Smart Growt
»EPA
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A Message from
EPA Administrator
Gina McCarthy
As the 13th Administrator of the U.S. Environmental Protection Agency (EPA), it is my pleasure
to congratulate the 2013 winners of the National Award for Smart Growth Achievement. This
year's winning projects show that smart growth approaches are having a visible impact on
communities across the country—large and small, cities and suburbs, towns and rural places.
They show that the choices communities make about how they develop can protect people's
health and the environment while contributing to local economic growth. Most importantly,
they show other communities that the path to a sustainable future is just around the corner.
One of my major commitments at EPA is to make a visible difference in America's
communities. We want to support communities that are fostering healthy local economies
and strong neighborhoods through strategies including using green infrastructure to
manage stormwater, prioritizing cleanup and redevelopment of hazardous brownfield sites,
providing transportation choices that reduce air pollution, and considering the impacts of
development decisions on all community members. I am proud to say that our 2013 winners
have masterfully employed these techniques and more. They have developed and implemented
creative, flexible, and sustainable smart growth solutions that will curb carbon pollution,
protect public health, and safeguard the environment.
President Obama and I know that smart growth strategies are smart for the environment, smart
for our economy, and smart for our communities. Please join me in once again congratulating
the winners of the 2013 National Award for Smart Growth Achievement and the communities
they represent.
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Winners
BOUT THE AWARD
Overall Excellence
Atlanta BeltLine Eastside Trail and Historic Fourth Ward Park, Atlanta, Georgia:
The redevelopment of a formerly contaminated rail corridor into a multi-use trail and
connected park system is sparking economic development, community engagement, and
new affordable housing options in 45 city neighborhoods.
Corridor or Neighborhood Revitalization
Historic Millwork District and Washington Neighborhood, Dubuque, Iowa:
The conversion of a mostly vacant former mill district into a lively mixed-use neighborhood
reconnected the area to downtown and the adjacent residential neighborhood.
Policies, Programs, and Plans
GO TO 2040, Metropolitan Chicago, Illinois: This seven-county regional plan for growth
and economic development engages a wide variety of partners and links local planning
efforts to a broad regional vision through tools and technical assistance.
Honorable Mention: Lower Eastside Action Plan, Detroit, Michigan: This grassroots
effort formed a plan for revitalization that engaged residents in creating a vision for a low-
income, high-vacancy neighborhood and influenced citywide planning.
Built Projects
La Valentina, Sacramento, California: An energy-efficient, mixed-income, mixed-use
apartment building on a former brownfield site next to a light-rail station is transforming
an industrial neighborhood and giving residents transportation options.
Honorable Mention: Via Verde, The Bronx, New York: This affordable, transit-oriented,
highly energy-efficient building features design that emphasizes health and wellness
for residents.
Plazas, Parks, and Public Places
Charles City Riverfront Park, Charles City, Iowa: This multi-facility park built on a
flood plain connects to downtown and adjacent low-income housing, brings economic
benefits, and has become the recreational heart of the city.
EPA created the National Award for
Smart Growth Achievement in 2002 to
recognize exceptional approaches to
development that respect the environment,
foster economic vitality, enhance quality
of life, and provide new opportunities
for disadvantaged communities. Over
the past 12 years, EPA has received
886 applications from all 50 states,
Washington D.C., and Puerto Rico.
This year, EPA received 77 applications
from 31 states, Washington, D.C., and
Puerto Rico.
The winning entries were selected
based on their effectiveness in creating
sustainable communities; showing
innovative smart growth planning and
implementation; establishing a robust
public involvement process; generating
partnerships among public, private, and
nonprofit stakeholders; and serving as
national models.
Award winners were selected by two
separate panels. The first consisted of
experts from the planning and design
professions, nonprofits, academic,
and federal agencies. The second was
an internal EPA panel that provided
additional comments. EPA's Associate
Administrator of Policy made the final
award determinations.
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How Smart Growth
Protects the
Environment
President Obama announced a national climate action plan
in June 2013, ramping up and coordinating federal efforts
to reduce greenhouse gas emissions and help communities
prepare for climate change. Local and state governments,
along with regional entities, have been working on climate
change issues for many years, discovering innovative ways
to reduce emissions and plan for climate impacts while also
bringing other environmental, social, health, and economic
benefits. Many places have found that smart growth strategies
can help them both mitigate and adapt to climate change by
providing transportation and housing options that use less
energy, encouraging compact neighborhoods where daily
needs are within easy reach, and using green infrastructure
that mimics natural processes to capture, filter, and absorb
stormwater runoff.
This year's National Award for Smart Growth Achievement
winners illustrate some of the climate change mitigation and
adaptation measures communities can implement that give
multiple benefits for every dollar spent. The strategies these
places are using—including creating parks that can absorb
flood waters, using renewable energy and energy efficiency
to reduce fossil fuel consumption, and providing a variety of
transportation options—make neighborhoods more attractive,
draw activity that spurs further economic development,
and help keep housing affordable for all income levels by
reducing energy and transportation costs. Just as importantly,
these strategies can help communities better weather the
changes already evident in our climate, as well as changes
projected for the future.
4
if
The city of
Ward Parkwi
beautiful lake captures excess rainfall, reducing downstream
flooding and saving the city $15 million in infrastructure costs. It
is also a valued neighborhood asset—a site for everything from
festivals to weddings to simply strolling along the shore.
