ThePLAN

using our past to build our future

B I R M I N G H A M

VOLUME 1—THE PLAN

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CITY OF BIRMINGHAM COMPREHENSIVE PLAN OUR CITY | OUR VOICE | OUR PLAN

UNITED FOR THE GOOD OF THE CITY MAYOR WILLIAM A. BELL. SR.

GOODY CLANCY ARCHITECTURE PLANNING PRESERVATION

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CITY OF BIRMINGHAM COMPREHENSIVE PLAN

City of Birmingham, Alabama

Mayor William A. Bell, Sr.

Birmingham Planning Commission

Adoption by the Birmingham Planning Commission: October 2, 2013 – Comprehensive Plan without Future Land Use Plan Maps February 5, 2014 – Future Land Use Plan Maps

CONSULTANT TEAM

Goody Clancy | Boston, MA with Kittelson & Associates | Baltimore, MD Mt. Auburn Associates | Somerville, MA KPS Group | Birmingham, AL Enclave | Birmingham, AL NHB Group | Birmingham, AL Bloc Global | Birmingham, AL Khafra | Birmingham, AL

Acknowledgements

CITY OF BIRMINGHAM

Mayor William A. Bell, Sr. Virginia Williams, Director of Capital Projects

DEPARTMENT OF PLANNING, ENGINEERING, AND PERMITS Andre Bittas, Director Tom Magee, Chief Planner Doug Hale, Principal Planner

Planning staff: Michael Ward Jason Hjetland Donald Wilborn Timothy Gambrel Tracey Hayes Phil Turkett

BIRMINGHAM PLANNING COMMISSION David Fleming, Chairman

Elizabeth Barbaree-Tasker Jennifer Clarke Dr. Doug Ragland James Steele Lawrence Walker Linda Nelson Brian Ruggs Keith Ray Patty Pilkerton Patrick Bodden Dr. Brian Johnson

BIRMINGHAM CITY COUNCIL Roderick Royal, President Steven Hoyt, President Pro Tempore

Valerie Abbott Johnathan Austin Maxine Herring Parker Kim Rafferty Jay Roberson Lashunda Scales Carole Smitherman

CITIZEN PARTICIPATION

COMPREHENSIVE PLAN STEERING COMMITTEE Charlie Williams Deborah Blalock Faye Oates Phillip Morris Chris Boehm Terry Smiley Michelle Amaral Darrell Howard Tad Snider Dr. Henry Panion Valerie Wilson Jeremy Erdreich Andre Natta Joseph Baker Curtis Anthony David Germany Duer Sharp William Robertson Sheila Chaffin Bobbie Knight Karen Rolen Teri Chafin Carol Clarke Dr. Brian Sims Adrienne Mitchell Edwin Marty Fraser Rolen Buddy Palmer Bunny Stokes Sara Hamlin Isabel Rubio A. Michelle Clemon Camille Spratling Cheryl Morgan Keith Johnston Selena Rodgers Jim Hansen Tammy Cohen Martha Emmett Joseph M. Hollis Don Erwin

COMPREHENSIVE PLAN WORKING GROUPS Thank you to all local professionals, City staff members, and community advocates who participated in working groups and took time to review draft chapters of the Comprehensive Plan.

COMMUNITY ENGAGEMENT PARTNERS Thank you - for meeting spaces and assistance in reaching out to residents and other stakeholders:

Birmingham Public Library Birmingham City Schools Boutwell Municipal Auditorium Birmingham Museum of Art Birmingham Business Alliance REV Birmingham REV/Main Street Birmingham Birmingham Water Works Birmingham CrossPlex Birmingham Parks & Recreation Local Businesses Neighborhood Leaders

THANK YOU to all the citizens, neighborhood and business leaders, community advocates, and stakeholders who participated in creating this Comprehensive Plan by attending public meetings and engaging with one another, by sharing your experience and knowledge of Birmingham through interviews and meetings with the planning team, and by expressing your commitment to Birmingham’s future. Everyone can be part of putting this plan into action!

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Contents

Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

How to Use This Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

VOLUME 1 The Plan

PART I—SETTING THE STAGE

Chapter 1 — Vision and Principles

• 21st-Century Birmingham: A Vision for the City. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1.3
• Principles to Guide the Comprehensive Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1.5

Chapter 2 — The Community Speaks

• Community—Based Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.3

  Committee Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.3 Public Outreach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.3 Citywide Visioning Forum. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.4 Community of Place Workshops . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.10 Community of Interest Workshops . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.11 Open Houses. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.19 Citywide Forum on the Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.22 Public Review and Adoption . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.25

Chapter 3 — Understanding Birmingham Today

• The City of Birmingham and 21st-Century Trends. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3.2
• Trends at a Glance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3.7
• Population and Land Use Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3.12
• Green Systems and Sustainability. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3.24
• Housing and Neighborhoods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3.30
• Prosperity and Opportunity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3.41
• Strengthening City Systems and Networks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3.46
• Fiscal Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3.56
• 21st-Century Birmingham: Planning for a New Future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3.56

PART II—GREEN SYSTEMS

Chapter 4 — Natural Resources and Environmental Constraints

• Goals and Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.2
• Findings and Challenges. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.3
• What the Community Said . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.4
• Topography, Geology, and Landscape Character . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.4

  Hydrology. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.5 Air Quality. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.8 Habitats and Biodiversity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.9 Urban Forest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.11 Conservation and Environmental Quality Organizations . . . . . . . . . . . . . . . . . . . . . . . . . 4.13 Green Infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.14

• Recommendations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.16 GOAL 1—COMPREHENSIVE GREEN INFRASTRUCTURE . . . . . . . . . . . . . . . . . . . . . . . . . . 4.16 GOAL 2—REINVESTMENT IN EXISTING COMMUNITIES . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.22 GOAL 3—MEETING CLEAN AIR STANDARDS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.24 GOAL 4—MEETING CLEAN WATER STANDARDS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.26
• Getting Started . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.29

Chapter 5 — Open Space, Parks and Recreation

• Goals and Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.2
• Findings and Challenges. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.3
• What the Community Said . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.4
• Parks and Open Space System. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.4

  The Olmsted Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.4 Coal Mines to Zip Lines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.5 City of Birmingham Parks System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.6 Parks Organizations and Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.10

• Recommendations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.13 GOAL 1—ENSURING PARK ACCESSIBILITY FOR ALL RESIDENTS . . . . . . . . . 5.13 GOAL 2—SAFE AND WELL—MAINTAINED CITY PARKS AND RECREATION FACILITIES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.16 GOAL 3—ACCESS TO CITY’S MAJOR NATURAL AMENITIES . . . . . . . . . . . . . . . . . . . . . . 5.20
• Getting Started . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.22

Chapter 6 — Sustainability and Green Practices

• Goals and Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6.2
• Findings and Challenges. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6.3
• What the Community Said . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6.4
• What is Sustainability? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6.4

  Sustainability Challenges. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6.4 Community Health . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6.6 Benefits of Sustainability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6.8 Local Initiatives and Organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6.9

• Recommendations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6.10 GOAL 1—CITY OPERATIONS AS A MODEL OF EFFICIENCY . . . . . . . . . . . . . . . . . . . . . . 6.10 GOAL 2—REINVESTMENT IN EXISTING COMMUNITIES . . . . . . . . . . . . . . . . . . . . . . . . . . 6.14 GOAL 3—SUSTAINABLE PLANNING AND DESIGN. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6.18 GOAL 4—EFFORTS TO REDUCE AIR POLLUTION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6.22
• Getting Started . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6.24

