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Draft 4/22/13

City of Detroit

Community Planning Guidebook

Draft April 22, 2013


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Acknowledgements

This guidebook was created through the hard work and collaboration of City staff and adedicated stakeholder working group. In addition, numerous community members

provided feedback to help improve this document.

Stakeholder Working GroupKhalil Ligon, LEAP/ Detroit Neighborhood Partnership East

Alisha Opperman, LEAP/ Detroit Neighborhood Partnership EastMadhavi Reddy, Community Development Advocates of DetroitSam Butler, Community Development Advocates of DetroitSarida Scott Montgomery, Community Development Advocates of Detroit

Andrea Brown, Michigan Association of PlanningLauren Carlson, Michigan Association of PlanningTiffany Tonini, Urban Neighborhood Initiatives/ Springwells Village

Kari Smith, Urban Neighborhood Initiatives/ Springwells VillageKhalilah Gaston, Vanguard CDCCorey McCord, Vanguard CDCElizabeth Luther, Michigan Community ResourcesTom Goddeeris, Grandmont Rosedale Development Corporation

City Staff'DUD2%\UQH3''John Baran, P&DDMarja Winters, P&DDLaura Buhl, CPC

Timothy Boscarino, CPCGreg Moots, CPC

Questions, Comments, or Feedback?

Please contact:'DUD2%\UQHCity of Detroit Planning and Development [email protected], 313-224-1398
mailto:[email protected]:[email protected]:[email protected]


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City of Detroit Community Planning Guidebook i

Table of Contents1. Introduction .............................................................................................................. 1

1.1 What is Community Planning? ......................................................................... 11.2 Who Should Use This Guidebook? .................................................................. 2

1.3 Why Should Communities Use This Guidebook? ............................................. 2

2. Roles and Responsibilities ..................................................................................... 52.1 Organization of Current City Government: ....................................................... 52.2. :KDWLVWKH&RPPXQLW\V5ROH" ....................................................................... 7

3. Planning Context ..................................................................................................... 93.1 City of Detroit Master Plan of Policies .............................................................. 93.2 2012 Detroit Strategic Framework Plan: Detroit Future City ........................... 103.3 Other Relevant Plans ..................................................................................... 12

4. Community Engagement ....................................................................................... 134.1 Planning for Community Engagement ............................................................ 134.2 Community Engagement Methods ................................................................. 144.3 Evaluation of Community Outreach ................................................................ 184.4 Community Engagement Resources: ............................................................. 19

5. Community Planning Process .............................................................................. 215.1 Phase One: Start-up....................................................................................... 215.2 Phase Two: Outreach and Visioning .............................................................. 245.3 Phase Three: Craft Community Plan .............................................................. 265.4 Phase Four: Finalize Plan .............................................................................. 27

6. Plan Elements ........................................................................................................ 296.1 Introduction .................................................................................................... 296.2 Existing Conditions/Background Information .................................................. 296.3 Community Engagement Summary................................................................ 296.4 Community Vision Statement ......................................................................... 296.5 Planning Elements ......................................................................................... 306.6 Land Use and Zoning Maps ........................................................................... 346.7 Implementation and Conclusions ................................................................... 35

7. Implementation ...................................................................................................... 377.1 City Adoption Process .................................................................................... 377.2 Community Implementation ............................................................................ 41

8. Funding Opportunities .......................................................................................... 438.1 Funding Opportunities for Planning Efforts ..................................................... 438.2 Funding Opportunities for Plan Implementation ............................................. 448.3 Other Resources ............................................................................................ 45

9. Glossary ................................................................................................................. 47


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City of Detroit Community Planning Guidebook 1

1. Introduction

The City of Detroit Community Planning Guidebook provides a framework for howthe City of Detroit government (the City) can support communities as they plan forthe future of their neighborhoods. It outlines best practices for the creation ofcomprehensive community plans and provides guidance to communities on how toincorporate community plans into City policy and regulations. Communities, whengiven appropriate support and resources from the City, are best able to identify andaddress their own vision and needs within the framework of citywide goals andpolicies. Since each community has unique issues and opportunities, the processdescribed in this guidebook allows each community to tailor the approach to itsspecific needs. The suggested approaches are adapted from proven planningpractices that aim to efficiently address the complexity of planning issues whileoptimizing citizen participation. While a full community planning effort may not bethe right approach for all communities depending on specific objectives, thisguidebook can still provide helpful tools and case studies to help communities createshorter term action strategies or organize around a specific issue.

1.1 What is Community Planning?Community planning empowers communities to express a vision for their communityand implement that vision over time by articulating issues, goals, policies, andspecific implementation strategies related to topics such as land use, transportation,public safety or economic development. Community planning VXSSOHPHQWVWKH&LW\V comprehensive planning efforts, picking up where the generalMaster Plan ofPolicies(Master Plan) leaves off. Community plans provide an opportunity to take

general citywide policies and translate them into specific action strategies tailored tothe unique characteristics of the community. Each community is characterized by itsown unique conditions, challenges, and needs, and the broad guidelines describedin theMaster Planwill often require further interpretation and elaboration toaccommodate the needs of specific areas.

Community planning can be applied at a variety of scales and timeframes, rangingfrom action strategies that revolve around one or two specific issues (such as aneconomic development strategy that is intended to be implemented in less than fiveyears) to a comprehensive community plan that addresses a wide range of issuesand is intended to be implemented over a 10 or 20 year horizon. While both types ofefforts have merit, this guidebook focuses on the latter, comprehensive community

planning efforts with a long-term vision.In the end, a completed community plan will be a tangible document completewith descriptions, maps, images, and implementation strategies that advocates adetailed vision for a particular community. As such, it typically balances long rangegoals with manageable objectives that can be accomplished within a few years.


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Chapter 1

2 DRAFT April 22, 2013

1.2 Who Should Use This Guidebook?Anyone involved or interested in community planning in Detroit should use thisguidebook. This document provides guidance on how to create a comprehensivecommunity plan and facilitates the integration of the plan into City policy andregulation.

Specifically, the following groups should use this guidebook:

x Community organizations looking to initiate a community planning effort, such as:

o Community Development Corporations

o Business associations

o Neighborhood associations

o Other community organizations

x Community members who want to better understand the planning process

x Funders considering funding community planning efforts

x Consultants or other professional planners interested in assisting communities in their

planning efforts

1.3 Why Should Communities Use This Guidebook?Communities should use this guidebook in order to ensure an efficient use ofresources, promote coordination, and to encourage collaboration. Each communitythat initiates a planning effort will naturally have its own experiences and establishedpractices for initiating planning processes, engaging the community, creatingimplementation strategies, and setting funding priorities. However, using thisguidebook will help ensure a more robust plan by focusing on the followingprinciples:

1.3.1 EfficiencyThe framework laid out in the guidebook will help create a streamlined,timely, and transparent process that makes the best use of community effortsand limited City staff resources. Community organizations will know what toexpect from the City and how and when to engage City staff. Whencommunity plans follow this guidebook, the City can ensure consistencyamongst diverse planning efforts. Working with City staff throughout theplanning process will help ensure that the plan will be incorporated into Citypolicy and regulations, creating a more efficient process both for thecommunity and the City. AQ\LQFRQVLVWHQFLHVEHWZHHQWKHFRPPXQLW\Vvision and citywide planning efforts will be addressed early, avoiding potentialconflicts at the end of the planning process.

1.3.2 CoordinationCommunity plans will build consensus around key issues and eliminateredundancy by ensuring that everyone is working together toward commongoals.Stakeholderscan work together to formulate new policy, or changeexisting policy when needed. If inconsistencies exist between the citywidevision and the community vision, the community can work with city staffthroughout the process to understand and resolve any issues early on in theprocess.


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Introduction


For a community plan to be most effective, it needs to work in the context ofother citywide and regional planning efforts. For example, community plansshould describe land uses that are compatible with classifications describedin theMaster Planor they should provide a rationale and strategy foramending the Master Plan. Plans developed according to this guidebook willbe well-positioned to be supported by official City policy.

1.3.3 CollaborationOngoing collaboration between community groups, the City, and other publicagencies will lead to broader support for the community plan. When acommunity plan is developed according to an effective and transparentcommunity engagement process, it will more likely receive support from otherorganizations. If a community plan calls for any major capital improvements,community groups may need to partner with other entities, such as privatefoundations or government agencies, for funding. Such organizations will befar more receptive to proposals that have proven themselves to becompatible with other plans and that have the official support of the City andsurrounding community groups.

Community members working together to create a common vision (photo courtesy ofLEAP).


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Chapter 1



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2. Roles and Responsibilities

2.1 Organization of Current City Government:The functions of City government in Detroit are separated into legislative and executivebranches. The legislative branch consists of City Council, the Board of Zoning Appeals(BZA), and theCity Planning Commission(CPC); while the executive branch includesthe mayor and all City departments, including thePlanning and DevelopmentDepartment(P&DD), the Buildings, Safety Engineering and Environmental Department(BSEED), and Department of Public Works (DPW), among others.