To help communities in the
Chicago region prepare for
the effects of climate change,
which will include more ^~K ^rai
heavy rain events, increased ^J 1(J
flooding, higher temperatures, Climate/
and more heat waves, the Guidebo
Chicago Metropolitan Agency
for Planning developed a
climate change adaptation
toolkit with specific strategies
local governments can adopt.
Approaches include identif
vulnerable populations that
need special assistance during heat waves and
infrastructure to capture stormwater runoff.
Climate Adaptation
Guidebook for
Municipalities in the
ing green
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After the Cedar River flooded to record levels
in 2008, Charles City used land acquired
through Federal Emergency Management
Agency (FEMA) buyouts to build a riverfront
park that gives the river room to expand
during heavy rains, reducing the likelihood
that homes and businesses will be flooded.
The park put the buyout land to productive
use while providing a community amenity at
little additional cost to the city.
La Valentino takes advantage of Sacramento's
sunny weather by installing solar panels on
the roofs of its mixed-income townhomes.
This photovoltaic system, combined with
energy-efficiency features such as double-
glazed windows and ENERGY STAR
appliances, drastically reduces monthly utility
bills—particularly important for low-income
residents. The development functions almost
entirely on renewable energy, and its location
next to a transit station further reduces its
residents' greenhouse gas emissions.
Rather than building additional sewer
lines under a neighborhood that had been
increasingly affected by flooding over the past
eral decades, the city of Dubuque restored
natural flow of Bee Branch Creek above
mnd, reducing the risk of flood damage to
1,155 properties and creating a 4,500-foot
linear neighborhood park.
SMART GROWTH
PRINCIPLES
Mix land uses.
j Take advantage of compa
building design.
• Create a range of housing
opportunities and choices.
Create walkable
neighborhoods.
1 Foster distinctive/ attractive
communities with a strong
sense of place.
• Preserve open space,
farmland, natural beauty,
and critical environmental
Strengthen and direct
development towards
existing communities.
Provide a variety of
transportation choices.
Make development
decisions predictable, fair,
and cost effective.
Encourage community an_
stakeholder collaboration in
development decisions.
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ATLANT
BELTLINE, INC.
ATLANTA, GEORGIA
Partners:
Atlanta BeltLine Partnership
Capital Campaign
Atlanta City Council
Atlanta Department of Parks
and Recreation
Atlanta Department of
Watershed Management
BB&T
Georgia Power
Historic Fourth Ward Park
Conservancy
PATH Foundation
Trust for Public Land
Wells Fargo
For More Information:
LeeJ. Harrop, PE, LEEDAP
Program Management Officer
Atlanta BeltLine, Inc.
(404) 477-3642
lharrop@aHbeltline.org
Overall Excellence
Atlanta BeltLine Eastside Trail and
Historic Fourth Ward Park
The Atlanta BeltLine is comprised of four individual "belt lines" that were built
as railroad bypass routes around downtown Atlanta in the late 19th and early 20th
centuries. The city's original industrial area flanked the railroad tracks, but when
the rail lines shut down, the belt line areas became blighted, contaminated, and
desolate. This 22-mile loop of mostly abandoned rail corridors is being redeveloped
into a network of modern streetcar and light-rail transit, multi-use trails, 1,300 acres
of green space, thousands of affordable homes, and billions of dollars worth of new
economic development.
Beginning in 2008, Atlanta BeltLine, Inc. led a
collaboration among local, state, and federal
agencies, along with community members,
businesses, neighborhood groups, foundations,
and nonprofits, to redevelop an underused and
contaminated area around the blighted belt
lines. Local residents of the 45 neighborhoods
that make up the BeltLine helped map out
exactly how they wanted this land to be used
through an interactive design process. Parts of
the Atlanta BeltLine corridor have already gone
from being eyesores to becoming great assets for
the city, connecting neighborhoods, commercial
areas, and people.
The 2.25-mile Eastside Trail is the first section
of the Atlanta BeltLine trail system to be
redeveloped within the old rail corridor.
The trail connects five formerly divided
neighborhoods by providing 30 acres of
landscaped green way, a highly used pedestrian
and bicycle trail, and an arboretum with nearly
700 newly planted trees and native grasses. It
also links to other citywide multi-use paths,
making it easier for people to get to jobs,
schools, and shopping.
The Eastside Trail also connects to Historic
Fourth Ward Park, a former brownfield that
has been cleaned up and is now a 17-acre park
planted with beautiful native plants. The park
had formerly been a drainage basin for sewer
overflow and industrial waste, requiring not
just cleanup but a forward-thinking strategy
on how to prevent future flooding. Developers
created a stormwater capture basin that doubles
as a stunning 2-acre lake. This feature is not
only attractive, it also handles runoff from more
than 300 acres. The park's energy costs are 45
percent lower than other local parks thanks to
LED lighting and photovoltaic solar panels.
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The Atlanta BeHiine connects neighborhoods
throughout the cHy by providing bikeable, walknble
pathways, shared public spaces, and new access to
local busin
Historic Fourth Ward Park and the Atlanta
Behiine have helped to spark over $775 million
in private development, including the mixed-use
redevelopment of the long-abandoned Sears
Warehouse Building.
oome water features at Historic Fourth Vrard Pane help
filter stormwaler and prevent flooding, while others
create a fan recreation area for children.