PART III—NEIGHBORHOODS, HOUSING AND COMMUNITY RENEWAL

Chapter 7 — Neighborhoods, Historic Preservation and Housing

• Goals and Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7.2
• Findings and Challenges. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7.3
• What the Community Said . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7.5
• Understanding Neighborhoods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7.5
• Recommendations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7.8 GOAL 1—INVESTMENTS TO IMPROVE QUALITY OF LIFE . . . . . . . . . . . . . . . . 7.8 GOAL 2—DEVELOPMENT OF URBAN VILLAGES . . . . . . . . . . . . . . . . . . . . . . 7.12 GOAL 3—NEIGHBORHOODS HAVE A GOOD PUBLIC IMAGE . . . . . . . . . . . . . 7.18 GOAL 4—CITIZEN PARTICIPATION PLAN IMPROVEMENTS . . . . . . . . . . . . . . 7.18 GOAL 5—MAINTAIN AND ENHANCE HISTORIC DISTRICTS . . . . . . . . . . . . . . 7.20 GOAL 6—HISTORIC PRESERVATION SUPPORTS COMMUNITY RENEWAL . 7.22 GOAL 7—COMPREHENSIVE HOUSING POLICY TO SUPPORT QUALITY NEIGHBORHOODS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7.26 GOAL 8—HOUSING THAT IS CODE COMPLIANT AND IN GOOD CONDITION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7.30 GOAL 9—QUALITY HOUSING FOR ALL AGES AND ALL INCOMES . . . . . 7.31
• Getting Started . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7.33

Chapter 8—Community Renewal

• Goals and Policies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8.2
• Findings and Challenges. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8.2
• What the Community Said . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8.3
• Recommendations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8.3
• Special Strategies and Considerations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8.7 GOAL 1—BLIGHT IS SUBSTANTIALLY ELIMINATED IN BIRMINGHAM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8.9 GOAL 2—CREATION OF LAND BANK AND REDEVELOPMENT AUTHORITY. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8.12 GOAL 3—STRATEGIC AND COMPREHENSIVE REDEVELOPMENT . . . . . 8.14
• Getting Started . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8.21

PART IV—PROSPERITY AND OPPORTUNITY

Chapter 9 — Growing Economic Base Industries

• Goals and Policies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9.2
• Findings and Challenges. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9.3
• What the Community Said . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9.4
• Recommendations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9.4 GOAL 1—A DIVERSIFIED, KNOWLEDGE—DRIVEN ECONOMY . . . . . . . . 9.5
• The Health Care Industry. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9.5
• Manufacturing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9.7
• Tourism. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9.9
• Distribution. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9.12
• The Financial Services Industry. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9.13
• Life Sciences Research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9.15
• Life Sciences Industry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9.17
• Medical—related Industry Niches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9.19 GOAL 2—CITY FOCUS ON ECONOMIC DEVELOPMENT . . . . . . . . . . . . . . 9.20
• Getting Started . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9.20

Chapter 10 — Reinforcing the Building Blocks of the Economy

• Goals and Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10.2
• Findings and Challenges. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10.4
• What the Community Said . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10.5
• Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10.5 GOAL 1—ALL STUDENTS GRADUATE FROM HIGH SCHOOL . . . . . . . . . . . 10.5 GOAL 2—A WORKFORCE DEVELOPMENT SYSTEM . . . . . . . . . . . . . . . . . . 10.9 GOAL 3—SUPPORTIVE SERVICES ARE IN PLACE TO ASSIST WORKERS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10.13 GOAL 4—A STRONG ENTREPRENEURIAL ENVIRONMENT . . . . . . . . . . . .10.14 GOAL 5—OPPORTUNITIES TO DEVELOP BUSINESSES . . . . . . . . . . . . . . .10.17 GOAL 6—BIRMINGHAM IS A COMMUNITY OF CHOICE FOR WORKERS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10.20 GOAL 7—LOCAL GOVERNMENT POLICIES ARE FAIR AND EFFICIENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10.21 GOAL 8—REUSE OF VACANT INDUSTRIAL SITES . . . . . . . . . . . . . . . . . . .10.24 GOAL 9—MODERN INFRASTRUCTURE MEETS BUSINESS NEEDS . . . . 10.25
• Getting Started . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10.27

Chapter 11 — Sustaining Downtown

• Goals and Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11.2
• Findings and Challenges. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11.3
• What the Community Said . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11.4
• Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11.4
• Downtown Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11.4
• Real Estate Market Conditions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11.5
• The Twelve Step Program for Downtown Revitalization . . . . . . . . . . . . . . . . 11.5
• Downtown Sub—districts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11.8 GOAL 1—DOWNTOWN IS A THRIVING MIX—USE CENTER . . . . . . . . . . 11.11 GOAL 2—DOWNTOWN IS A SAFE, FUN, AND EXCITING PLACE TO LIVE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11.16 GOAL 3—DOWNTOWN IS A DIVERSE MIX OF CULTURAL/ ENTERTAINMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11.18 GOAL 4—DOWNTOWN IS MADE UP OF CONNECTED DISTRICTS . . . . 11.20 GOAL 5—DOWNTOWN HAS A STRONG LEADERSHIP ORGANIZATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11.26
• Getting Started . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11.27

PART V—STRENGTHENING CITY SYSTEMS AND NETWORKS

Chapter 12 — Getting from Here to There: Transportation and Mobility • Goals and Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12.2 • Findings and Challenges. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12.3 • What the Community Said . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12.5 • Transportation Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12.5 • Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12.24 GOAL 1—TRANSPORTATION SYSTEMS HELP CREATE URBAN LIVABILITY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12.24 GOAL 2—COMPLETE BICYCLE AND PEDESTRIAN NETWORKS . . . . . . 12.34 GOAL 3—TRANSIT SYSTEM IS FAST, EFFICIENT AND DEPENDABLE . . 12.38 GOAL 4—STREETS AND SIDEWALKS ARE ACCESSIBLE AND MAINTAINED . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12.42 GOAL 5—STATE-OF-THE-ART INTERCITY PASSENGER TRAVEL AND FREIGHT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12.43 • Traffic Calming & Active Transportation Safety Toolbox . . . . . . . . . . . . 12.45 • Street Sections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12.57

Chapter 13 — Supporting Public Facilities, Services and Infrastructure • Goals and Policies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13.2 • Findings and Challenges. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13.3 • What the Community Said . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13.6 • Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13.6 GOAL 1—CITY HAS STATE-OF-THE-ART INFORMATION SOURCES . . . 13.6 GOAL 2—PUBLIC SAFETY DEPARTMENTS MEET BEST-PRACTICES STANDARDS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13.7 GOAL 3—WATER AND SEWER THAT MEETS LONG-TERM NEEDS . . . 13.9 GOAL 4—STORMWATER-MANAGEMENT BEST PRACTICES . . . . . . . . 13.10 GOAL 5—MITIGATE ENVIRONMENTAL HAZARDS . . . . . . . . . . . . . . . . . 13.16 GOAL 6—CITY FACILITIES ARE MODELS OF RESOURCE EFFICIENCY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13.16 GOAL 7—MINIMIZED CITY FUNDING FOR CULTURAL FACILITIES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13.22 GOAL 8—TWENTY PERCENT REDUCTION IN SOLID WASTE LEVELS BY 2030. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13.22 GOAL 9—AN EFFECTIVE AND WELL-REGARDED SCHOOL SYSTEM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13.23 • Getting Started . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13.25