Organizations creating community plans will be involved with both branches ofgovernment and will have especially close contact with P&DD and CPC as they developand work for adoption of their plans.

x Among other duties,P&DDis the custodian of the Master Plan of Policies, initiating or

evaluating proposed amendments to theMaster Plan. Similarly, P&DD administersdevelopment plans that have been adopted under Michigan Blighted Area RehabilitationAct (MCL 125.71 et seq.), listed in Article IV of the &LW\VZoning Ordinance.

x CPCis recommends amendments and updates to theZoning OrdinanceandMaster Plan.CPC also generally advises City Council on land use matters.

P&DDwill serve as the main point of contact for the community planning group .During an initial meeting with P&DD (discussed in section5.1.4), community planninggroups will be assisted with identifying all the departments they need to engage. TheIRFXVRIDFRPPXQLW\VSODQZLOOGHWHUPLQHZKLFKGHSD rtments will have more of a role inimplementation of the plan. The chart below provides a brief overview of some of theduties of City departments and agencies. The chart also includes a column indicatingthe planning elements (discussed section6.5) associated with each department.


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Chapter 2


Department or

Agency

Relevant Responsibilities Planning Element

Board of ZoningAppeals (BZA)

Hear appeals of zoning decisions made by BSEED,approve variances, grant hardship relief petitions,make decisions related to nonconforming uses.

CommunityDevelopment (land useand zoning)

Buildings, SafetyEngineering andEnvironmentalDepartment (BSEED)

Enforce theZoning Ordinance(i.e., codeenforcement), issue building and use permits,interpret theZoning Ordinance.

CommunityDevelopment (land useand zoning)

City PlanningCommission(CPC)

6HUYHDVWKH&LW\V]RQLQJFRPPLVVLRQUHYLHZandmake recommendations on zoning text and mapamendments (i.e., rezonings), coordinate site planreview in certain circumstances, advise City Councilon land use (and some transportation) matters(includingMaster Planamendments andsupplements).

CommunityDevelopment (land useand zoning); CityDesign; History,Legacies, Preservation

Department of PublicWorks (DPW)

Plan, build, and maintain transportationinfrastructure under City of Detroit jurisdiction;garbage and recycling pickup.

Transportation andMobility; Infrastructureand City Systems

Detroit PoliceDepartment (DPD)

Provide community policing, public safety, trafficenforcement.

Public Safety

Detroit Water andSewerage Department(DWSD)

Provide water, treat wastewater, managestormwater

Infrastructure and CitySystems

Fire Department 6HUYHDVWKH&LW\Vemergency medical services,fire fighting, and fire code enforcement department.

Public Safety

General ServicesDepartment

Maintain and provide landscaping for City-ownedfacilities and public rights of way (e.g., grasscutting, tree removal, snow removal), inventorymanagement of all City-owned property, parkmaintenance and planning.

CommunityDevelopment (Parks,Recreation, and OpenSpace)

Health and WellnessPromotion

Operate health clinics and implement other publichealth initiatives

Health and SocialServices

Historic DesignationAdvisory Board

Study and plan proposed historic districts History, Legacies,Preservation

Planning and

DevelopmentDepartment (P&DD)

Conduct site plan review, recommend amendments

to theMaster Plan of Policies, administer andpropose changes to development plans, administerCity-owned real estate, conduct design review inhistoric districts, support community planningefforts, and manage GIS.

Community

Development (LandUse); City Design

Public LightingDepartment

Provide power to many public buildings, regulatethe use of utility poles (including the hanging ofbanners), maintain public outdoor lighting and trafficsignals under City of Detroit jurisdiction.

Infrastructure and CitySystems


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Roles and Responsibilities


Department or

Agency

Relevant Responsibilities Planning Element

Recreation Department Provide recreational programming. CommunityDevelopment (Parks,Recreation, and OpenSpace)

Other Agencies

Michigan Department ofTransportation (MDOT)

Maintain Interstate Highways and State Highwayssuch as Michigan Avenue, Woodward Avenue, andsections of Jefferson Avenue.

Transportation andMobility

Wayne County RoadsDivision

Maintain Wayne County roads in Detroit Transportation andMobility

Detroit Land BankAuthority

Acquire, manage, develop, and sell public land. Vacant land

Michigan State LandBank

Acquire, manage, develop, and sell public land. Vacant land

Suburban MobilityAuthority for RegionalTransit (SMART)

Operate a suburban bus service with some stops inDetroit


Regional TransitAuthority (RTA)

Promote coordination amongst regionaltransportation agencies


Detroit EconomicGrowth Corporation(DEGC)

Promote business growth in Detroit and providestaff for a number of public developmentauthorities, such as the Downtown DevelopmentAuthority, Detroit Brownfield DevelopmentAuthority, and the Tax Increment Finance Authority.

EconomicDevelopment

Detroit Public Schools Provide public education, serve as primary contactfor sale and reuse of school buildings

Education andLibraries

Detroit Public Library Operate main and neighborhood library branches. Education andLibraries

SEMCOG Provide planning assistance and other technicalassistance to member communities in SoutheastMichigan

Transportation andMobility; data

2.2. What is the CRPPXQLW\VRole?A community group that is engaged in planning plays an important role in shaping theFLW\VIXWXUH7KHMaster Plan of Policiesis intended to be general, while at the sametime providing for more detailed plans, called Community Plans, to be adopted assupplements to provide more detail for specific areas of the city. (For an explanation ofthe Master Plan of Policies, see section3.1). Supplements should follow the Master3ODQVYLVLRQJRDOVDQG)XWXUH/DQG8VHPDSLIFKDQJHVDUHSURSRVHGWKHQWKH0DVWHUPlan must also be amended.


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Chapter 2


While preparing Community Plans, community members will have an opportunity to beproactive in developing a vision and implementation plan for a defined area of the city.They will need to choose which elements to include in the plan, coordinate with key Citydepartments, and engage the wider community in the process. Local community expertscan inform the process, help develop specific strategies for the area, and also assist inleading the planning effort.


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3. Planning Context

Individual communities are best able to identify and address their own needs becauseeach community is unique in terms of demographics, history, and current conditions.However, it is also important for communities to acknowledge that they are planningwithin the context of the larger city and region. The decisions made and the visioncreated for one community will impact surrounding communities and the city as a whole.

At the same time, citywide and regional goals and policies will impact each individualcommunity. It is important for communities to focus on creating plans that are realisticand feasible within a broader context.

In order to fully understand the planning context, communities should review andconsider DetroitVMaster Plan of Policies(Master Plan), the 2012 Detroit StrategicFramework Plan:Detroit Future City, and other adjacent or overlapping community

plans.

3.1 City of Detroit Master Plan of PoliciesIn accordance with theCity Charterand State legislation, Detroit operates under aMaster Plan of Policies, which is broad in scope and establishes policies for the entirecity. The plan is intended to be both long range and visionary and to provide guidancefor actions to be taken in the following ten years. The0DVWHU3ODQVcitywide policies,organized into 17 Elements, outline policies for the social, economic and physicaldevelopment and conservation of the city. TheMaster Planis developed, withcommunity input, by City planners and ultimately approved and adopted by City Council.

'HWURLWVILUVW0DVWHU3ODQZDVFRPSOHWHGLQDQGKDVEHHQVXSHUVHGHGE\QHZplans as conditions and priorities have changed. The current Master Plan was adoptedin 2009. When the currentMaster Planwasdeveloped, it focused on recognizing recentdevelopment trends and priorities, incorporatingrecommendations from the 1997CommunityReinvestment Strategy, and encouragingcommunity input and participation.

The geographic organization of theMaster Planis based on ten clusters established as part oftheCommunity Reinvestment Strategy. Withinthe ten clusters, smaller geographic

neighborhoods are identified which recognizeestablished community boundaries and serviceareas of various community organizations. Goalsand policies are outlined for each of theneighborhood areas within the ten clusters.Before beginning a community planning process,community groups should review the goals andpolicies for their designated planning area tounderstand what the current vision is for that

The&LW\V&KDUWHU(Section 8-101)states that:The mayor shall propose and thecity council shall approve, with themodifications it deems necessary, amaster plan of policies for thesocial, economic, and physicaldevelopment and conservation ofWKHFLW\

TheCity Charter(Section 8-104)

also states that:The master plan shall be a set ofguidelines to assist the mayor andothers in proposing and the citycouncil in evaluating andimplementing, specific proposals forthe total development of the city andits residents.


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Chapter 3


area.