Both the park and the trail suffered from
high levels of contamination that needed
to be cleaned up before development could
begin. Project developers removed 1,700
tons of contaminated soil from the trail and
remediated more than 15 contaminated acres
in the park.
The Eastside Trail and Historic Fourth Ward
Park have catalyzed tremendous economic
growth along the corridor. The trail and park,
which represent a $63 million investment,
have spurred more than $775 million in
private development, including more than
1,000 new mixed-income condominiums and
apartments currently under construction. The
1.1 million square foot Ponce City Market,
the redevelopment of Sears Roebuck's former
regional headquarters and Atlanta's largest
adaptive reuse project, will bring retail,
restaurants, office space, and residences.
Situated between the Eastside Trail and
Historic Fourth Ward Park, Ponce City
Market will further expand the economic
impact of the BeltLine.
The Atlanta BeltLine Eastside Trail
and Historic Fourth Ward Park's most
outstanding achievement has been to connect
people. Neighborhoods that were separated
for decades are now accessible through the
multi-use trail that provides both recreation
and transportation routes. What were once a
deserted industrial landscape and an unused,
overgrown, and debris-filled rail corridor
are now thriving, active neighborhood assets
where neighbors come together to socialize,
exercise, shop, commute, and enjoy great new
public places.
"We moved our business
from northwest Atlanta to
a new location right next
to the Atlanta BeltLine
Eastside Trail. Within a
matter of months, our
business was up more than
100 percent. The customer
traffic we get coming off
the BeltLine is huge, and
mosf of fhe folks coming in
are pedestrians."
— Matt Hinton
Owner, Bell St. Burrifos
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CITYO
DUBUQ
DUBUQUE, IOWA
Partners:
Community Foundation of Greater
Dubuque
Dubuque Area Chamber of
Commerce
Dubuque Main Street
East Central Intergovernmental
Association
HUD-DOT-EPA Partnership for
Sustainable Communities
Four Mounds HEART Program
Greater Dubuque Development
Corporation
Gronen Restoration
Iowa Economic Development
Authority
Iowa Finance Authority
National Endowment for the Arts
National Trust for Historic
Preservation
U.S. Department of the Interior
U.S. Economic Development
Administration
Washington Neighborhood
Development Corporation
For More Information:
Ten Goodmann
Assistant CHy Manager
City of Dubuque
(563)589-4110
tgoodman@cityofdubuque.org
Corridor or Neighborhood
Revitalization
Historic Millwork District and
Washington Neighborhood
Once a bustling center of regional economic activity, Dubuque, Iowa's Millwork District
sat vacant for decades after it fell victim to the economic shifts that touched much of the
Midwest in the mid-1900s. The adjacent Washington Neighborhood was affected by the
Millwork District's decline, facing disinvestment and neglect when the mills began to
shutter their doors and residents moved away from downtown. Today, thanks to strong
community partnerships, public engagement, and an overarching citywide commitment
to sustainability, Dubuque is successfully restoring both the Millwork District and
Washington Neighborhood to the vibrant neighborhoods they once were.
In 2006, Mayor Roy D. Buol and the Dubuque
City Council identified sustainability as their
top community priority, prompting a citizen
task force to create a new sustainability
initiative—Sustainable Dubuque. Reinvestment
in Dubuque's historic Millwork District and
neighboring Washington Neighborhood were
key to the community's plan.
The Millwork District covers 11 city blocks,
including more than 1 million square
feet of formerly vacant warehouse space,
and sits prominently between Dubuque's
downtown core and the Mississippi River.
Its redevelopment builds upon the city's
sustainability vision and capitalizes on the
district's existing assets to create a compact,
walkable environment where over 1,000
new residents will inhabit the refurbished
warehouses. The rehabilitation of the anchor
building—the old Caradco factory—is already
complete. The building incorporates a variety of
retail, commercial, social, art, and civic spaces,
which has brought culture and vibrancy back to
the area. This type of multi-use development is
the model for the district's future growth. The
district includes innovative green infrastructure
and energy-efficiency technologies to improve
environmental quality and public health for the
neighborhood's residents and Dubuque as
a whole.
The Millwork District's success directly affects
the revitalization of another central Dubuque
neighborhood. The adjacent 128-acre residential
Washington Neighborhood, one of the city's
oldest and most economically challenged areas,
has used the progress made in the Millwork
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oris community hos b06n a catalyst for
lopment. A rehabilitaTBa warehouse hosts
rotating art exhibits, live performances, and other
cultural events, bringing new energy to downtown.
The Millwork District contains affordable and
market-rate apartments/ retail space tor small
businesses, art studios, and many of Dubuque's
nonprofit.
Original elements of the old mill buildings, such as
open staircases, south-facing windows, and thick;
insulating exterior walls, showcase the district's
character while creating energy-efficient spaces.
District to catalyze its own redevelopment.
No longer geographically cut off from
downtown by vacant factories, Washington
Neighborhood residents can now easily walk,
bike, or ride the bus to Dubuque's central
business area, including the retail and social
services in the Caradco Building. As part of the
citywide sustainability initiative, community
groups in the Washington Neighborhood,
many of which have office space in the
Millwork District, have restored dozens of
homes, providing downtown housing options.
Other projects in the neighborhood, including
community gardens, parks, and public art,
have improved quality of life for residents.