PART VI—FROM PLAN TO ACTION

Chapter 14 — Future Land Use, Regulations and Urban Design

• Goals and Policies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14.2
• Findings and Challenges. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14.3
• What the Community Said . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14.4
• Recommendations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14.4
• Land Use Patterns . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14.4
• Existing Land Use Patterns . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14.5
• Land Use Policy and Patterns . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14.7
• Land Use Issues and Future Land Use Approach . . . . . . . . . . . . . . . . . . . 14.8
• Zoning and Development Regulations . . . . . . . . . . . . . . . . . . . . . . . . . . . 14.12 GOAL 1—DEVELOPMENT PATTERN OF DOWNTOWN, URBAN VILLAGES, AND GREEN NETWORK. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14.16

  Strategic Policy Map . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14.17 Future Land Use Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14.19 GOAL 2—ZONING AND DEVELOPMENT REGULATIONS AND PROCEDURES REFLECT THE COMPREHENSIVE PLAN . . . . . . . . . . . . . . . . . . . . 14.22 Best Practices Characteristics of Modern Zoning Codes . . . . . . . . . . . . 14.22 Concept Plans:

  • Woodlawn Urban Village and Strategic Opportunity Area . . . . . . . . . . . 14.30
  • Five Points West Urban Village and Strategic Opportunity Area . . . . . 14.32
  • Parkway East Vision and Strategic Opportunity Area . . . . . . . . . . . . . . 14.34 GOAL 3—EXCELLENT URBAN DESIGN QUALITY . . . . . . . . . . . . . . . . . . . . . . . . . . 14.37
• Getting Started . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14.39

Chapter 15 — Stewardship and Implementation of the Plan

• Goals and Policies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15.2
• Findings and Challenges. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15.2
• What the Community Said . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15.3
• Recommendations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15.3
• Purpose of Plan to Organize for Action . . . . . . . . . . . . . . . . . . . . . . . . . . 15.3
• Stewardship of the Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15.3
• Planning Commission and the Department of PE&P. . . . . . . . . . . . . . . . . 15.4 GOAL 1—REGULAR REVIEW OF PLAN IMPLEMENTATION PROGRESS .15.5 GOAL 2—INCORPORATION OF COMPREHENSIVE PLAN IN DECISION-MAKING. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15.6 GOAL 3—INTERNAL AND EXTERNAL ACCOUNTABILITY . . . . . . . . . . . . . . . . . . . 15.8 GOAL 4—RESOURCES TO PROVIDE SERVICES AND PROGRAMS FOR REVITALIZATION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15.9
• Implementation and Action Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15.12
• Implementation Tools. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15.12
• Implementation Matrices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15.14

VOLUME 2—Appendix

I — Future Land Use Plan by Community

• Figure A.1: Future Land Use
• Figure A.2: Airport Hills Future Land Use
• Figure A.3: Brownville Future Land Use
• Figure A.4: Cahaba Future Land Use
• Figure A.5: Crestline Future Land Use
• Figure A.6: Crestwood Future Land Use
• Figure A.7: East Birmingham Future Land Use
• Figure A.8: East Lake Future Land Use
• Figure A.9: East Pinson Valley Future Land Use
• Figure A.10: Ensley Future Land Use
• Figure A.11: Five Points West Future Land Use
• Figure A.12: Grasselli Future Land Use
• Figure A.13: Huffman Future Land Use
• Figure A.14: North Birmingham Future Land Use
• Figure A.15: Northside Future Land Use
• Figure A.16: Pratt Future Land Use
• Figure A.17: Red Mountain Future Land Use
• Figure A.18: Roebuck – South East Lake Future Land Use
• Figure A.19: Smithfield Future Land Use
• Figure A.20: Southside Future Land Use
• Figure A.21: Southwest Future Land Use
• Figure A.22: Titusville Future Land Use
• Figure A.23: West End Future Land Use
• Figure A.24: Woodlawn Future Land Use

II — Market Reports for Five Locations

• Carraway-Norwood Community Redevelopment Market Report
• Ensley Community Redevelopment Market Report
• Five Points West Community Redevelopment Market Report
• Parkway East Community Redevelopment Market Report
• Woodlawn Community Redevelopment Market Report

III — Blight Elimination and Code Enforcement Tools

• How Community Progress Can Help You, Center for Community Progress
• Turning Vacant Spaces into Vibrant Spaces, Center for Community Progress
• City of New Orleans Code Enforcement Update, January 14, 2013
• Real Estate Market Analysis, The Reinvestment Fund
• Re-Imagining Cleveland: Ideas to Action Resource Book
• Re-Imagining Cleveland: Vacant Land Re-Use Pattern Book
• REO and Beyond: The Aftermath of the Foreclosure Crisis in Cuyahoga County, OH.
• Managing Foreclosures and Vacant Properties
• Smart Management and the Turnaround of a City
• Should the Site be Preserved?

IV — Community Audit and Sustainability Tools

• STAR Community Rating System
• Sustainable Design and Green Building Toolkit for Local Governments
• A Citizen’s Guide to Phytoremediation
• Selecting and Using Phytoremediation for Site Cleanup

V — Arts and Culture in Redevelopment

• Creative Placemaking
• Culture Clash: Addressing Conventional Urban Challenges Through Unconventional Partnerships
• Developing Artist-Driven Spaces in Marginalized Communities

VI — Foundation and Grant Resources

• Cities for Financial Empowerment

  About CFE Coalition How We Work

• Enterprise
• Local Initiatives Support Corporation

  Building Sustainable Communities

• Surdna Foundation

  Environmental Grant Guidelines Strong Local Economies Grant Guidelines Thriving Cultures Grant Guidelines

• W.K. Kellogg Foundation

  Growing Communities Where All Children Thrive

• Ford Foundation

  Connecting People to Opportunity Expanding Access to Quality Housing Promoting Metropolitan Land-Use Innovation

• Code for America

  What We Can Do For Your City

• Reconnecting America

  Possible Funding Sources for Sustainable Communities

VII — Conference for Birmingham Neighborhoods Resources

• Suggestions for the Birmingham Neighborhoods Conference

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CITY OF BIRMINGHAM COMPREHENSIVE PLAN:

People, Prosperity, Place, Partnership, Performance

WHY WE DEVELOPED THIS PLAN

This is the City of Birmingham's first full comprehensive plan since 1961 and the first comprehensive plan based on a community process. With community consensus behind it, the 2012 City of Birmingham Comprehensive Plan puts the city on a new strategic path for the 21st century towards a renaissance of city neighborhoods, a strong economy with more jobs, and more opportunity and quality of life for all.

HOW WE DEVELOPED THIS PLAN

The City of Birmingham Comprehensive Plan was developed through a process of broad public participation by citizens, business owners and other stakeholders. The planning process touched over 2,300 people whether through citywide forums, workshops in different parts of the city, topical workshops, or open house events. Stakeholders from all walks of life gave many hours of their time to serve on the Steering Committee that helped shape the plan.

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HOW WE'LL PUT THE PLAN TO WORK

The purpose of planning is to get to action. The Comprehensive Plan includes a detailed implementation plan setting out the What, How, Who, and When for specific actions to achieve the goals of the plan. A Comprehensive Plan Implementation Committee made up of planning commissioners and citizens will serve as the stewards of the plan, advising government and other partners, and monitoring progress. Annual public hearings will give citizens a report on implementation and the plan will be used in capital improvement planning, work plans, and to guide land use decision making. Partnerships with residents, businesses, medical and educational institutions, and nonprofits will be critical to success.

BIRMINGHAM COMPREHENSIVE PLAN STRATEGIC POLICY MAP

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STRATEGIC MIXED-USE CENTERS

• Downtown Core
• Urban Villages

STRATEGIC OPPORTUNITY AREAS

• Neighborhood revitalization
• Urban Agriculture Innovation District
• Planned Development Area

ROBUST GREEN CONNECTIONS

• Major greenways
• Parks and open space
• Conservation

TRANSPORTATION CHOICE

• Enhanced transit

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Birmingham's Vision for the 21st Century

In 2032, the City of Birmingham leads the South as a community of choice and opportunity: diverse, prosperous, sustainable, and beautiful.