In addition to the issues, goals and policies related to the 17 planning elements, theMaster Planincludes aFuture General Land Use Mapthat lays out the vision for futureland use in the city. The land use map can be viewed by cluster. This map is givenconsiderable weight when rezonings are considered

TheMaster Planis organized into 17 elements:

x Arts and Culture x Infrastructure

x City Design x Intergovernmental Relations

x Community Organizations x Neighborhoods and Housing

x Economy x Parks, Recreation, and Open Space

x Education and Libraries x Public Safety

x Environment and Energy x Retail and Local Services

x Health and Social Services x Transportation and Mobility

x History, Legacies, & Preservation x Zoning Concepts

x Industrial Centers

Currently, the City is in the process of updating the 2009Master Planin consideration ofthe vision set forth inDetroit Future City(discussed below).

City of DetroitMaster Planmap showing neighborhoods and neighborhood clusters.


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Planning Context


3.2 2012 Detroit Strategic Framework Plan: Detroit Future CityDetroit Future CityDUWLFXODWHVDYLVLRQIRU'HWURLWVIXWXUHDQGUHFRPPHQGVVSHFLILFactions for reaching that future. The vision resulted from a 24-month-long public processthat drew upon interactions among Detroit residents and civic leaders from both thenonprofit and for-profit sectors, who together formed a broad-based group of community

experts. From the results of this citywide public engagement effort, in turn, a team oftechnical experts crafted and refined the vision, rendered specific strategies for reachingit, shared their work publicly at key points, and shaped it in response to changinginformation and community feedback throughout the process.

Detroit Future Cityestablishes a set of policy directions and actions designed to achievea more desirable and sustainable Detroit in the near term and for future generations. TheStrategic Framework is organized into five planning elements and a civic engagementchapter. These five elements include: economic growth, land use, city systems andenvironment, neighborhoods, and land and buildings assets. These elements outline adetailed approach to addressing the realities and imperatives that will enable Detroit tomove toward a more prosperous future.

WhileDetroit Future Cityhas not been officially endorsed or adopted by City officials, the&LW\LVZRUNLQJWRZDUGVLQFRUSRUDWLQJPDQ\RILWVUHFRPPHQGDWLRQVLQWRWKH&LW\V MasterPlanandZoning Ordinance. While theMaster Planrepresents official City policy,because of the fundamental shift in key policies as a result of the work ofDetroit FutureCityDQGWKHSHQGLQJUHYLVLRQVWRWKH&LW\V0DVWHU3ODQ the City is encouragingcommunities to use bothDetroit Future Cityand the Master Planas a framework to helpguide decisions and to be intentional when straying from citywide policy.

The City acknowledgesthat until theMaster Planis revised, working withinthe framework of the twodocuments may be

confusing forcommunities, but the Cityis working to clarify muchof this through the MasterPlan update process.Working collaborativelywith the City throughoutthe community planningprocess will also helpaddress any issues orpotential confusion.

In particular, the following

pages of the plan arerecommended for review:

x Framework Zones, p.106

x Proposed 50-year LandUse Scenario, p. 119

x Strategic RenewalApproach, p. 175

Image of the cover from the 2012 Detroit Strategic FrameworkPlan:Detroit Future City


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Chapter 3


3.3 Other Relevant PlansIn addition to citywide plans, communities should gather all existing and on-goingplanning efforts for the community and surrounding areas that may help inform orinfluence their planning efforts. Coordinating and building upon existing planning effortswill be much more beneficial to everyone involved and help prevent duplication of efforts.

As the City begins to track community planning efforts (see Section5.1.8), the City willbe able to better assist with this task by informing communities of other existing and on-going planning efforts. If a community is adjacent to another municipality, it may makeVHQVHWRFRQWDFWWKDWPXQLFLSDOLW\VSODQQLQJGHSDUWPHQWWRILQGRXWDERXWRWKHUUHOHYDQWplanning projects.


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4. Community Engagement

Both citywide and community planning should be inclusive and participatory. Startingwith the philosophy that public engagement is good and necessary, community groupsthat are creating community plans should do as thorough a public engagement processas time and financial resources will allow; these efforts must be sincere and not just theEDUHPLQLPXP-XVWDVWKH&LW\RI'HWURLWV Master Plan of Policieswas informed by theCommunity Reinvestment Strategy (1997), which involved extensive communityoutreach, a community plan must include input and review by members of the publicwho have a stake in the area.

There are many benefits to effective community engagement. Among them are:

x Increases the likelihood that the plan will respond to the specific needs of the community.

x Builds a foundation for plan implementation by increasing the number of people andorganizations that are aware of and committed to the plan.

x Gives a voice to people and groups who are often ignored, involving those who have notpreviously had a role in public decision making and improving their sense of efficacy and self-determination.

x Leads to an increased sense of community by fostering ownership of the future vision of thecommunity.

4.1 Planning for CommunityEngagementIn order to ensure that the community

engagement process is more than a token effortthat simply approves a plan that has alreadyEHHQSUHSDUHGWKHFRPPXQLW\VLQYROYHPHQWmust be planned in a way that allows it toinfluence decisions. Community is best definedas broadly as possible so that no person orgroup is excluded. It can include residents,business owners, those who visit theneighborhood, institutions, and even futureresidents.

Community groups should design a thoroughcommunity engagement strategy at the very

beginning of the planning process. The strategyshould include the following:

1. Goals and objectives for engaging thecommunity. Consider the followingquestions in establishing goals andobjectives: Why is the community beingengaged? What outcomes are desired?Who should be engaged?

Resources for Creating aCommunity EngagementStrategy

Tips on how to create a communityengagement strategy:

x www.dpcd.vic.gov.au/__data/assets/pdf_file/0019/43183/Engagement_Guide.pdf

x ftp://ftp.dot.state.pa.us/public/Bureaus/Cpdm/LRTP/CraftingEffectivePlanPublicParticipation.pdf

x www.ceaa-acee.gc.ca/default.asp?lang=En&n=46425CAF-1&offset=6&toc=show

Examples of communityengagement strategies:

x http://www.nyc.gov/html/dep/pdf/cso_long_term_control_plan/ltcp_public_participation_plan.pdf

x http://www.dvrpc.org/reports/07047.pdf
http://www.dpcd.vic.gov.au/__data/assets/pdf_file/0019/43183/Engagement_Guide.pdfhttp://www.dpcd.vic.gov.au/__data/assets/pdf_file/0019/43183/Engagement_Guide.pdfhttp://www.dpcd.vic.gov.au/__data/assets/pdf_file/0019/43183/Engagement_Guide.pdfhttp://www.dpcd.vic.gov.au/__data/assets/pdf_file/0019/43183/Engagement_Guide.pdfhttp://www.dpcd.vic.gov.au/__data/assets/pdf_file/0019/43183/Engagement_Guide.pdfhttp://www.dpcd.vic.gov.au/__data/assets/pdf_file/0019/43183/Engagement_Guide.pdfftp://ftp.dot.state.pa.us/public/Bureaus/Cpdm/LRTP/CraftingEffectivePlanPublicParticipation.pdfftp://ftp.dot.state.pa.us/public/Bureaus/Cpdm/LRTP/CraftingEffectivePlanPublicParticipation.pdfftp://ftp.dot.state.pa.us/public/Bureaus/Cpdm/LRTP/CraftingEffectivePlanPublicParticipation.pdfftp://ftp.dot.state.pa.us/public/Bureaus/Cpdm/LRTP/CraftingEffectivePlanPublicParticipation.pdfftp://ftp.dot.state.pa.us/public/Bureaus/Cpdm/LRTP/CraftingEffectivePlanPublicParticipation.pdfftp://ftp.dot.state.pa.us/public/Bureaus/Cpdm/LRTP/CraftingEffectivePlanPublicParticipation.pdfhttp://www.ceaa-acee.gc.ca/default.asp?lang=En&n=46425CAF-1&offset=6&toc=showhttp://www.ceaa-acee.gc.ca/default.asp?lang=En&n=46425CAF-1&offset=6&toc=showhttp://www.ceaa-acee.gc.ca/default.asp?lang=En&n=46425CAF-1&offset=6&toc=showhttp://www.ceaa-acee.gc.ca/default.asp?lang=En&n=46425CAF-1&offset=6&toc=showhttp://www.ceaa-acee.gc.ca/default.asp?lang=En&n=46425CAF-1&offset=6&toc=showhttp://www.ceaa-acee.gc.ca/default.asp?lang=En&n=46425CAF-1&offset=6&toc=showhttp://www.ceaa-acee.gc.ca/default.asp?lang=En&n=46425CAF-1&offset=6&toc=showhttp://www.nyc.gov/html/dep/pdf/cso_long_term_control_plan/ltcp_public_participation_plan.pdfhttp://www.nyc.gov/html/dep/pdf/cso_long_term_control_plan/ltcp_public_participation_plan.pdfhttp://www.nyc.gov/html/dep/pdf/cso_long_term_control_plan/ltcp_public_participation_plan.pdfhttp://www.nyc.gov/html/dep/pdf/cso_long_term_control_plan/ltcp_public_participation_plan.pdfhttp://www.nyc.gov/html/dep/pdf/cso_long_term_control_plan/ltcp_public_participation_plan.pdfhttp://www.nyc.gov/html/dep/pdf/cso_long_term_control_plan/ltcp_public_participation_plan.pdfhttp://www.dvrpc.org/reports/07047.pdfhttp://www.dvrpc.org/reports/07047.pdfhttp://www.dvrpc.org/reports/07047.pdfhttp://www.dvrpc.org/reports/07047.pdfhttp://www.dvrpc.org/reports/07047.pdfhttp://www.dvrpc.org/reports/07047.pdfhttp://www.dvrpc.org/reports/07047.pdfhttp://www.nyc.gov/html/dep/pdf/cso_long_term_control_plan/ltcp_public_participation_plan.pdfhttp://www.nyc.gov/html/dep/pdf/cso_long_term_control_plan/ltcp_public_participation_plan.pdfhttp://www.nyc.gov/html/dep/pdf/cso_long_term_control_plan/ltcp_public_participation_plan.pdfhttp://www.ceaa-acee.gc.ca/default.asp?lang=En&n=46425CAF-1&offset=6&toc=showhttp://www.ceaa-acee.gc.ca/default.asp?lang=En&n=46425CAF-1&offset=6&toc=showhttp://www.ceaa-acee.gc.ca/default.asp?lang=En&n=46425CAF-1&offset=6&toc=showhttp://www.ceaa-acee.gc.ca/default.asp?lang=En&n=46425CAF-1&offset=6&toc=showftp://ftp.dot.state.pa.us/public/Bureaus/Cpdm/LRTP/CraftingEffectivePlanPublicParticipation.pdfftp://ftp.dot.state.pa.us/public/Bureaus/Cpdm/LRTP/CraftingEffectivePlanPublicParticipation.pdfftp://ftp.dot.state.pa.us/public/Bureaus/Cpdm/LRTP/CraftingEffectivePlanPublicParticipation.pdfhttp://www.dpcd.vic.gov.au/__data/assets/pdf_file/0019/43183/Engagement_Guide.pdfhttp://www.dpcd.vic.gov.au/__data/assets/pdf_file/0019/43183/Engagement_Guide.pdfhttp://www.dpcd.vic.gov.au/__data/assets/pdf_file/0019/43183/Engagement_Guide.pdf