The community has also reduced the flood
risk to over 1,100 flood-prone properties by
"daylighting" Bee Branch Creek, uncovering
and redirecting the creek so that it now
flows above ground. By restoring the creek
to its native path, the city avoided having to
spend millions of dollars to build new storm
sewers because the creek performed the same
function in a natural way. Daylighting the
creek not only saves money but provides
residents of nearby neighborhoods an
attractive community park.
The goals of Sustainable Dubuque have
come alive through these revitalized central
neighborhoods. The converted Caradco
Building and surrounding streetscape combine
environmentally friendly technologies and
complete streets with the reuse of existing
assets—an inherently sustainable approach. A
renewed feeling of community has emerged
as a result of the Millwork District's focus on
the arts through festivals, classes, and gallery
space. The mixed-income apartments and
single-family homes in both neighborhoods
bring people from all socioeconomic
backgrounds together downtown. By
catalyzing redevelopment of these great
places, Dubuque demonstrates that nothing is
more sustainable than strengthening existing
neighborhoo ds.
"I have lived in this
neighborhood since I
was 8 years old.
I have seen wfiaf it
was, and I can honestly
say that with the
programs and projects
in place, I have never
seen the homes and
neighborhood look
so good."
— Gary Garner
Washington Neighborhood Resident
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CHICAGO
METROPOLITAN
AGENCY FOR
PLANNING
METROPOLITAN
CHICAGO,
ILLINOIS
Policies, Programs, and Plans
GO TO 2040
GO TO 2040 is a policy-based regional plan and metropolitan Chicago's first
comprehensive plan since 1909. Developed by the Chicago Metropolitan Agency for
Planning (CMAP), it aims to help the region's 284 municipalities and seven counties
cope with common challenges and build a sustainable, prosperous future.
Partners:
Active Transportation Alliance
Center for Neighborhood
Technology
The Chicago Community Trust
Chicago Wilderness
Illinois Tollway
Metropolitan Mayors Caucus
Metropolitan Planning Council
Metropolis Strategies
Openlands
HUD-DOT-EPA Partnership for
Sustainable Communities
Regional Transportation
Authority-Chicago
Urban Land Institute - Chicago
World Business Chicago
For More Information:
Tom Gam'tano
Communications Director
Chicago Metropolitan Agency
for Planning
(312) 386-8609
tganritano@cmap.illinois.gov
CMAP was created, in part, as a reaction to
previously fragmented local and regional
planning. The goal was to develop a
single, wide-ranging, implementable, and
comprehensive regional plan that would
harmonize efforts among the many local
governments in the area. The region's
anticipated population growth of more than 2
million residents over the next three decades,
along with increasingly limited federal and state
resources, made this long-range planning effort
particularly important and pressing.
Actively engaging regional partners and local
stakeholders was integral to both development
and implementation of the plan. Municipal
leaders, nonprofit organizations, and private-
sector and philanthropic stakeholders from
across the region were involved in the three-year
plan development process. Working with these
organizations helped CMAP address a wide
variety of topics beyond traditional planning
and ensure buy-in from the business community.
CMAP also solicited feedback from more than
35,000 residents during its "Invent the Future"
public engagement campaign in summer 2009.
The resulting GO TO 2040 plan, adopted
unanimously by leaders across the region in
October 2010, is goal-oriented, practical, and
comprehensive. GO TO 2040 aims to create a
region where residents have more housing and
transportation options, more jobs closer to their
homes, more parks and open space, cleaner and
healthier water and air, and a better quality of
life. The plan focuses its 12 recommendation
areas under four themes: livable communities,
human capital, efficient governance, and regional
mobility. Each area includes specific actions that
the region's diverse communities could take.
GO TO 2040's implementation began
immediately. The day after the plan was
adopted, CMAP received a $4.25 million grant
from the federal Partnership for Sustainable
Communities to launch a Local Technical
Assistance Program. The program, supported
by many partner organizations, encourages
communities to think regionally in their local
planning efforts by providing them the tools
to implement GO TO 2040's vision. It focuses
on lower-income communities that would not
otherwise have planning resources. Since March
2011, more than 100 local projects have been
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a neighborhood plan, which proposed new
community gardens.
,s or thousands of Chicago-area residents
rticipated in the development of the GO TO
2040 plan through in-person community meetings
and interactive online tools.
GO TO 2040 is divided into 12 primary
recommendations, the first being achieving greater
livability through land use and housing.
initiated under this program, with almost half
already complete. Projects, many of which
are multijurisdictional, address a variety
of topics, including aging in place, green
infrastructure, and redeveloping vacant land.
In addition, CMAP's Local Ordinance and
Toolkits Program supplies model language
and guidance for communities to incorporate
creative approaches to common issues such as
transportation, arts, and local food planning.
CMAP has also led innovative policy work to
help implement the plan's recommendations.
The agency created a task force to analyze
state and local tax policies' implications
for land use and economic development
decisions—for example, examining how
certain tax classifications might impede
redevelopment. CMAP also analyzed the
region's freight and manufacturing clusters,
identifying important strategic advantages
and workforce, innovation, and infrastructure
challenges.
The agency works with partners to align
other investments in the region, including
philanthropic grants, with GO TO 2040.