• People choose the City of Birmingham as a place to live. Our neighborhoods are attractive, walkable, well maintained, and safe. The blighted properties of the past have been transformed into new or renovated housing, greenways and green open spaces, or other community assets. Across the city, there are appealing housing choices for all kinds of households: young singles and couples, families with children, empty nesters, and retirees.
• Birmingham has a connected network of walkable urban places. Our compact, mixed use, pedestrian-friendly neighborhood centers support an enhanced and efficient transit system, and a network of safe and attractive pedestrian and bicycle routes links neighborhoods with city destinations.
• Birmingham is innovative and prosperous, with a diversified and sustainable economy. Education, innovation and investment have grown the economy and reduced poverty by creating new economic opportunities. As a community of learning, Birmingham offers excellent educational options for all age levels and interests, creating well-educated citizens and a modern workforce qualified for 21st century jobs. Vacant or underutilized industrial sites are finding new uses that benefit the city and its economy. Because our culture of opportunity supports innovation and creativity, our diversified economy supports entrepreneurial start-ups and creates new jobs, ranging from businesses that emerge from the interdisciplinary research of UAB to our acclaimed food culture and arts scene.
• Birmingham is the most sustainable, "greenest" city in the South. The city has become cleaner, healthier, more energy- and resource-efficient, and more attractive as a place to live. We have worked within the city and through regional partnerships to improve air quality, preserve sensitive lands, and protect and enjoy our excellent water resources. Our parks and greenways provide convenient, safe environments for all residents to play and exercise. Everyone has access to our city's premier health services, healthy food choices, and healthy lifestyles.
• Birmingham's success is built on local and regional partnerships. We created strong partnerships encompassing citizens, the business community, institutions, nonprofits, and governments to transform Birmingham into the best place to live, work, study, and play in the South.

Fifty years after 1963:

FULFILLING THE PROMISE FOR 21ST-CENTURY BIRMINGHAM

Honor our past Meet the challenges of our present Build on assets for a future of opportunity

TEN GAME-CHANGING STRATEGIES FOR THE CITY'S FUTURE:

PEOPLE

• Prepare students and workers for 21st century jobs through high quality career education and a coordinated and responsive workforce development system.
• Reinvigorate the citizen participation process.

PROSPERITY

• Cultivate innovation: strengthen and promote Birmingham's entrepreneurial ecosystem.
• Capitalize on the city's economic drivers by targeting life science, advanced manufacturing, and entrepreneurship.

PLACE

• Create transit-ready urban villages through investment in strategic neighborhood areas to make a visible difference.
• Invest in quality of life: design excellence, complete streets, marked bicycle routes, well maintained parks.
• Create and implement a Downtown Connections Plan to link all the attractions and neighborhoods in downtown.

PARTNERSHIP

• End working in "silos:" cooperate, coordinate and collaborate across municipalities, communities, constituencies, institutions, agencies, and departments.

PERFORMANCE

• Accelerate revitalization through a city redevelopment authority and land bank and a comprehensive property information system.
• Prepare an annual public report on progress implementing the comprehensive plan.

UNITED FOR THE GOOD OF THE CITY MAYOR WILLIAM A. BELL, SR. GOODY CLANCY ARCHITECTURE PLANNING PRESERVATION OUR CITY | OUR VOICE | OUR PLAN WWW.BIRMINGHAMCOMPREHENSIVEPLAN.COM

WHAT'S IN THE

2012 CITY OF BIRMINGHAM

COMPREHENSIVE PLAN?

IMAGINE ▶ PLAN ▶ ACT

The Comprehensive Plan covers a broad range of topics in 15 chapters about current trends, the planning process and all aspects of community life that affect the way our city can develop in the future.

IMAGINE

What kind of place do we want to be in the 21st century?

• Part I: Setting the Stage. Our vision for the future, guiding principles for planning, the public process, and where we are starting from today.

PLAN

How do we get there? Strategies to achieve the vision.

• Part II: Green Systems. Nature and environment, parks and recreation, and sustainability and green practices.
• Part III: Neighborhoods, Housing and Community Renewal. Sustaining, enhancing and renewing neighborhoods to provide a good quality of life.
• Part IV: Prosperity and Opportunity. Supporting and growing the industries that drive the city's economy, while reinforcing the economy's building blocks—education, workforce development, entrepreneurship, and quality of life to retain and attract talent—and continuing the downtown renaissance.
• Part V: Strengthening City Systems and Networks. Expanding transportation choice based on land use strategies and providing excellent city services.

ACT

How do we get started?

• Part IV: From Plan to Action. A new development framework of land use, regulation and urban design, with step-by-step actions to achieve the vision and monitor progress.

BIRMINGHAM’S POWER OF PLACE

High quality of life—resident satisfaction in daily living—is the foundation of successful 21st century communities. Businesses locate where people want to be, and good neighborhoods, along with a great open space system and a vibrant cultural life are among the key attractions that any city and metropolitan area can offer.

With its ridge and valley topography, lush greenery, historic downtown, and neighborhoods that emerged from small towns, Birmingham has the pedestrian-friendly street grid, neighborhood centers, and local parks that people increasingly seek in a place to live. At the same time, the city’s large nature parks and emerging greenway system will make it possible for Birmingham residents to experience nature without leaving the city limits.

This combination of urban lifestyles with access to nature creates a powerful mix for quality of life.

the big picture

Birmingham has many assets—economic, cultural, historic—but it also has to grapple with many challenges. The city needs better tools, better systems, more internal and external communication, and enhanced partnerships to achieve Birmingham citizens' vision for the future.

Raise the city’s “information quotient” for data and evidence-based decision making

• A comprehensive property information database, a real estate market analysis on a block to block basis, detailed data on city jobs and enterprises, and an asset management system—result in more informed decision making and effective use of taxpayer dollars.

Use the right tools for each job

• A professionally-run Birmingham Redevelopment Authority and Land Bank along with a high profile system of coordinated code enforcement will deploy a variety of tools to eliminate blight and redevelop neighborhoods.

Be strategic, focused, and systematic to create visible success

• Target coordinated investments in housing, infrastructure, transportation, parks, facilities, and workforce and social services to areas with assets, so that visible successes can create confidence and increasingly leverage private investment.
• Target incentives to support emerging industries, entrepreneurship and microbusiness, and revitalization in designated Urban Villages and Strategic Opportunity Areas.

No more silos: coordinate, cooperate, collaborate

• Create a Housing Policy Advisory Council that includes government, the housing authority, neighborhoods, housing developers, realtors, and economic development specialists.

GREEN SYSTEMS

Natural Resources and Environmental Constraints

• Work with partners to protect and enhance water quality.

Parks and Recreation

• Work towards a goal of a park within walking distance of every resident.
• Update the 1996 Park and Recreation Plan, and include a section on management and maintenance of the system.
• Implement the Red Rock Ridge and Valley Trail System.

Sustainability and Green Practices

• Make City government a model of resource-efficient and green practices.
• Develop incentives for green building and stormwater management.
• Use natural drainage systems where possible.
• Promote white roofs as an easy way to mitigate the urban heat island.

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NEIGHBORHOODS, HOUSING, HISTORIC PRESERVATION, AND COMMUNITY RENEWAL

Good neighborhoods are the foundation of successful cities. Regardless of household income level, neighborhoods should provide safety, decent and sanitary housing, well-maintained infrastructure, environmental and aesthetic amenities such as street trees, and easy access to parks, public spaces, and neighborhood retail and services.