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Chapter 4


2. Framework forhowthe community will beengaged. How will keystakeholdersbeengaged? Will there be a steering committee oradvisory group? What types of outreachstrategies will be used to reach the desiredgroups?

3. Basic timeline for key events.

4. Evaluation techniques. How will the groupevaluate the success of engagement efforts?How will the group use the evaluation to adjustthe strategy if necessary?

As described in Section5.1.6, P&DD staff will reviewthe community engagement strategy at the beginningof the process and advise the community group if thelevel of engagement will be adequate to ensure thecommunity plan truly represents the views of theentire community. Staff may also providerecommendations based on best practices.

4.2 Community EngagementMethodsThere are many different community engagementmethods and elements. A few are described belowand resources are also listed at the end of thissection. Community groups should not be limited bythe methods listed here.

4.2.1 Stakeholder GroupsAstakeholderis someone who has a stake in thefuture of a community. Stakeholderscan becategorized into:

x Groups or sectors of society, such as:- Residents (homeowners, renters)- Business owners- Property owners- Users of a facility- Seniors- Youth

x Interest groups, (individuals representingorganizations) such as:

- Civic groups- Block clubs- Religious organizations- Industry organizations

x Governmental agencies and elected officials

x Local institutions such as:- Schools or colleges- Institutions- Hospitals or clinics

LEAPstakeholder working group.

LEAPcommunity meeting

Springwells Villagefocus group withcommunity youth.

During theLEAPengagement effort,community feedback was solicited byattending existing community events,VXFKDVWKLV-D]]LQRQ-HIIHUVRQHYHQW


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Community Engagement


It is vital to gather a group ofstakeholders to help guide and reviewplanning efforts. Local stakeholderscan bring specialized and detailedknowledge to the table. Note that,while the inclusion of a stakeholder

group is important, it should notreplace a wider public involvementeffort.

Much thought must go into theselection of a stakeholder group andno planning process will necessarilyhave the same type of group. Decidewhom to include based on the

jurisdiction, expertise, to what extentthe group or individual may beaffected by the plan, and what type ofnetworks or connections the group orindividual has in the community.

Stakeholder groups can have differentroles, depending on the organizationalstructure of the planning effort. Somestakeholder groups may become asteering committee, leading theplanning effort and making keyplanning decisions. Other stakeholdergroups may have more of an advisoryrole, reviewing documents andadvising the key decision makers.

Some stakeholder groups may bebrought in at key junctures of theplanning process, based on expertiseand availability. Community groupsshould honestly assess their ability tomanage the stakeholders and clearlydefine the roles of stakeholders.

For examples of how communitieshave defined the roles andresponsibilities of stakeholder groupsin planning efforts, refer to thefollowing examples:

x Steering Committee,CDADStrategic FrameworkProcessGuide, page 8

x Steering Committee,City of PortlandNeighborhood Planning Handbook,page 18

x Neighborhood Plan Task Force,Louisville Neighborhood PlanningGuidebook, page 17

Springwells Villagefocus group meeting.

Youth engagement inSpringwellsVillage.

Charrette style workshop for theGrandmont RosedaleQOL Plan


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The number of stakeholders in a stakeholder groupwill depend on the roles and responsibilities of thatgroup. If broader input is needed, then morestakeholders should be included; however, thispresents additional organizational andcommunication challenges. A larger stakeholder

group can be broken into committees (i.e., steering,technical, citizen, geographical) to make it moremanageable. Before deciding how manystakeholders to include in the planning process,community groups should honestly assess theirability to manage the engagement processresponsibly.

4.2.2 SurveysSurveys are useful for gauging public opinion andsoliciting ideas. They can also be used to inform.They have the benefit of having a potentially broad

reach. A potential drawback is the typically lowresponse rates, especially with anonymousquestionnaires distributed via mail, the Internet, orlocal establishments. Some methods, such as face-to-face or telephone interviews, have a higherresponse rate, but can also be more expensiveand/or time-consuming. Furthermore, somerespondents may be uncomfortable answeringsensitive questions in a face-to-face or telephonesetting.

Some tips for surveys:

x Base the questions on the information objectives.x Choose the mode of distribution for the survey

according to resource constraints, surveyobjectives, special needs (e.g., maps, graphics,complexity of questions, anonymity), andrespondent characteristics.

x Provide incentives for completing the survey, suchas gift certificates to local businesses, whenpossible.

x Provide feedback to the public on survey findings.

4.2.3 Public Meetings

Public meetings are a very common tool used toengage the community. They are particularlyeffective at informing large groups of people about aplan or project. Furthermore, when carefullyplanned, they are also useful for soliciting input.

Note that public meetings are not the same as publichearings, which governmental entities are requiredby law to hold in certain circumstances.

Survey being filled out at aLEAPcommunity meeting

Springwells Villagesurvey results.

Master Plan revision communitymeetings


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Every detail (from content to seating arrangements and communications) of apublic meeting must be carefully planned and managed in order to be successful.When planning a meeting, first define the goal. Is it to inform? Ask opinions?Solve a specific problem? Also, define the audience and make sure the formatPHHWVDWWHQGHHVQHHGV

Since there are a variety of forms a public meeting can take, its form shouldfollow its function:

x Informational might include a forum for questions and answers, but no significantdiscussion

x Advisory informational, the public gives meaningful feedback through structureddialogue

x Workshop small groups with facilitators, focused on generating dialogue

x Open house drop-in format (can reach people with different schedules), stations,written comment, and face-to-face interaction

Public meetings are often good for presenting information, however, unless asignificant effort is made, they can be very structured and not conducive todiscussion. Many people do not feel comfortable speaking out in a public large-group setting, so public meetings are often dominated by a few people with moreforceful or assertive personalities. Diverse methods should be used to allowpeople to comfortably participate in a variety of ways. These could includeallowing opportunities for written feedback, one-on-one conversations withfacilitators, and visual preference surveys, among others.

Employ strategies to attract people who do not normally attend public meetings,such as providing child care, advertising in a variety of formats and (ifappropriate) languages, scheduling the meetings on weekends, and reaching outto people or institutions with wide networks (e.g., religious leaders and tradeorganizations).

LEAPCommunity Meeting.


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4.2.4 CharrettesCharrettes are collaborative design workshops that can be a powerful tool in thecomprehensive planning process. However, they should not be used in everycase. Charrettes are best for:

x Complex design issues

x

Development that will soon occurx Projects with potential high impact

x Situations of disagreement, but where parties can work together

Charrettes are collaborative from the beginning. They involve a well-trainedteam that facilitatesstakeholdersover a short, intense period of planning (usuallytwo to seven days), with frequent public input and revision based on that input.Charrettes must be well-planned (a process that can take months) and integratedinto a larger planning effort.