CMAP is implementing performance-based
funding for regional and state transportation
projects to ensure limited resources are
invested to maximize the region's mobility,
quality of life, and economic vitality. CMAP
also tracks implementation of GO TO 2040,
working with the Chicago Community Trust
to develop MetroPulse, which tracks regional
indicators and creates community-specific
data snapshots.
GO TO 2040 is key to metropolitan
Chicago's future economic prosperity and
quality of life. The plan helps the region's
diverse communities, businesses, and civic
organizations ensure they are working
together toward a common vision.
"Through CMAP's Local
Technical Assistance
Program, we were able
to develop sustainability
indicators that will help
us track implementation
progress of our own plan,
which aligns with many
regional priorities set
forth in GO TO 2040."
— Gary Cuneen
Executive Director,
Seven Generations Ahead
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CITY OF
SACRAMENTO
SACRAMENTO,
CALIFORNIA
Partners:
California Pollution Control
Financing Authority
California Tax Credit Allocation
Committee
Domus Development
Sacramento Municipal Utility
District
Sacramento Regional Transit
For More Information:
Meea Kang
President
Domus Development
(415)856-0010
meea@domusd.com
Built Projects
La Valentino
Lying vacant for over 20 years, the area surrounding the Alkali Flat/La Valentina
light-rail station in downtown Sacramento was known for crime, blight, and
contamination. Former auto repair shops left the area polluted with dangerous
amounts of arsenic, mercury, and lead, and development in the area had all but
stopped. In 2007, a public-private partnership between the city of Sacramento and
Domus Development brought together community groups to address neighborhood
concerns and create a new vision for the area. From that vision came a 100 percent
affordable, mixed-use complex of two buildings next to the light-rail stop using
cutting-edge, energy-efficient features—La Valentina and La Valentina North.
When redevelopment planning began in
the Alkali Flat Neighborhood, residents
were initially skeptical. Years of crime and
blight left many doubtful that any plans for
revitalization would be successful, particularly
investments in affordable housing. However,
the city and Domus engaged residents in a
series of community meetings, explaining the
project's goals and potential. Eventually, it was
residents' preference for a mixture of housing,
commercial, and retail space that became the
basis for La Valentina's design.
Planning and zoning posed significant
challenges for La Valentina. Sacramento's
zoning laws had not been updated in nearly 50
years, allowing very limited residential infill
development. The developer worked with the
city to obtain dozens of permits and variances
to legalize the project. The city, in turn, took
what it learned from La Valentina and changed
its zoning code to permit and encourage infill
around the entire city.
Brownfield cleanup, energy efficiency, and
environmental health were priorities for
community residents and therefore key
factors in the vision for La Valentina. The
project site was a decades-old brownfield,
and its contamination had to be fully cleaned
up before any development could begin.
Domus used green technology and design
in construction, installing energy-efficient
heating and cooling systems and appliances
and open-air breezeways and staircases, to cut
down on energy consumption in the buildings.
Permeable paving and native, drought-tolerant
vegetation reduced stormwater runoff. La
Valentina North contains 18 highly energy-
efficient townhomes, with almost all of the
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La Valentino residents have easy access to light rail,
which can take them to jobs and services downtown
in less than 10 minutes.
Energy-efficient features integrated into the building,
such as awnings that shade windows, lower costs
and reduce energy consumption.
La Valentino's residents take advantage of i
amenities like free after-school care, public g
places, and a local fanners market—all on what
to be a polluted, empty lot.
energy required by residents and common
areas generated by the rooftop solar panels.
Proximity to transit, schools, parks, and
a weekly farmers market let residents get
around without having to drive, further
reducing energy consumption, air pollution,
and traffic congestion while saving people
money and encouraging healthy living.
Located near Sacramento's central business
district, one-third of La Valentina's 170
residents walk, bike, or take transit for their
daily commute—more than three times the
national average.
La Valentina is truly changing the Alkali
Flat Neighborhood. Crime is discouraged
through an increased pedestrian presence,
new businesses are opening, and residents
benefit from on-site social services like
free after-school care and adult continuing
education classes. Strategically placed
windows and balconies put eyes on the
street around the clock, preventing much
of the criminal activity that had been
prevalent in the area. Surrounding lots
are already slated for redevelopment,
heralding more economic vitality and
bringing new amenities and residents
to the neighborhood. With its focus
on affordability energy efficiency,
transportation choices, and brownfields
redevelopment, La Valentina is a model for
sustainable growth in a neighborhood with
more than its share of challenges.
"It feels really
good to be this
close to downtown.
Everything we need
is right here, so it's
great. We don't use
our car anymore,
because we don't
need to."
Jenny Anderson
Resident
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CITY OF
CHARLES CITY
CHARLES CITY,
IOWA
Partners:
AHTS Architects
Charles City Eagle Scoufe
Charles CHy Girl Scouts
Charles CHy Paris and
Recreation Board
ChariesCHy365.com
Circle K Communications
Floyd County
Iowa Department of Natural
Resources
Iowa Great Places Program
Iowa State University
Department of Landscape
Architecture
Nelson Engineering
MidAmerican Energy
Recreation Engineering and
Planning
For More Information:
Tom Brownlow
City Administrator
City of Charles City
(641)257-6300
tom@cHyofchariescHy.org
Plazas, Parks, and Public Places
Charles City Riverfront Park
After decades of fighting against the often-flooded Cedar River, Charles City transformed
it into an asset. Using land acquired through Federal Emergency Management Agency
(FEMA) flood buyouts, Charles City created a vibrant, inviting riverfront park with a
Whitewater course. Capitalizing on the river's natural features to help prevent future
flooding, Charles City turned the river from an obstacle into an ecological and social
benefit. Members of the community were involved in the design and construction of the
park, creating a space for people to reconnect with the river. Riverfront Park is a model
of how to strategically use flooded properties to create a sustainable, economically
valuable amenity for the environment and the community.