• Create a community-based Housing Policy Advisory Council including representatives of government staff, neighborhood organizations, for-profit and non-profit housing developers, realtors, and representatives of economic development organizations.
• Create a Public Facilities Working Group to meet regularly on city, county, state, federal, and school facilities decisions in order to ensure they further city goals for development.
• Establish a rental housing code to ensure that rental properties are fit for habitation.
• Create a set of Framework Plans for 23 Communities in order to provide guidance on desired development.
• Create a historic preservation ranking system to guide decision making about programs and incentives.

COMMUNITY RENEWAL

Many of Birmingham's traditional neighborhoods have experienced decades of disinvestment, with the large number of abandoned houses and stores, tax delinquent properties, and vacant lots bearing witness to this reality. In addition, there are “environmental justice” neighborhoods affected by the legacy of industrial pollution and residential segregation.

• Pursue a comprehensive and coordinated system to eliminate blight, assemble land and redevelop neighborhoods in disinvested areas.
• Create a comprehensive property information system.
• Understand the details of neighborhood real estate markets by commissioning a real estate market study at the block level.
• Establish a professional Redevelopment Authority and Land Bank to take charge of blight elimination and redevelopment activities to create mixed-income neighborhoods.
• Focus redevelopment activities strategically on compact urban villages and their surrounding neighborhoods to create transit-ready centers and a visible difference to create confidence. Target coordinated housing, infrastructure, transportation, park, and service investments to create a successful mixed-income neighborhood.
• Create an Urban Agriculture Innovation District in Ensley to develop a for-profit district of intensive food production through hydroponics and aquaponics in buildings and land-based agriculture.

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PROSPERITY AND OPPORTUNITY: ECONOMIC DEVELOPMENT

Economic development recommendations for Birmingham revolve around four key priorities: supporting established and emerging industries; improving the education system for all; supporting entrepreneurship and the city's role as a center of innovation; and continuing robust support for creating a live-work-play downtown.

Established and emerging industries

• Cultivate entrepreneurs and make it easy for them to stay in The City.
• Target a portion of money incentives to emerging industries.

Developing human capital

• Proceed with public school programs to improve student progress across the system
• Coordinate the workforce development system.

Sustaining Downtown

• Develop and implement a plan for the Entrepreneurial District and strengthen the entrepreneurial ecosystem.
• Develop and implement a Downtown Connections Plan to link downtown’s activity centers and residential areas with streetscape improvements, ground floor activities, popup events, public art, and transit.
• Create a Contemporary Culture Future District from Railroad Park to Sloss Furnace to showcase Alabama fine crafts.
• Develop and implement a plan for the southeast quadrant of downtown.

STRENGTHENING CITY SYSTEMS:

TRANSPORTATION, INFRASTRUCTURE AND

PUBLIC FACILITIES AND SERVICES

Offering more transportation choice—through better transit, bicycle facilities, and sidewalks—was at or near the top of Birmingham residents' desires for the city at every public meeting. While the city belongs to regional water and sewer systems, it controls the local road and drainage infrastructure. City facilities suffer from deferred maintenance.

Transportation

• Integrate transportation and land use planning to build up centers of density that can support enhanced transit systems such as bus rapid transit.
• Expand opportunities to walk and bike safely: implement the “complete streets” policy adopted by the Planning Commission, and the Red Rock Trail system pedestrian and bicycle routes.

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• Improve transit service through creation of SuperStops at Five Points West and other locations to facilitate transfers and establish express routes.
• Develop policies to make City facilities, buildings and operations models of resource efficiency and sustainable practices.
• Set long term priorities for infrastructure by funding and implementing a municipal asset management system (including pavement management) linked to an up-to-date GIS (Geographic Information Systems) database.

IMPLEMENTATION

The plan includes an implementation plan that lays out potential actions, responsible parties, time frames (short-, medium- and long-term), and potential resources. Implementation will require strong partnerships including business, neighborhoods, institutions, nonprofits, and citizens.

Where’s the money? Serious plans attract funding and investment. Just having a plan developed through a participatory process demonstrates that the city knows where it wants to go, has a strategy to get there, and is creating the organizational capacity to get the job done. A wide diversity of funding sources must be pursued and coordinated. Over the long term, potential sources of funding to implement the strategies and achieve the goals of this plan include:

• Capital improvements bond funding
• Dedicated millages or sales taxes
• Property and sales tax abatements as incentives
• User fees and betterment fees to implement improvements and incentivize activities
• Tax Increment Financing
• Catalyst Funds (private investment funds with “patient capital”).
• Federal grant programs that recognize the Comprehensive Plan is aligned with federal program goals
• Cost savings from operating efficiencies
• Leveraged private investment through incentives such as waived fees, below-market sales of vacant land, limited-time tax abatements
• Foundation grants
• Volunteer activities

THE COMPREHENSIVE PLAN AS A LIVING DOCUMENT

• Designate a position in the City’s Planning Division as the long-range planner to be the in-house expert on the Comprehensive Plan and implementation coordinator.
• Create a Comprehensive Plan Implementation Committee to monitor progress.
• Review implementation progress in annual public hearings at the Planning Commission and City Council.
• Use the Comprehensive Plan in creating departmental work plans, the budget and the capital improvement program, required planning documents for federal funding programs, and grant proposals.
• Schedule a public process every five years to review implementation progress on the Comprehensive Plan and to confirm or revise the Vision, Principles, and Goals.
• Update the Comprehensive Plan thoroughly at least every 20 years.

Mayor William A. Bell, Sr. Andre Bittas DIRECTOR OF PLANNING, ENGINEERING AND PERMITS Tom Magee CHIEF PLANNER Doug Hale PRINCIPAL PLANNER David Fleming CHAIR, BIRMINGHAM PLANNING COMMISSION

Consultant Team Goody Clancy LEAD CONSULTANT Kittelson & Associates KPS Group Mt Auburn Associates NHB Group KHAFRA BLOC Global Enclave

THANKS TO ALL THE CITIZENS WHO GAVE THEIR TIME TO BE ON THE STEERING COMMITTEE AND WORKING GROUPS AND TO ATTEND PUBLIC MEETINGS.

Preface

WHAT IS THE BIRMINGHAM COMPREHENSIVE PLAN?

The Birmingham Comprehensive Plan is a 20-year policy and strategic guide for future decision making about our city’s growth, quality of life, economic prosperity, and environment. The Plan is guided by an overall vision for the future created through an unprecedented program of community engagement. This vision embodies the unique personality, culture, and heritage of our city. The Plan provides community-based goals, strategies to achieve the goals, and implementation actions for a broad array of issues that affect our citizens’ daily lives and opportunities in the future: from economic development, transportation and neighborhood revitalization to land use, public facilities, and natural systems and parks. Through an implementation process described in Chapter 15, specific actions are assigned to agencies responsible for implementation, along with potential partners from outside government. Committed citizens working together with the appropriate government agencies, the private sector and non-profit organizations can help to fully realize the vision and initiatives set forth in the plan. While local government through the Mayor and City Council must provide funding for many programs and capital improvements such as parks, sidewalks, and streets, the strategic framework in this community-based plan can also attract funding through competitive grants, philanthropy, and private investment.

The City of Birmingham’s Comprehensive Plan is the product of many months of work by city staff, Planning Commission members, Steering Committee members, and citizens of the City of Birmingham. It was created to accomplish the following:

• To identify and examine the city’s assets and the challenges it faces, and to identify appropriate strategies and opportunities that take advantage of the city’s existing and potential strengths.
• To define a vision of Birmingham’s future that will inspire, guide and director growth in the city while being responsive to citizen needs and desires.
• To develop a plan based on realistic and achievable goals, building on the city’s considerable assets and designed to restore and enhance basic services, attract and retain quality businesses and jobs, rebuild neighborhoods, reinvest in families and schools, and continue the city’s historic role as a leader in the region and the state.