4.2.5 Technology-based EngagementIn recent years, advances in computer technologies have opened up new ways

to involve the public in community planning. These new methods should not beseen as replacements for traditional techniques such as public meetings andmailed or face-to-face surveys, but rather tools that provide additional ways toengage the community. They can be especially effective with groups that havebeen hard to reach, such as working people, families with young children, andyouth.

Examples of computer-based public participation tools and their uses include:

x Websites inform and provide a platform for feedback

x Social media (e.g., Facebook, Twitter, etc.) inform and facilitate discussion

x Online surveys solicit feedback and inform (Survey Monkey, etc)

x Internet-based community engagement services, including formats based on

gaming (e.g., Mindmixer, Community PlanIt) inform, solicit feedback, and build asense of community

x Telephone town halls inform, facilitate discussion, solicit feedback (groups mustuse a service provider to use this method)

4.3 Evaluation of CommunityOutreachEvaluation of community outreach should be animportant component of the communityengagement strategy. At key junctures duringthe engagement process, community planninggroups should evaluate their communityengagement efforts to understand who is beingreached, who is being missed, and if theengagement objectives are being met. Thisallows efforts to be modified if they are notworking. In addition, maintaining detailed recordsof community engagement and levels ofparticipation, as well as comments received, willhelp City decision makers when it comes time to

Charrette style workshop forLEAP


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formally adopt a community plan. P&DD staff will evaluate the engagement efforts tojudge if the resulting community plan truly represents the vision of the entire community.City Council, in particular, is always interested in seeing the efforts community groupshave made to reach out to their neighborhoods.

4.4 Community Engagement Resources:x Jones, Bernie. Neighborhood Planning: A Guide for Citizens and Planners. (APA

Planners Press: 1990)

x International Association for Public Participation (USA Chapter): www.iap2usa.org/

x The National Charrette Institute: www.charretteinstitute.org/

x MindMixer: www.mindmixer.com/

x Community PlanIt: http://communityplanit.org/

Civic engagement tactics used inDetroit Future City.


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5. Community Planning Process

The process described in this chapter is designed to create a plan that iscomprehensive in scope and covers an entire community. Such a plan would typicallybe implemented over a ten to twenty year timeframe. Although the primary focus of thischapter is on a holistic planning process, many aspects of this procedure could easilybe applied to smaller-scaled plans or action strategies.

The community planning process consists of four phases, with each phaseincorporating key community engagement efforts and specific deliverables. Althoughcommunities are not required to follow this process strictly, it represents best practicesfrom across the country and should be used as a framework as each communitydevelops its own tailored approach. The community group should check-in withPlanning and Development Department(P&DD) staff at the key points indicated in the

process below. This will ensure that any potential inconsistencies or issues that conflictwith citywide policy can be addressed and resolved well before the plan is complete.This will help ensure the plan is on track for City review and consideration for adoptionand implementation.

5.1 Phase One: Start-upThe focus of Phase One is to establish a foundation for the community planning effort. Itis primarily an organizing effort to ensure all the different pieces are in order beforelaunching the project. Recommended steps for Phase One include:

5.1.1 Is a Community Plan the Best Way to Accomplish Your Goals?It is important to first understand and reach consensus on the intent of theplanning effort by addressing the following questions:

x What are the objectives of the planning effort?

x Is there another method that would better accomplish the same objectives?

IS A COMMUNITY PLAN THE BEST WAY TO ACCOMPLISH YOUR COMMUNITY'S GOALS?

Your community organization should carefully consider whether a community plan is the best way toaccomplish your goals. Do your concerns cover a broad range of areas that impact the quality of lifein your community?

If so, a community plan may be just the right tool for you! A community plan will address long rangedevelopment in the community and allow you to identify problems and concerns on a wide range of

issues by receiving comments from your neighbors, local businesses, and other stakeholders todetermine the best course of action for your community.

If not, you may want to consider other methods. If your issues are limited to one or two specificimmediate concerns, a community plan may not be appropriate because you may not want to spendthe time and resources required to create a comprehensive community plan. An action strategyrelated to the specific issues or forming a task force to work with the appropriate public agencies maybe more appropriate.

- Adapted fromCity of Portland Neighborhood Planning Handbook


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If it is determined that a community planning effort is the best way to accomplishWKHFRPPXQLW\VREMHFWLYHVWKHQ it is recommended that the community followthe recommended planning process discussed in this chapter. If it is determinedthat a comprehensive community plan is not needed and that a shorter-term,issue-driven strategy is more appropriate, the process laid out in this chaptermay not be appropriate for your community.

5.1.2 Establish Organizational Structure of Planning ProcessBefore launching into an extensive planning effort, it is important to establish theorganizational structure. This structure will likely vary from community tocommunity depending on the size of the planning area, the group or individualthat initiated the planning effort, and the funding available. At a minimum, abasic management structure should be established that designates projectmanagers, paid staff, or consultants and who reports to whom. Theorganizational structure should also clarify the role of the stakeholder team (seebelow).

5.1.3 Establish Stakeholder TeamRegardless of the organizational structure of the planning effort, it isrecommended that there be astakeholdergroup that is representative of thecommunity being planned (see4.2.1for more details). It may be decided that thisstakeholder group plays an advisory role throughout the process or it may bedecided that the group becomes more of a steering committee and is responsiblefor the overall management and logistics of the planning process. Either way,

the stakeholder groupshould be willing tocommit a significantamount of time to theeffort.

5.1.4 Pre-planningMeeting With the CityThis pre-planningmeeting should bescheduled with a P&DDstaff plannerrepresenting the planningarea. The staff plannerwill be able to provide thecommunity group withimportant references

including the most recentMaster Plan, DetroitFuture Citydocuments,theZoning Ordinance,relevant data resourcesand maps, and any otherrelevant plans for thesubject area. The staffplanner will also arrangeOrganizational chart for theLEAPProject.


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for any other relevant City staff to attendmeetings. To schedule this meeting,contact P&DD at: (313) 224-1421

5.1.5 Establish Planning BoundariesBased on the pre-planning meeting withthe City, boundaries for the planning areashould be established. ConsiderMasterPlanClusters and neighborhoods as wellas City Council districts when establishingboundaries. Choose an appropriatecommunity name that is easily identifiableto community members.

5.1.6 Develop a Community EngagementStrategyThe community engagement strategy will

layout the basic approach to communityengagement. Use guidance from the Community Engagement chapter(Section4.1)as a tool to create this strategy. Decisions will need to be made regardingthe type of engagement techniques to be used, when events will be scheduled,and how the events will be organized. In order to encourage a high level ofengagement, P&DD staff will review the community engagement strategy at thebeginning of the planning process and provide feedback and recommendationsto the community based on best practices. Throughout the communityengagement effort, the community should keep track of the number of meetingsand keep a list of participants for each meeting.

5.1.7 Establish a Planning Budget and Secure the Funding to Complete

the Planning Effort.Based on the work plan above, establish a preliminary budget to complete thecommunity planning effort. If necessary, secure funding to ensure thecommunity planning process can be completed. After completing an initialbudget, assess if the scope of work and budget is feasible or if some aspects of

Planning boundaries forGrandmontRosedale Quality of Life Plan

Community engagement timeline forGrand Woodward Quality of Life Plan


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the planning effort need to be scaled back. SeeChapter 8for funding resources.Some resources for creating a budget include:

x http://ctb.ku.edu/en/tablecontents/sub_section_main_1303.aspx

x http://www.cpn.org/tools/manuals/Community/pdfs/VSPHandbook.pdf

5.1.7 Develop a Community Planning StrategyEstablish a detailed work plan that lays out the roles and responsibilitiesdescribed in section 5.1.2 above, details the key phases of the planning effort,incorporates the community engagement strategy from section 5.1.6 above,provides a timeline for each phase, and includes expected deliverables withdeadlines. The work plan should use the community planning process outlined inthis guidebook as a starting point, but it can be tailored to the specific needs ofthe community. This work plan should guide the planning process, but should beflexible to accommodate changes when necessary.