The Cedar River runs through the heart of
Charles City, crossing directly under historic
Main Street and flowing past Charles City's
downtown neighborhoods. Despite this central
location, open green space on the river banks
remained largely unused due to persistent
flooding and lack of easy access for recreation.
FEMA bought the land through its buyout
program, which purchases flooded properties
from owners and allows empty lots to become
open public space. In 2006, the city's Parks and
Recreation Board began a redevelopment plan
to encourage use of the area and maintain a
natural environment to mitigate flood risks and
generate economic activity.
The board engaged the community in the
planning process. Previous plans from students
at Iowa State University were included as
options for the riverfront redevelopment. One
of the most popular ideas was proposed by
a local kayak and paddle enthusiast: create a
multi-functional recreational space that would
include the first Whitewater course in the state
of Iowa. Planning halted in 2008, however,
when the Cedar River flooded to record levels,
destroying homes along the river banks.
Despite limited resources and competing
financial interests, leaders in Charles City
remained committed to the residents' vision for
a multi-use park. By June 2010, with restored
grant funding, the first phases of construction
began. In the river itself, hydrologists
minimized swimming safety hazards and flood
risks by installing in-stream features that also
improved the river's health for local fish species
and provided safer access for fishing. New
paths now connect the park to downtown and
link to existing trails and major intersections,
letting pedestrians walk directly to the park and
other downtown amenities, such as a grocery
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* H
G>mmunHy organizations, school groups, ai
volunteers helped build and design elements of
Riverfront Park. Eagle Scouts built a retaining wall to
help mitigate flooding.
e Charles CHy Whitewater Course attracts
kayakers and tourists, helping people reconnect with
the river and adding to the local economy.
Playground equipment was built using natural
materials that protect the area from flooding while
providing fun features for lads to explore.
store, post office, and city hall. Subsequent
federal funds allowed the community to
extend this path to a neighboring affordable
housing complex, improving river access for
residents.
Stormwater mitigation features, like the
stormwater fountain and ravine play area,
create landscape sculptures that slow water
flow and trap sediment before it enters
the watershed. The stormwater fountain
uses existing curbs and drain pipes to slow
stormwater flows and disperse water when
it rains. The ravine play area increases the
river's capacity for flooding by eliminating
the steep bank while creating gently sloping
riverfront access. The park has been so
popular that the community organized
a committee to continue developing the
original master plan, adding a labyrinth and
amphitheater in 2011. Eagle Scouts donated
time and effort constructing retaining walls
and a disc-golf course, and volunteer groups
are installing a rain garden and children's
memorial.
Incremental investment in the park by the
city and local stakeholders has resulted
in renewed interest and new events along
the river. Local business owners have felt
the impact, with increases in pedestrian
and bicycle traffic bringing new economic
activity to downtown. People from all over
the country have flocked to Charles City as
a kayaking destination, and the new public
spaces such as the natural play area, fountain,
and picnic area have brought local residents
back to the river. Charles City Riverfront
Park has helped reap civic, economic, and
ecological rewards while respecting the city's
most underused amenity—the Cedar River.
"The Riverfront Project
in Charles City has been
a great addition to our
family's quality of life.
As a grandmother of six,
it has been a blessing to
know they have occupied
themselves not only with
the wafer features but
also with the awesome
fishing now available."
—Christine Guthart
Resident
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DETROIT CITY
PLANNING
COMMISSION
DETROIT,
MICHIGAN
Partners:
Chandler Park Neighborhood
Association
Church of the Messiah
Nonprofit Housing
Corporation
Community Development
Advocates of Detroit
Creebide Community
Development Corporation
Data Driven Detroit
Detroit Catholic Pastoral
Alliance
Erb Family Foundation
Fellowship Nonprofit Housing
Corporation
Genesis HOPE Community
Development Corporation
Jefferson East, Inc.
Smith Group JJR
University of Michigan
The Villages Community
Development Corporation
Warren/Conner Development
Coalition
For More Information:
Maggie DeSantis
President
Warren/Conner Development
Coalition
(313)331-3287
mdesantis@wanrenconner.org
Policies, Programs,
and Plans
Lower Eastside
Action Plan
For decades, the residents of Detroit's Lower Eastside Neighborhood watched the homes, people,
and businesses in their community gradually disappear. By 2010, the formerly vibrant neighborhood
had the largest number of vacancies in the city. However, a group of local community development
organizations knew residents just needed some direction and planning assistance to start making
positive change. They created the Lower Eastside Action Plan (LEAP) and planning process designed to
engage residents in making decisions on their neighborhood's future, stabilizing the thriving areas still
left, and transforming vacant properties to improve quality of life.