The Birmingham Comprehensive Plan is the city’s guide to future land use, transportation, and economic development decisions, and a unifying document that brings together many existing plans that guide and enhance growth in Birmingham’s communities. The Birmingham Comprehensive Plan is comprehensive because:

• The Plan analyzes a broad spectrum of existing conditions to provide a clear picture of the current state of the city including population and land use trends, housing, neighborhoods, economic development, transportation, and public facilities and services.

• The Plan covers a wide array of subject areas related to the future growth and development of the city, from land use, transportation, economic development, workforce development, and downtown and neighborhood development to the natural environment, parks and open space, and public facilities.

• Fundamentally, the Birmingham Comprehensive Plan is about growth, redevelopment and revitalization. Birmingham is a city built upon a foundation of world-class health care, strong financial institutions, a diversified and entrepreneurial business community, and a lively culture of higher education, the arts, and entertainment. This Plan is supported by an involved citizenry, an active business community, a committed institutional, educational, and cultural sector, and city government. As the city redevelops, its future is dependent on the vitality of and cooperation among these groups.

STATE REQUIREMENTS FOR COMPREHENSIVE PLANNING

Alabama law requires that:

The [comprehensive] plan shall be made with the general purpose of guiding and accomplishing a coordinated, adjusted and harmonious development of the municipality and its environs which will, in accordance with present and future needs, best promote health, safety, morals, order, convenience, prosperity and general welfare as well as efficiency and economy in the process of development, including, among other things, adequate provision for traffic, the promotion of safety from fire and other dangers, adequate provision for light and air, the promotion of the healthful and convenient distribution of population, the promotion of good civic design and arrangement, wise and efficient expenditure of public funds and the adequate provision of public utilities and other public requirements. — Alabama Code 5 11-52-9

The language of the statute is general in nature and allows local governments a broad degree of freedom in writing their comprehensive plans, while ensuring that the fundamentals of a good comprehensive plan are all present. The plan

must help guide future development, protect and promote the health, safety, and welfare of the citizens of Birmingham, promote good civic design, and coordinate the efficient and adequate provision of public services.

WHAT IS THE DIFFERENCE BETWEEN A COMPREHENSIVE PLAN AND A ZONING ORDINANCE?

A comprehensive plan is a vision of what a community wants to become, and a framework for accomplishing that vision. A comprehensive plan consists of various elements that are separate but related to each other, such as transportation, community and neighborhood revitalization, the natural environment, and how land is used now and in the future. The elements share a set of common assumptions, such as the plan’s geographic area and the time horizon for recommendations and implementation. The elements are intended to work together and reinforce each other so that the plan sets forth a comprehensive and holistic strategy for where and how the city should develop and redevelop in order to provide existing and new citizens with a high quality of life, prosperity, and opportunities for success.

In the State of Alabama, a comprehensive plan is advisory in nature and does not have the force of law. A comprehensive plan usually includes a Future Land Use Plan that is intended to help achieve the city’s long-range vision of growth. Birmingham’s Future Land Use Plan provides guidance and recommendations on the parcel level for the general type and density of new development within the existing city limits, which may be the same or may differ from current land uses. A Future Land Use Plan may be used by planning staff and decision-making bodies such as the Planning Commission and City Council as a reference for evaluating land use decisions that come before them.

A comprehensive plan also contains narrative recommendations in the form of goals, policies, and strategies. The recommendations are intended to be implemented over the full time frame of the plan, with some being implemented in the beginning, and others later; some may not be adopted at all, depending on changing conditions or opportunities over time. These recommendations come in several forms. Some recommendations may be capital projects, such as a new park or a rehabilitated community building. Other recommendations are programmatic, meaning they recommend items that are not necessarily regulatory, such as providing information to the public or establishing new processes for how work is done in city government. Still other recommendations are regulatory, requiring changes in regulations or ordinances by standard procedures that require public hearings and City Council actions. For example, the Community Framework Plans recommended in the Birmingham Comprehensive Plan will include detailed analysis of Birmingham’s communities and may result in new zoning and development regulations. The

important distinction is that, while the recommendations may advocate for change to legal requirements and documents such as the zoning ordinance, the recommendations are not enforceable unless legal changes are actually made to the regulations in question. Such changes require the review of the Planning Commission and the approval of City Council, with separate public hearings for each.

A zoning ordinance is a regulatory tool used to implement plans and policies. It is a legal, enforceable part of City Code that is used to regulate the use of land within the city limits and the type, scale, and intensity of use on that land. Zoning ordinances are legally binding, and as part of City Code they have the force of law. Requirements of a zoning ordinance must be met, unless a waiver or variance is granted, and planning staff and decision-making bodies such as the Planning Commission and City Council must apply it to cases that come before them. A zoning ordinance may be amended from time to time, but it is not intended to have a limited timeframe. A zoning ordinance is one tool for implementing a comprehensive plan.

WHAT IS THE LEGAL STATUS OF THE MAPS IN THE BIRMINGHAM COMPREHENSIVE PLAN?

The Birmingham Comprehensive Plan contains many descriptive and analytical maps based on digital map layers. The digital map layers and map data were provided by the City of Birmingham and a few other entities (individual maps provide source information), and the maps were created either by the consultant team or the City of Birmingham. Because the Comprehensive Plan is an advisory document, the maps in the Plan are not legally authoritative sources on the location of natural or manmade features. They are intended for general reference, informational planning or guidance. The City and the consultant team make no warranty, express or implied, as to the accuracy, reliability, completeness, or currentness of the maps.

How to Use This Plan

T he new Birmingham Comprehensive Plan is neither a prediction nor a projection of the future. It is a plan. Built on the ambitious vision of the people of the City of Birmingham, it recognizes the existence of obstacles and unresolved practical questions. It provides strategies for overcoming the obstacles and answering the questions. But no plan is self-implementing. A new era of partnerships—government, residents, businesses, institutions, and nonprofits all working together—can bring this ambitious vision to reality.

WHAT’S IN THE PLAN? HOW SHOULD I READ IT?

The Birmingham Comprehensive Plan includes an Executive Summary and covers a broad range of topics in 15 chapters about current trends, the planning process, all aspects of community life that affect the way our city can develop in the future, and implementation actions. The chapters are organized into six Parts, each of which starts with a summary of the contents of each Part. The plan can be read all the way through or selectively, according to the reader's interests. Government agencies, businesses, nonprofit institutions and others can choose specific topics relevant to their activities. There is also an Appendix to the plan containing technical reports and resources relevant to topics in the plan.

• For a quick overview of key themes, major recommendations, and the process used to create the plan, read the Executive Summary.

• To understand the aspirations for the future and community values that are the foundation of the plan, read Chapters 1–2. These chapters are based on an extensive community participation process and designed to answer the question: What kind of place do we want to be in the 21st century? They provide the vision for the future, guiding principles for planning, and a description of the public process.

• To understand the starting point for the comprehensive plan and how we got here, read Chapter 3. It lays out the key existing conditions and circumstances of the city when the plan was developed in 2011–2012.

• To find out about specific topics, from green systems to neighborhoods to economic development and infrastructure, choose the topics of interest to you from Chapters 4–13. Each chapter provides a table of goals and policies, an introduction with a brief list of priorities, a set of recommended strategies and actions to achieve the goals, and a final section, “Getting Started,” identifying possible early action items to get going on the recommendations of that chapter. Many of them are organizational and do not require new funding.