5.1.9 Register the Plan With the City and Check-in With P&DD StaffAt the conclusion of Phase One, the community group should meet with P&DD to

officially register the community planning effort with the City. When the plan isregistered, a specific staff planner will be assigned to the community plan andother relevant City staff will be notified of the planning effort. The City will addthe planning effort to a citywide database to ensure that other people in thecommunity are aware of the planning effort. The community group shouldprovide the following to the City:

x Planning boundaries

x Community engagement strategy

x Community planning strategy

5.2 Phase Two: Outreach and Visioning

5.2.1 Establish Existing ConditionsThe existing conditions should become the baseline for understanding where thecommunity is today in order to begin visioning for the future. Communities maybe able to gather data using available resources, shown below:

Example Types of Data ResourceExisting current land use, (including vacancy andcondition)

Detroit Parcel Survey,Detroit Commercial Land InventoryData Driven DetroitResidential Neighborhood Analysis

Existing Master Plan land use designations City of Detroit,P&DDExisting Zoning classifications City of Detroit,CPC

Detroit Future City framework zones and 50-yearland use typologies To Be Determined

Transportation State of Michigan,GIS InformationSEMCOG

Demographic United States Census Bureau

In addition to existing resources, communities may find it necessary to gathertheir own data in order to get the most up-to-date information on existingconditions. For example, things like vacancy and housing condition can changefrom year to year, so many communities may want to perform their own data
http://ctb.ku.edu/en/tablecontents/sub_section_main_1303.aspxhttp://ctb.ku.edu/en/tablecontents/sub_section_main_1303.aspxhttp://www.cpn.org/tools/manuals/Community/pdfs/VSPHandbook.pdfhttp://www.cpn.org/tools/manuals/Community/pdfs/VSPHandbook.pdfhttp://datadrivendetroit.org/projects/cdad/http://datadrivendetroit.org/projects/cdad/http://www.detroitmi.gov/Departments/PlanningDevelopmentDepartment/Planning/LongRangeandCommunityPlanning/2004MasterPlanDraft/tabid/2055/Default.aspxhttp://www.detroitmi.gov/Departments/PlanningDevelopmentDepartment/Planning/LongRangeandCommunityPlanning/2004MasterPlanDraft/tabid/2055/Default.aspxhttp://www.detroitmi.gov/Departments/PlanningDevelopmentDepartment/Planning/LongRangeandCommunityPlanning/2004MasterPlanDraft/tabid/2055/Default.aspxhttp://www.detroitmi.gov/CityCouncil/CouncilDivisions/CityPlanningCommission/ZoningandLandUse/ZoningMapIndex.aspxhttp://www.detroitmi.gov/CityCouncil/CouncilDivisions/CityPlanningCommission/ZoningandLandUse/ZoningMapIndex.aspxhttp://www.detroitmi.gov/CityCouncil/CouncilDivisions/CityPlanningCommission/ZoningandLandUse/ZoningMapIndex.aspxhttp://www.mcgi.state.mi.us/mgdl/?rel=cext&action=Waynehttp://www.mcgi.state.mi.us/mgdl/?rel=cext&action=Waynehttp://www.semcog.org/DataMapsIndex.aspx?id=210http://www.semcog.org/DataMapsIndex.aspx?id=210http://www.semcog.org/DataMapsIndex.aspx?id=210http://www.mcgi.state.mi.us/mgdl/?rel=cext&action=Waynehttp://www.detroitmi.gov/CityCouncil/CouncilDivisions/CityPlanningCommission/ZoningandLandUse/ZoningMapIndex.aspxhttp://www.detroitmi.gov/Departments/PlanningDevelopmentDepartment/Planning/LongRangeandCommunityPlanning/2004MasterPlanDraft/tabid/2055/Default.aspxhttp://datadrivendetroit.org/projects/cdad/http://www.cpn.org/tools/manuals/Community/pdfs/VSPHandbook.pdfhttp://ctb.ku.edu/en/tablecontents/sub_section_main_1303.aspx


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collection. Many communities haveperformed their own data collectionsurveys for property condition andvacancy. Some examples include:

x Grandmont Rosedale vacant propertysurvey

x LEAP Commercial and Industrialsurvey

x Detroit Residential Parcel Survey,2009

x Detroit Commercial Land Inventory,2012

Before a community begins collectingdata, the community should reviewbest practices for methodologies ofhow to best collect this type of data. Iffunding is available, the group may beable to partner with a consultant to

help initiate the data gathering.

5.2.2 Phase Two CommunityEngagement Effort: ConductCommunity Assessment andEstablish Community VisionUsing the existing conditions map anddata as a starting point, work toidentify the strengths, weaknesses,opportunities, and challenges of thecommunity. Based on input onexisting conditions, begin a discussion

focusing on a general future vision forthe community in 10- 20 years. Begincrafting a community vision statement.

Coming to consensus on a communityvision is a critical component of theplanning process that will guide therest of the planning work. A strongcommunity vision statement will besomething community members cancontinue to use to explain the overallpurpose of the plan and to help focusfuture efforts.

This can be accomplished in one largecommunity meeting or a series ofmeetings, depending on the size ofthe community and the engagementapproach. For communityengagement techniques, seeChapter4.

Example of a parcel survey for theGrandmont RosedaleQuality of Life Plan

Summary of community challenges andassets from theSpringwells VillageQuality of Life Plan.
https://docs.google.com/viewer?a=v&pid=sites&srcid=ZGVmYXVsdGRvbWFpbnxsZWFwZGV0cm9pdHxneDo3MjIwZTAwNjMwZTM0NWI2https://docs.google.com/viewer?a=v&pid=sites&srcid=ZGVmYXVsdGRvbWFpbnxsZWFwZGV0cm9pdHxneDo3MjIwZTAwNjMwZTM0NWI2https://docs.google.com/viewer?a=v&pid=sites&srcid=ZGVmYXVsdGRvbWFpbnxsZWFwZGV0cm9pdHxneDo3MjIwZTAwNjMwZTM0NWI2https://docs.google.com/viewer?a=v&pid=sites&srcid=ZGVmYXVsdGRvbWFpbnxsZWFwZGV0cm9pdHxneDo3MjIwZTAwNjMwZTM0NWI2https://docs.google.com/viewer?a=v&pid=sites&srcid=ZGVmYXVsdGRvbWFpbnxsZWFwZGV0cm9pdHxneDo3MjIwZTAwNjMwZTM0NWI2https://docs.google.com/viewer?a=v&pid=sites&srcid=ZGVmYXVsdGRvbWFpbnxsZWFwZGV0cm9pdHxneDo3MjIwZTAwNjMwZTM0NWI2https://docs.google.com/viewer?a=v&pid=sites&srcid=ZGVmYXVsdGRvbWFpbnxsZWFwZGV0cm9pdHxneDo3MjIwZTAwNjMwZTM0NWI2


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5.2.3 Check-in With P&DD StaffAfter the initial phase of community engagement, check-in with P&DD staff toprovide a status update. This is an excellent opportunity to summarize some ofthe key issues that have come out of the community engagement efforts and toKLJKOLJKWDQ\DUHDVZKHUHWKHFRPPXQLW\VYLVLRQPD\GLYHUJHIURPWKH citywidevision.

5.3 Phase Three: Craft Community Plan

5.3.1 Draft Issues, Goals, and PoliciesUsing the feedback from the initial community engagement effort, begin toorganize the input into key issues, structured around the planning elementsdiscussed inChapter 6. With each issue, draft a general goal and policy basedon the future vision established in Phase 2. In cases where there are differingopinions about the future direction of the community, offer alternatives forevaluation during the next community engagement effort. Use the&LW\V0DVWHUPlanand theDetroit Future CityStrategic Framework Plan to help guide goals

and policies. Work with the stakeholder team to refine the issues, goals, andpolicies.

5.3.2 Phase Three Community Engagement EffortThe second major community engagement effort could be one large communitymeeting or a series of engagement events, depending on the community. Thegoal of this engagement effort is to get direct feedback on the summary ofcomments from the previous phase as well as feedback on the draft issues,goals, and policies. If applicable, participants will have an opportunity to evaluatealternatives. Some topic areas, such as land use, may merit additional meetingsin the form of sub-committees or focus group meetings where individuals with aparticular interest in the topic can meet to navigate the details.

5.3.3 Refine Draft Community PlanWorking with the stakeholder group, summarize the results of the secondcommunity engagement effort and translate that into updates to the draft plan.Continue to refine the issues, goals, and policies and begin to assign specificimplementation strategies for each policy.

Large community meeting as part of theSpringwells VillageQOL plan.


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5.3.4 Provide Draft Community Plan to City Staff for ReviewThis is an important check-in point with P&DD WRHQVXUHWKHUHDUHQWDQ\PDMRUconflicts or concerns with the CommunLW\3ODQIURPWKH&LW\VSHUVSHFWLYHP&DD will notify and coordinate with all other relevant City departments. Citystaff will evaluate the plan for overall consistency with the citywide vision and willensure that the goals, policies, and implementation strategies are based on the

realities facing the city. If there are areas of concern or inconsistencies, P&DDstaff will work collaboratively with the community to resolve any issues before theplan is finalized. It is in the best interest of the community and the City to resolveany issues by negotiating and coming to consensus in order to ensure the planwill be implemented over time.

5.3.5 Brief City Planning Commission If AppropriateP&DD and CPC staff will advise the community if briefing the Detroit CityPlanning Commission about the planning effort and presenting the draft plan tothe Commission for feedback is appropriate. This step may be appropriate forplans that are considering significant changes to what currently exists in thecommunity.

5.4 Phase Four: Finalize Plan

5.4.1 Update Community PlanBased on feedback from City staff, the work in the second communityengagement effort, and input from the stakeholder group, finalize the communityplan.

5.4.2 Phase Four Community Engagement EffortThis final engagement effort can be part celebration and part communitymeeting. Present the final plan to the community for final input and feedback.