LEAP started with the assumption that parts of the Lower Eastside might not repopulate, so for
revitalization to occur, the community must salvage the few remaining vibrant areas and find a new
purpose for vacant spaces. With support from community foundations
and public-private partnerships, LEAP amassed a team of residents,
business leaders, public-sector partners, and technical experts
working pro bono to engage in a planning process. The first step was
training residents to take surveys and map the area. Technical experts
presented information monthly to a residents' Stakeholder Advisory
Group, which helped analyze data, facilitate discussions, and develop
new visions for the neighborhood. After months of discussions, the
group created a Future Directions plan and took it back out to the
community for input. LEAP project managers estimated that more
than 7,000 residents participated, and many are now helping to
implement the Future Directions projects.
As the LEAP plan was being developed, Detroit was undergoing a
citywide planning process and incorporated LEAP'S work into the
city's master plan. Two other neighborhoods are using the LEAP
model and creating similar plans, which the city will also incorporate.
LEAP shows the value of deep resident engagement in local planning
and how neighborhood planning can help improve a city.
"We in ffie community
were welcomed as
valued partners in
the process. We came
to the table with city
administrators, urban
planners, academics,
and architects to create
an exciting, workable
plan that improves the
quality of our lives."
—Barb Martin
Resident and Member of
Crane Street Block Club
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NEW YORK CITY
DEPARTMENT
OF HOUSING
PRESERVATION
& DEVELOPMENT
THE BRONX,
NEW YORK
Partners:
Bronx Borough President
Calvert Foundation
Dattner Architects
Federal Home Loan Bank of NY
Grimshaw Architects
Jonathan Rose Companies
Lee Weintraub Landscape
Architecture LLC
Lettire Construction
New York CHy Council
NYC Housing Development
Corporation
NY State Affordable Housing
Corporation
NY State Department of
Environmental Conservation
NY State Energy Research &
Development Authority
NY State Homes & Community
Renewal
Phipps Houses
For More Information:
Jenny Wu
Project Manager
Jonathan Rose Companies
(917)542-3624
jwu@rosecompanies.com
Built Projects
Via Verde
Via Verde's rooftops serve residents by providing trash
produce in community gardens, places to socialize in
public spaces, and energy through solar panels.
Via Verde, a LEED Gold, mixed-income, 222-unit housing development in the Bronx, sets a new
standard for how design and energy efficiency can help improve residents' health and create a sense
of community. The project, a partnership between the New York Department of Housing Preservation
and Development and private and nonprofit developers, sits on a cleaned up former rail yard in a
low-income neighborhood. Via Verde's location near subway and bus lines, plus innovative design and
attention to residents' needs, can be a model for other developments.
Via Verde's features promote health and a strong sense of community among residents. The 151 low-
income rental apartments and 71 owner-occupied townhomes are arranged around a central courtyard
with an amphitheater and playground. The rooftop is built as a series of terraces with vegetable
gardens, gathering areas, green spaces, and an exercise route around the entire complex. There is
also a medical clinic on the ground floor that serves the entire neighborhood. Via Verde incorporates
various strategies to use energy 30 percent more efficiently than standard buildings. Low-tech
approaches include the building's terraced design, which provides maximum natural light and outdoor
access, cross-ventilation to keep apartments cool with natural
airflows, and natural lighting in stairwells and common areas.
More technologically advanced elements include photovoltaic
panels, high-efficiency mechanical systems, green roofs, and
energy-conserving appliances. In addition, the buildings were
constructed with green materials.
Via Verde's impact goes beyond its residents, or even its
neighborhood. The city planning department used its permitting
experience with Via Verde to create new green zoning rules,
making it easier to use green design features throughout New
York City. These zoning changes are expected to help the city
meet its greenhouse gas reduction goals while saving residents
and building owners citywide up to an anticipated $800 million
on energy bills each year.
"Tfie emphasis at Via
Verde on healthy living
and rooftop gardening
has made it easier to
maintain a healthy diet
that has us both fitter
and healthier than we've
been in years."