• To find out about recommended changes in land use, and principles for new zoning and urban design approaches, read Chapter 14.

• To find out about how to make this a living plan and how to implement it, read Chapter 15. There you will find a matrix of actions, responsible parties, timelines, and potential resources for Chapters 4–14.

Part I

Setting the Stage

Chapter 1 Vision and Principles

Chapter 2 The Community Speaks

Chapter 3 Understanding Birmingham Today

SUMMARY THEMES

Where do we want to go? A 21st-Century Vision for the City of Birmingham’s future

A 20-year Vision for the city’s future and a set of principles will guide the planning process and the implementation of the plan. The Vision for Birmingham as a community of choice and opportunity revolves around five statements for the future:

• People choose the City of Birmingham as a place to live.
• Birmingham has a connected network of walkable urban places.
• Birmingham is innovative and prosperous, with a diversified and sustainable economy.
• Birmingham is the most sustainable, “greenest” city in the South.
• Birmingham’s success is built on local and regional partnerships.

How did the planning process ensure that the plan reflects the aspirations, needs and desires of people who live, work, study and own businesses in the city?

The public participation process for the comprehensive plan engaged over two thousand people in developing the vision and principles, discussing needs and improvements in the communities where they live or work, focusing on specific topics like transportation or neighborhood revitalization, and giving feedback as the plan developed.

What’s the starting point? In 2011–2012, what are the city’s assets and challenges, and how are conditions trending if we don’t make changes?

The baseline conditions in the City of Birmingham—in the region and the world at the time this comprehensive plan was written—serve as the launchpad for this plan: population and land use trends, environmental conditions and constraints, housing and neighborhood conditions, jobs and economic trends, transportation, and the city’s facilities and services.

Chapter 1

Vision and Principles

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21st-Century Birmingham: A Vision for the City

This is the City of Birmingham’s first full comprehensive plan since 1961, a half-century ago. Developed during 2011–2012, this plan is a blueprint for Birmingham to become a successful 21st-century city—a city that honors its past, faces and overcomes the challenges of the present, and builds on its assets to create a future filled with opportunity.

As this new comprehensive plan is being written in 2012, the city is preparing to celebrate the 50-year anniversary of Birmingham’s renowned role as a critical turning point in the struggle for civil rights and the end of racial segregation in America. The 1961 comprehensive plan was overtaken by events and few of the plan’s recommendations were implemented. Since then the city has experienced population decline, a profound economic transition from a predominantly manufacturing economy to a service economy, and—in recent years—an ongoing downtown revival bringing people to live in the city center. Birmingham has a rising national profile as a center of medical research and technology; it has built important new parks and sports venues; and it continues to be the region’s center of arts and culture. While the City’s 2004 downtown plan has served as a guide to downtown revitalization efforts, this new comprehensive plan is designed to encompass the entire city.

The purpose of a plan is to get to action. This plan includes a common vision; a set of strategies to capitalize on opportunities that exist right now, as well as opportunities that will emerge in the future; and an implementation plan for positive change with concrete steps that citizens, businesses, the nonprofit sector, and government can take to advance the strategies towards the goals.

Just having a plan can help make it a reality. A good plan supported by a community consensus and a government committed to implementation attracts partnerships, funding and private investment:

• A plan shows that the city and community know what they want. Funders and investors like to know what to expect and what is expected of them, because it means that their investments can go to work more quickly.
• A plan shows that the city and community are willing to invest some of their own efforts and resources to achieve their goals. For example, when a community makes public improvements or works hard to improve its effectiveness, it demonstrates its seriousness about making the plan a reality.
• A plan shows that the city and community know what to do with new resources. Federal funds increasingly come with requirements for coordinated planning. Without a plan, funds can go unspent, even though needs are evident in the community. A citywide plan provides a framework of policies and strategies for using resources to accomplish goals.

AN AMBITIOUS VISION

Developing a vision statement is an essential early step in creating a city comprehensive plan. Vision statements focus attention on a community’s values, sense of identity, and aspirations. The vision statement tells a story and paints a picture of an ideal future. In creating their vision for the future Birmingham residents and stakeholders decided what they wanted to preserve and what they wanted to change. They articulated their desires and hopes, developed a consensus on an ideal future, and committed themselves to working toward that ideal. The City of Birmingham vision represents the guiding image for the community as it faces new challenges and complex choices. Accompanying the vision statement is a set of principles based on precepts that are important to Birmingham residents. The principles serve as a set of values that guide the master plan itself and its implementation. Together, the Vision and Principles are like the constitution of the comprehensive plan, setting the course for the future.

The Birmingham Comprehensive Plan Vision and Principles emerged from an extensive public outreach program and series of community participation events. They distill many hours of community activity and the contributions of over a thousand Birmingham residents and stakeholders who participated in a citywide visioning forum, “communities of place” meetings in six locations throughout the city, “communities of interest” meetings on specific topics, and who commented online. After this community process, the draft Vision and Principles then went to the Comprehensive Plan Steering Committee, which reviewed the detailed results of activities and community comment. After revisions by the Steering Committee, the draft Vision and Principles were endorsed by the City of Birmingham Planning Commission on March 6, 2012 and by the City Council on May 22, 2012. The Vision and Principles are the guiding framework for the elements of the City of Birmingham Comprehensive Plan.

Birmingham’s Vision for the 21st Century

In 2032, the City of Birmingham leads the South as a community of choice and opportunity: diverse, prosperous, sustainable, and beautiful.

People choose the City of Birmingham as a place to live. Our neighborhoods are attractive, walkable, well maintained, and safe. The blighted properties of the past have been transformed into new or renovated housing, greenways and green open spaces, or other community assets. Across the city, there are appealing housing choices for all kinds of households: young singles and couples, families with children, empty nesters, and retirees.

Birmingham has a connected network of walkable urban places. Our compact, mixed use, pedestrian-friendly neighborhood centers support an enhanced and efficient transit system, and a network of safe and attractive pedestrian and bicycle routes links neighborhoods with city destinations.

Birmingham is innovative and prosperous, with a diversified and sustainable economy. Education, innovation and investment have grown the economy and reduced poverty by creating new economic opportunities. As a community of learning, Birmingham offers excellent educational options for all age levels and interests, creating well-educated citizens and a modern workforce qualified for 21st century jobs. Vacant or underutilized industrial sites are finding new uses that benefit the city and its economy. Because our culture of opportunity supports innovation and creativity, our diversified economy supports entrepreneurial start-ups and creates new jobs, ranging from businesses that emerge from the interdisciplinary research of UAB to our acclaimed food culture and arts scene.

Birmingham is the most sustainable, “greenest” city in the South. The city has become cleaner, healthier, more energy- and resource-efficient, and more attractive as a place to live. We have worked within the city and through regional partnerships to improve air quality, preserve sensitive lands, and protect and enjoy our excellent water resources. Our parks and greenways provide convenient, safe environments for all residents to play and exercise. Everyone has access to our city’s premier health services, healthy food choices, and healthy lifestyles.

Birmingham’s success is built on local and regional partnerships. We created strong partnerships encompassing citizens, the business community, institutions, nonprofits, and governments to transform Birmingham into the best place to live, work, study, and play in the South.

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PRINCIPLES TO GUIDE THE COMPREHENSIVE PLAN

People

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• Celebrate Birmingham’s diversity and welcome newcomers to live in the city.
• Connect people across barriers of neighborhood, race and class to work together for a better Birmingham.
• Celebrate our civil rights, cultural, and industrial history as a positive source of distinctive identity and contribution to the state and the nation.
• Make Birmingham a center of education excellence at all levels, including workforce training and adult education.
• Support holistic programs of social supports, community policing, and physical design to make every neighborhood safe.