Provide opportunities to edit and comment on the draft, but the hope is that most

Springwells Villageproject exhibit and celebration at the end of the planning process.


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issues and concerns will already have been addressed at this point. Solicit inputfrom the community on the key priorities for implementation.

5.4.3 Finalize Community PlanBased on the final community engagement effort, make any necessary updatesor adjustments to the plan.

5.4.4. Establish a Community Implementation StrategyCreate an implementation strategy for the plan that prioritizes actions based ontiming and funding availability. This implementation strategy can be used as atool to solicit funding for projects and can provide a roadmap to ensure the planis implemented over time. (SeeSection 6.6for details) The implementationstrategy should also include plans and strategies for continued communityengagement to ensure the momentum is not lost amongst community groups.Each implementation strategy should include:

x Responsible Party

x Timing for Implementation

x Funding/Resources Needed to Implement & Potential funding source

5.4.5 City Approval and Adoption ProcessOnce the plan is finalized, work with City staff to begin the City review, approvaland adoption process, as set forth inChapter 7.

Implementation strategy from theGrand Woodward Quality of Life Plan.


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6. Plan Elements

This chapter highlights the recommended chapters and sections that should be includedin a final community plan. 7KHUHFRPPHQGHGSODQHOHPHQWVVWHPIURPWKH&LW\VMaster Plan of Policiesand from numerous other city examples.

6.1 IntroductionThe introduction should introduce the reader to the community and provide informationabout why the community planning effort was undertaken. It can also summarize whatthe planning effort means for the community.

6.2 Existing Conditions/Background InformationProvide information about the current conditions of the community. This section should

also provide historical context to help explain existing conditions and demographic datato give a picture of who makes up the community. Asset maps, vacancy maps, existingland use maps, as well as demographic information such as data on elderly, youth, orimmigrant populations in the community are helpful tools to help depict existingconditions. See Section5.2.1for tips on data resources and collecting community data.

6.3 Community EngagementSummarySummarize the communityengagement effort introduce thestakeholder team and the role they

played, discuss the types ofmeetings that were held, and includestatistics on the number of meetingsand the number of people whoparticipated in the effort.

6.4 Community VisionStatementBased on the work from Phase Twoof the planning process, provide thecommunity vision statement to set

the framework for the wholecommunity plan.

Existing conditions asset map from theGrandWoodward Quality of Life Plan.


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6.5 Planning ElementsEach planning element should include atleast one issue statement, a goal or goals forthe future to address the issue, followed by aseries of policies and implementation

strategies. The issues, goals, and policieswill be reviewed and considered for adoptioninto theMaster Plan, while theimplementation strategies will remain as asupplement to theMaster Planand will beused by the community to implement theplan. Implementation strategies arestatements of specific activities to be carriedout by an identified implementer. Theseactions should directly tie to the goals andpolicies. The implementer is an agency orgroup who has agreed to take on the taskstated in the action. They are the nuts andbolts of achieving the plan's objectives.(adopted from thePortland Neighborhood Planning Handbook).

The planning elements addressed will vary depending on the needs and priorities of thecommunity, but the community should consider the following planning elements used inWKH&LW\VMaster Plan of Policies, as described inChapter 3.

The following examples outline planning elements for consideration in the communityplan. For more background information and for related citywide policies, refer to the&LW\VMaster Plan.

6.5.1 Residential Neighborhoods and Housing

Based on existing conditions, market realities, and the community vision, theplanning effort should evaluate residential neighborhoods for areas that shouldbe targeted for investment and infill development versus areas that should bereimagined for other uses. Based on the housing needs of the community,include goals, policies and strategies for providing affordable housing, transitionalor supportive housing, and market rate housing as appropriate. Include allrecommendations for land use and zoning changes related to residential areas.

$FFRUGLQJWRWKH&LW\V0DVWHU3ODQof Policies:

x Issuesdescribe existing

conditions,

xGoalsrepresent a desiredoutcome,

xPoliciesprovide a specificdirection,

x Implementation strategiesareactions aimed at achievingparticular policies.

-City of Detroit Master Plan ofPolicies, page 7

Introduction to the housing element inSpringwells Village Quality of Life Plan.


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6.5.2 Commercial - Retail and Local ServicesEvaluate and make recommendations for the commercial areas within thecommunity planning area. Identify areas of priority for reinvestment and considerareas that may no longer be viable commercial areas. The issues, goals,policies, and implementation strategies in this section may relate to the EconomicDevelopment or City Design elements below. . Include all recommendations for

land use and zoning changes related to commercial and mixed-use areas anduses.

6.5.3 Industrial CentersEvaluate the industrial strategies for the community in theMaster PlanandDetroit Future Cityand identify areas for improvement or change. Industrialsectors influence the economy of both the community and the city. While theCity needs to continue to promote and maintain industrial businesses, the Cityand community must also work to reduce the negative impacts from industrialareas on the environment and city residents. Strategies in this section mayrelate to strategies in the Economic Development element below. Include allrecommendations for land use and zoning changes related to industrial areas.

6.5.4 Parks, Recreation, and Open SpaceEvaluate existing parks and recreation facilities and identify underserved areas ofthe community. Based on the specific needs of the community, work to providediverse places for the community to relax, play, learn, and gather. Consider newmanagement structures for existing park and recreation facilities. Considerincorporating new open space typologies as set forth in theDetroit Future Cityand theCDAD Strategic Framework. Include all recommendations for land useand zoning changes related to open space areas.

6.5.5 Vacant land

Develop goals, policies andimplementation strategies to reimaginevacant land. There are manyinnovative ways to repurpose vacantland and turn it into a community asset.See theCDAD Strategic FrameworkandDetroit Future Cityfor ideas.

6.5.6 Transportation and MobilityTransportation systems provide themeans to connect residents to eachother, employment, retail centers and

other services. While manytransportation issues are best dealtwith at a larger scale than thecommunity, the community can makerecommendations based on theirspecific issues and needs. Priorityshould be given to those alternativesthat reduce negative impacts on theHQYLURQPHQWDQGWKHFLW\VUHVLGHQWV

The Commercial Revitalization goals andstrategies from theGrandmont RosedaleQuality of Life Plan


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All goals and policies related to transportation and mobility issues should beincluded in this section. Some examples may include recommendations forconsolidating or improving bus routes, improving or consolidating bus stops,improving pedestrian crossings, providing bike lanes or trails, improving safetyfor pedestrians and drivers at dangerous intersections, identifying truck routes, orproviding traffic calming measures on residential streets.

6.5.7 Infrastructure and City SystemsThe four main infrastructure systems are transportation (see Transportation andMobility above), water and sewer, energy supply and transmission, andtelecommunication technology. Maintenance and improvement of the localinfrastructure is critical to providing residents with a high quality of life andmaintaining and attracting businesses and development. Because of their scopeand scale, decisions regarding infrastructure impact the entire region.

This section should take into account the priorities set forth in theDetroitFuture Citywith regard to city systems and the provision of services. Duringthe planning process, the community should set priorities for infrastructure

and city systems based on the land use recommendations. These prioritiesneed to be based on citywide policies and budget realities facing the City.

6.5.8 Economic DevelopmentCommunity goals and policies related to the economy, employment, or workforcedevelopment can be included in this section. It is helpful to align communityeconomic development efforts with citywide, regional, and state-wide efforts.

6.5.9 Public SafetyPublic safety often comes up as a primary concern of residents at communitymeetings. Strong communities are places where people feel safe from harm.Relationships between residents and public safety agencies set the basis foreffective public safety programs and responses. Community strategies forimproving public safety should be included in this section.

6.5.10 Environment and EnergyOur neighborhoods must be clean, safe and livable in order for Detroit to thrive.This section should include ways to improve public health, conserve naturalresources, reduce waste, promote recycling, and restore the land through

Excerpt from theSpringwells Village Quality of Life Plan


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strategies such as brownfield redevelopment, sustainable stormwatermanagement, energy efficiency, anti-dumping initiatives, enforcement of airquality regulations, and appropriate zoning.

6.5.11 Arts and CultureArtistic works and cultural diversity contribute to the quality of life in a community.Communities should consider strategies to improve the artistic and culturalclimate in their community including opportunities for integrating public art,hosting cultural events, and fostering support for local artists.

6.5.12 History, Legacies, and PreservationDetroit must look to its past to educate, guide and enhance its futuredevelopment. Preservation is important to maintain a connection between thecLW\VSDVWLWVFXUUHQWSRSXODWLRQDQGWKRVHWRFRPH Policies and strategiesrelated to historic preservation, historic districts, or other community legaciesshould be included in this section.

6.5.13 Community OrganizationsCommunity organizations are important contributors to the stability andrevitalization of neighborhoods throughout the city. Community organizations areessential stakeholders in devising and implementing strategies for communityredevelopment, as well as responding to immediate neighborhood needs anddesires. Goals, policies, and strategies related to supporting or improvingcommunity organizations should be included in this section.

