - featuring a new DCI, Public Works x Strategy 4: Complete infrastructure projects to improve the aesthetics and sense of place within the neighborhood Strategy & Action Steps Lead Role Potential Partners 1-2 Year 3-5 Years 5+ Years4.1 Promote existing curbs & sidewalk replacement program which assists property owners with the cost of replacement SOAR, Residents, 466 Works Public Works x x4.2 Continue the street paving program to address those streets in poor condition Public Works x x x4.3 Incorporate the planting of additional trees as part of broader neighborhood improvement projects and encourage neighbors to plant trees on private property DCI, Public Works, Parks Dept., Residents x x x4.4 Incorporate pedestrian scale lighting in the neighborhood, as appropriate DCI, Public Works x x4.1 Incorporate benches & trash bins in neighborhood parks, as appropriate Parks Dept.x4.2 Introduce bike lanes & sharrows on neighborhood streets, as appropriate DCI, Public Works x x4.3 Provide assistance to businesses to install bike racks / bike parking facilities DCI, Public Works x Southeast Neighborhood Master Plan 46 Key:DCI - City of South Bend Department of Community InvestmentPublic Works - City of South Bend Department of Public WorksSBCSC - South Bend Community School CorpParks Dept - City of South Bend Department of Parks & Recreation Strategy 7: Introduce new neighborhood retail such as a market Strategy & Action Steps Lead Role Potential Partners 1-2 Year 3-5 Years 5+ Years7.1 Complete market study to determine the neighborhood retail demand 466 Works x7.2 Complete parcel level analysis to confirm infill neighborhood market location 466 Works x7.3 Assemble property for neighborhood retail development 466 Works DCI x x7.4 Construct mixed-use development which includes neighborhood scale market or other retail Developer, 466 Works DCI x x Strategy 8: Improve the visibility and amenities at Studebaker Golf Course Strategy & Action Steps Lead Role Potential Partners 1-2 Year 3-5 Years 5+ Years8.1 Complete golf course entrance improvements including parking lot improvements and signage Parks Dept., DCI x8.2 Calvert St. streetscape work (between High St. and Miami St.) to improve visibility of golf course DCI, Public Works x Strategy 9: Increase actual, and perceived, neighborhood safety Strategy & Action Steps Lead Role Potential Partners 1-2 Year 3-5 Years 5+ Years9.1 Install additional street lights in southern portion of neighborhood as part of Light Up South Bend Public Works, Common Council AEP x9.2 Evaluate lighting in neighborhood north of Indiana Ave Public Works x9.3 Install additional street lights in north of Indiana Ave as part of Light Up South Bend - Southeast Neighborhood Phase II Public Works AEP x x9.4 Utilize the Chronic Problem Properties regulations to reduce the negative impact of problem properties on the neighborhood Residents, SOAR, 466 Works Police Dept., Code Enforcement x x x9.5 Develop a network of Neighborhood Watch Block Captains who receive crime related information and share it with other neighbors SOAR Police Dept., 466 Works x x x9.6 Hold neighborhood crime prevention educational meetings SOAR Police Dept., 466 Works x x x9.7 Neighborhood representatives attend Police monthly crime information meetings and report back to neighborhood SOAR, Residents Police Dept.x x x Code Enforcement - City of South Bend Department of Code EnforcementNRC - Neighborhood Resource ConnectionsSOAR - Southeast Organized Area Residents 47 Southeast Neighborhood Master Plan Appendix I: Input Meeting Southeast Neighborhood Master Plan 48 49 Southeast Neighborhood Master Plan Southeast Neighborhood Master Plan 50 Map Exercise Color Dots Key Group 1 Map 51 Southeast Neighborhood Master Plan Group 2 Map Group 3 Map Southeast Neighborhood Master Plan 52 Group 4 Map Group 5 Map 53 Southeast Neighborhood Master Plan Appendix II: Feedback & Prioritization Meeting Southeast Neighborhood Master Plan 54