—Emmitt and Barbara Thrower
Residents
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Past Winners
ARIZONA
• City of Tempe—Smart Growth and
Green Building (2009)
CALIFORNIA
• City of Pasadena Planning and
Development Department—Policies
and Regulations (2005)
• Sacramento Area Council of
Governments—Community
Outreach and Education (2004)
• City and County of San Francisco—
Civic Places (2010)
• San Francisco Housing Authority
and Mercy Housing California —
Equitable Development (2008)
• City/County Association of
Governments of San Mateo
County—Policies and Regulations
(2002)
• City of Santa Cruz Department
of Housing and Community
Development—Policies and
Regulations (2004)
• Department of the Navy—SW
Division (San Diego)—Built Projects
(2003)
• City of Lancaster—Overall
Excellence (2012)
• Metropolitan Transportation
Commission (Bay Area) —Programs
and Policies, Honorable Mention
(2012)
COLORADO
• Town of Breckenridge Planning
Department—Built Projects (2002)
• Denver Urban Renewal
Authority—Overall Excellence (2005)
• City of Lakewood and Lakewood
Reinvestment Authority—Built
Projects (2005)
• Denver Housing Authority—
Equitable Development (2012)
18
CONNECTICUT
• Town of Redding—Small
Communities (2005)
FLORIDA
• City of Orlando—Military Base
Redevelopment (2005)
• The Housing Authority of the
City of Fort Lauderdale—Equitable
Development, Honorable Mention
(2012)
GEORGIA
• Atlanta Regional Commission—
Policies and Regulations (2008)
• Georgia Department of Community
Affairs-Office of Quality Growth—
Community Outreach and Education
(2003)
ILLINOIS
• Chicago Department of Planning
and Development—Equitable
Development (2006)
• Chicago Housing Authority—Built
Projects (2009)
• Town of Normal—Civic Places
(2011)
KANSAS
• City of Wichita—Built Projects
(2006)
MAINE
• Gateway 1 Communities and Maine
Department of Transportation—
Rural Smart Growth (2010)
MARYLAND
• Baltimore City Department
of Housing and Community
Development—Smart Growth and
Green Building (2010)
• Silver Spring Regional Center—
Overall Excellence (2008)
MASSACHUSETTS
• Town of Barnstable—Waterfront and
Coastal Communities (2007)
• Massachusetts Office for
Commonwealth Development—
Overall Excellence (2006)
• Massachusetts Executive Office of
Environmental Affairs —Community
Outreach and Education (2002)
• Urban Edge Housing
Corporation-Buffi Projects (2008)
MINNESOTA
• Metropolitan Council (Minneapolis-
St. Paul)-OverallExcellence (2003)
MISSOURI
• City of St. Louis and the Old North
St. Louis Restoration Group —
Overall Excellence (2011)
NEW MEXICO
• City of Albuquerque—Smart
Growth and Green Building (2011)
• San Juan Pueblo Office of the
Governor—Small Communities
(2004)
NEWYORK
• Borough of Manhattan—Equitable
Development (2007)
• New York City Departments of
Transportation, Health, Design and
Construction, and City Planning—
Overall Excellence (2010)
• University at Buffalo School of
Architecture and Planning—Main
Street or Corridor Revitalization,
Honorable Mention (2012)
NORTH CAROLINA
• Charlotte Department of
Transportation—Policies and
Regulations (2009)
• Town of Davidson Planning
Department—Overall Excellence
(2004)
• City of Greensboro Department
of Housing and Community
Development—Built Projects (2004)
• City of Raleigh and Wake County
Public School System—Public
Schools (2003)
OHIO
• Cuyahoga County Treasurer's
Office—Policies and Regulations
(2003)
OREGON
• Housing Authority of Portland —
Overall Excellence (2007)
• Metro (Portland) —Programs,
Policies, and Regulations (2010)
PENNSYLVANIA
• Lancaster County Planning
Commission—Overall Excellence
(2009)
• Pennsylvania Department of
Community and Economic
Development—Policies and
Regulations (2006)
SOUTH DAKOTA
• Miner County Development
Corporation and the Rural Learning
Center-Rum/ Smart Growth (2011)
TEXAS
• City of El Paso—Programs, Policies,
and Regulations (2011)
VERMONT
• City of Winooski—Small
Communities (2006)
• State of Vermont—Policies and
Regulations (2007)
• Vermont Housing and
Conservation Board—Main Street or
Corridor Revitalization (2012)
VIRGINIA
• Arlington County—Overall
Excellence (2002)
• City of Portsmouth—Programs and
Policies (2012)
WASHINGTON
• Seattle Housing Authority—Built
Projects (2007)
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Noreen Beatley
Healthy Housing Solutions
Chris Beck
U.S. Department of Agriculture
Cooper Martin
American Institute of Architects
Deeohn Ferris
Sustainable Community Development Group
Chris Forinash
Institute for Sustainable Communities
Michael Freedberg
U.S. Department of Housing and
Urban Development
Front Cover - Atlanta, GA
Christopher T. Martin
How Smart Growth Protects the
Environment
Page 4, top: Christopher T. Martin
Page 4, bottom: Chicago Metropolitan Agency
for Planning
Page 5, top left: Charles City Press
Page 5, top right: Dave Adams
Page 5, bottom: City of Dubuque
Acknowledgments
THANKS TO OUR REVIEW PANEL MEMBERS:
David Goodman
City of Arlington, Virginia
Liz Guthrie
American Society of Landscape Architects
Julia Koster
National Capital Planning Commission
Richard Lukas
The Trust for Public Land
Rick Reinhard
Downtown D.C. Business Improvement District
Brett Schwartz
National Association of
Development Organizations
Photo Credits
Award Winners
Overall Excellence - Atlanta, GA (page 7)
Left: EPA
Middle and right: Christopher T. Martin
Corridor or Neighborhood Revitalization -
Dubuque, IA (page 9)
All photos: EPA
Policies, Programs, and Plans -
Chicago, IL (page 11)
Left: Lockport Township Park District
Middle and right: Chicago Metropolitan
Agency for Planning
Stewart Schwartz
Coalition for Smarter Growth
Darren Smith
National Association of Realtors
Alex Tyson
U.S. Department of Transportation
Jess Zimbabwe
Urban Land Institute
Mariia Zimmerman
MZ Strategies
Built Projects - Sacramento, CA (page 13)
Left: Bruce Damonte
Middle and right: EPA
Plazas, Parks, and Public Places -
Charles City, IA (page 15)
Left: Kevin and Sara Hemann
Middle: Charles City Press
Right: EPA
Honorable Mentions
Policies, Programs, and Plans -
Detroit, MI (page 16)
Jefferson East, Inc.
Built Projects - The Bronx, NY (page 17)
David SundberglEsto
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Smart Growt
Printed on
3% post-consumer waste using vegetable-
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