6.5.14 Health and Social ServicesHelping people meet their basic needs is more than a moral imperative; it isessential to the social order and economic stability of the whole community.Families, children, elderly citizens, homeless individuals, the mentally ill and low-

income residents all require assistance to achieve and maintain healthy lives.

6.5.15 Education and LibrariesCreating a livable community is dependent upon an environment that fostersOHDUQLQJDQGWKHGHYHORSPHQWRISHRSOHVVNLOOVDELOLWLHVDQGWDOHQWV/HDUQLQJopportunities should be provided for all city residents. In addition to programsand activities, the physical presence of schools and libraries in the citycontributes to maintaining healthy and stable neighborhoods.

Education element from theSpringwells Village Quality of Life Plan.


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6.5.16 City DesignCommunities should consider including goals, policies, and strategies related tourban design within their community plan. This may include priorities forcommercial building design concepts for commercial districts or streetscapedesign recommendations for major thoroughfares within the community.

6.5.17 Intergovernmental RelationsThe City of Detroit is bordered by almost two dozen separate local units ofgovernment, including the City of Windsor in Ontario, Canada. The quality of lifefor Detroit residents and the economic vitality of the region are linked to issuesthat do not recognize political boundaries. Cooperation is essential to insurecoordination of planning and development activity. Communities that share aborder with an adjacent community should also include issues, goals and policiesregarding opportunities for cooperation with adjacent communities.

6.6 Land Use and Zoning MapsBased on the policy recommendations in the plan, a future general land use map and a

zoning map should be provided within the plan8VLQJWKH&LW\VH[LVWLQJIXWXUHJHQHUDOland use map from theMaster PlanWKH&LW\Vzoning map, and the recommendations inDetroit Future City, provide an updated future general land use map and propose afuture zoning map based on the community input received. As mentioned inChapter 5,the City is in the process of reconciling and updating the land use typologies in theMaster Plan and Zoning Ordinance based on the recommendations fromDetroit FutureCityand&'$'V6WUDWHJLF)UDPHZRUNtypologies. Until those updates are officiallyadopted by the City of Detroit, please contact the staff planner at P&DD for guidance onwhich land use typologies to use.

Future land use map forLEAP.


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6.7 Implementation and ConclusionsThe implementation section should clearly lay out the steps that need to be taken inorder to implement the plan and the community vision. The community will need toprioritize certain actions based on timing and budget allocation. The priorities and

implementation section can be revisited on an annual or semi-annual basis to trackprogress and show successes. A table or checklist can be a helpful visual to show:

x Deliverable/Task: What the strategy or task is

x Timeline: What the timeline is for completing the task

x Responsible Party: Who is responsible for managing/leading the task

x Resources: How much money or resources will be needed to accomplish the task

x Sources for funding if appropriate.

,PSOHPHQWDWLRQVWUDWHJ\RU$FWLRQ3ODQIURP theGrand WoodwardQuality of Life Plan.


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Chapter 6



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7. Implementation

7.1 City Adoption Process

7.1.1 Master Plan Amendments and SupplementAmendments to the Master Plan and consideration of supplements are guided byWKUHHGRFXPHQWV7KH&LW\V Master Plan of Policies, TheCity Charterand the6WDWHV0XQLFLSDO3ODQQLQJ$FW

1. 7KH&LW\V0DVWHU3ODQRI3ROLFLHV Consideration of supplements LVRXWOLQHGEHJLQQLQJRQSDJHRIWKH&LW\VMaster Plan of Policies. In brief, supplements are presented to the Planningand Development Department. P&DD will evaluate the supplement inconsideration of its consistency ZLWKWKH&LW\VMaster Plan of Policies. P&DDwill make a recommendation to the City Planning Commission and the City&RXQFLOUHJDUGLQJWKHDGRSWLRQRIWKHSODQDVDVXSSOHPHQWWRWKH&LW\VMaster Plan. City Planning Commission and City Council will take one ofthree actions:

x Vote to adopt the recommended supplement as part of the plan;

x Decide not to adopt the recommended supplement; or

x Return the supplement to the Planning and Development Department (and,subsequently, to the originators) for modification.

In instances when a community plan is not consistent with theMaster Plan,amendments to the plan may be considered. The amendment process isoutlined beginning on page 11 of theMaster Plan. In brief, the amendment

process is similar to the process to consider supplements, except P&DD staffwill make considerations regarding amending specific issues, goals andpolicies in the plan. P&DD will make a recommendation to the City PlanningCommission and the City Council regarding the amendment(s) to theMasterPlan. The City Planning Commission and City Council will take one of threeactions:

x Vote to amend the plan;

x Decide to make no amendment to the plan; or

x Return the proposed amendment to P&DD (and, subsequently, to theoriginators) for modification.

2. The City CharterConsideration of supplements is not outlined in theCity Charter, however, theCharterdoes outline roles and responsibilities regarding adoption andamendment of theMaster Plan. Section 8-102 of theCity Charteroutlinesthe responsibilities of the Mayor and City Council regarding amendments tothe Master Plan:

WKH0D\RUVKDOODQQXDOO\SURSRVHDQ\DPHQGPHQWVQHFHVVDU\WRNHHSWKH3ODQFXUUHQWDQGWKH&LW\&RXQFLOVKDOOFRQVLGHUWKH0D\RUVSURSRVHG


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amendments and make the modifications in the Plan that it deemsnecessary.

3. The Municipal Planning Act7KH6WDWHRI0LFKLJDQV0XQLFLSDO3ODQQLQJ$FWRXWOLQHVWKHUROHVDQGresponsibilities of CPC and P&DD regarding adoption and amendment of the

Master Plan. As noted above, theCity Charterdoes not outline a role for theCity Planning Commission, and the Municipal Planning Act does not outline arole for the City Council. These two documents are reconciled by P&DDsubmitting amendments to both the City Council and the City PlanningCommission. It can be assumed that the Council will defer initialconsideration (as perCity Charter) to the CPC while CPC follows therequirements of the Municipal Planning Act. In brief, the Municipal Planning

Act outlines public hearing and notice requirements required prior to PlanningCommission action. After CPC acts on a proposed amendment, therecommendation is forwarded to City Council as perCity Charter.

7.1.2 Zoning Ordinance updates

Detroit's zoning ordinanceregulates land use throughout the city. Zoningidentifies and describes what is and is not allowed in a particular area. Forexample, home-based businesses, when located in an area zoned "R3" (LowDensity Residential), are permitted to post exterior signs and hire nonresidentemployees. However, in an area zoned "R2" (Two Family Residential), they areprohibited from doing so. Each zoning classification has its own uniquerequirements, and community plans can utilize these classifications to encourage(or discourage) the types of activity that are desired within a particularneighborhood.

In addition to land use, zoning may also regulate the form and layout of individualbuildings. In many cases, the zoning ordinance will define requirements for

building height, orientation, open space, parking, and other design elements.Sometimes, the zoning of a particular area may be inconsistent with the long-term vision of community stakeholders. When this happens, communities maywish to propose a change to the zoning ordinance, using the process outlined inthis section.

'HWURLWV]RQLQJPDSVDQGWKHFRPSOHWH=RQLQJ Ordinance are available fordownload atdetroitmi.gov/cpc

1. Zoning Map Amendments (Rezonings)Map amendments (sometimes called "rezonings") may occur when the City, aproperty owner, or a person or entity with an interest in a property wishes tochange a property or properties from one zoning classification to another.While the final determination will be made by City Council, the process beginswith an application from any individual or organization with an interest in theproperty.

a. Pre-application Meeting
http://www.detroitmi.gov/cpchttp://www.detroitmi.gov/cpchttp://www.detroitmi.gov/cpchttp://www.detroitmi.gov/cpc


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Applicants must begin by arranging a pre-application meeting with CPC staff. Staff willdiscuss the request with the petitioner, in aninformal setting, to determine if the request isfeasible and consistent with applicable lawsand theMaster Plan. Any potential challenges

will be identified. CPC staff members presentat the pre-application meeting will be able toguide the applicant through the remainingsteps of the map amendment process.

b. Staff ReviewThe applicant officially begins the process byfiling an application with the City Clerk. Theapplication will be filed on a standard form thatwill be provided by CPC staff at the pre-application meeting. The City Clerk will forwardthe application to CPC staff for review.

CPC staff will review the application to ensurethat it meets with eight approval criteria found inthe zoning ordinance. CPC staff will then presentthe application, along with its review andrecommendation, to the City PlanningCommission.

c. City Planning Commission HearingNext the CPC will give public notice and hold apublic hearing on the proposal. After the hearing,the CPC considers the application in light of areport by CPC staff. The Planning andDevelopment Department will comment on the

applicationVFRQIRUPDQFHZLWKWKH0DVWHU3ODQ .The CPC then recommends that the City Councilapprove or deny the application.

Map Amendment Criteria1 The proposed amendment corrects an error or meets the challenge of some changing condition,

trend or fact.

2 The proposed amendment is consistent with the Master Plan an

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