Prosperity

• Establish a climate friendly to investment and entrepreneurs to create jobs and grow local businesses, building on the strength of our medical, educational, and other growing economic sectors.

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• Ensure that Birmingham residents have the skills to compete for the full range of jobs in the city.
• Build on our cultural institutions and artistic community and on our entertainment and sports attractions as a source of distinctive economic competitive advantage.
• Streamline regulations while preserving appropriate safeguards for our resources and quality of life.

Place

• Create walkable neighborhoods of choice, including mixed-income opportunities and mixed-use commercial areas that support enhanced transit.
• Continue the transformation of downtown into a vibrant urban center of employment, housing, culture, and entertainment.
• Maintain and build on our park system by expanding greenways, bicycle and pedestrian routes to link neighborhoods and city destinations.
• Celebrate our history and heritage by preserving distinctive historic buildings and sites by giving them new uses.
• Make Birmingham a model clean, green, and healthy community by improving environmental health, promoting energy and resource-efficiency, and providing access to health care, exercise and nutritious food.
• Ensure high-quality development by making public investments a model of excellent design and function and through quality design standards for private development.

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Partnerships

• Partner among citizens, government, business, institutions and nonprofits to achieve comprehensive plan goals and reach out to the region, other Alabama cities, and other regions to grow and sustain our community and economy.

• Promote communication and transparency to keep residents, businesses and others informed about community conditions, decisions and options.

• Reinvigorate civic engagement in neighborhood associations and other groups to ensure that all voices are heard, with an emphasis on engaging young people.

Performance

• Officially adopt the Comprehensive Plan as the framework for the city's future.

• Incorporate the plan in city policies and decision-making at all levels, including capital planning.

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• Establish regular reporting on implementation progress, including an annual public hearing, and publicize implementation activities.

• Strengthen coordination with city and regional partners to achieve comprehensive plan goals.

PERSONAL VISIONS

During the citywide Visioning Forum held in October 2011, participants were asked to share their personal visions for the future of the City of Birmingham.

Chapter 2

The Community Speaks

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PERSONAL VISION STATEMENTS

“I hope that we will have an entire city that is clean, green, and livable. [A city] that is united in such a way that progress will continue.”

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CITY OF BIRMINGHAM COMPREHENSIVE PLAN PART I | CHAPTER 2 THE COMMUNITY SPEAKS

A. Community-Based Plan

Effective master plans are rooted in an understanding of the values, aspirations and concerns of the communities whose future they are intended to guide. The Birmingham Comprehensive Plan benefitted from a conscious commitment to extensive public outreach and citizen engagement that provided thousands of participants an opportunity to share their hopes and aspirations for Birmingham’s future.

The public engagement process incorporated a variety of outreach techniques and activities, allowing residents to participate in ways that worked best for them. Residents, business owners and other stakeholders provided feedback to the planning team by attending the citywide Visioning Forum, meetings for “Communities of Place” focused on geographic areas, meetings for “Communities of Interest” focused on specific themes, open houses for feedback on the developing plan, and by contributing comments online through the project website. Some participated in advisory and working groups. The planning team used the community’s feedback and guidance to shape all aspects of the plan, from creating a Vision and Principles for Birmingham that reflected the aspirations of the community, to the strategies and actions needed to achieve that vision.

1. COMMITTEE STRUCTURE

In the fall of 2011, Mayor William A. Bell, Sr. appointed a Steering Committee made up of a representative group of people from the public, private and nonprofit sectors to work with the planning team and provide guidance throughout the planning process. The Steering Committee met regularly in the fall of 2011 to provide information and guidance, and to ensure that the vision and principles reflected the values and priorities of the community. Steering Committee members also participated in the public meetings. In the summer of 2012, the Steering Committee met five times to review and comment on all sections of the draft Comprehensive Plan.

The Steering Committee was also divided into four Subcommittees with additional members, such as city and regional agency staff and local professionals, invited because of their knowledge of the subject matter. The Subcommittees—Green Systems; Housing, Neighborhoods and Community Renewal; Prosperity and Opportunity; City Systems—met twice in 2012 to share information and ideas with the planning team and review preliminary plan materials.

2. PUBLIC OUTREACH

Public outreach opportunities were designed to offer a variety of ways for residents to participate so that the planning team would receive input from a broad cross section of the City of Birmingham community. Because people prefer to contribute and receive information in different ways, whether in person, online or by telephone, a certain amount of redundancy was built into the process to allow more people to participate. Outreach opportunities included:

Birmingham Comprehensive Plan website. The master plan project website, www.birminghamcomprehensiveplan.com, provided general plan information, background materials, a project calendar, and was used to make announcements about upcoming public events around the plan. Visitors to the site had the opportunity to sign up for email updates and meeting reminders so they could remain up-to-date with the plan’s progress and activities. Public meeting materials, including visuals, presentations, and result summaries, were posted to the site so that citizens could engage with the plan throughout the process.

Media and community outreach. The planning team took out newspaper and radio advertisements to publicize large meetings, and local print and television media outlets reported on the major events and issues. All public meetings for the Comprehensive Plan were also promoted with e-blasts and flyers that were distributed through the school system and at public locations throughout the city. Nine public libraries served as information centers for the comprehensive plan.

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3. CITYWIDE VISIONING FORUM: “WE ARE MORE ALIKE THAN DIFFERENT...”

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On Saturday, October 22, 2011, over 200 Birmingham area residents from a broad range of backgrounds and neighborhoods decided to spend a morning in the community meeting room at the new Birmingham CrossPlex on the former Alabama State Fairgrounds. They came to share their hopes and aspirations for the future of the City of Birmingham as part of the Birmingham Comprehensive Plan process.

The purpose of the visioning forum

• To provide a place for people who live and work in the City of Birmingham to meet and exchange ideas about their community.
• To provide an opportunity for structured conversation to identify the community’s assets—the best things about Birmingham—and challenges. The discussion focused attention on assets that the community can build on as well as problems that need solving.
• To take a few moments to think about their personal vision for Birmingham’s future and to share that personal vision with participants at their discussion table.
• To identify together a common set of priority elements that should be a part of the city’s 20-year vision and statement of principles.

What happened at the Forum

Registration and exhibits. Participants registered as they came in and were asked to indicate on a map where they lived or worked. Each participant received a folder containing a handout giving an overview of the entire comprehensive plan project; a handout with selected data on current conditions in the city related to issues such as demographics, land use, economic development, and transportation; several worksheets for individual use during the Forum activities; and an announcement about future public meetings in six locations around the city. As participants moved from the registration counter to the stairs up to the meeting room, they had the opportunity to view exhibits of analytical maps.

Welcome and presentation. Mayor William A. Bell, Sr. opened the Forum by welcoming participants and encouraging them to work together for the future of the City. His remarks were followed by a presentation by David Dixon, FAIA, principal of Goody Clancy (the firm leading the

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At registration, every resident was asked to show on a large city map where they live (green dot) and where they work (red dot).

CITY OF BIRMINGHAM COMPREHENSIVE PLAN PART I | CHAPTER 2 THE COMMUNITY SPEAKS

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consultant team working with the City on the preparation of the plan). The presentation focused on how cities are making a strong comeback in the 21st century and that Birmingham has many assets and the potential to be a successful comeback city.

Small group activities. Participants were randomly seated at tables to maximize the opportunity for people who did not know each other to talk to one another. Each table had a base map of the city, as well as a few worksheets.

Participants were first asked to list on one of the individual worksheets the things that they felt represented the best of Birmingham and to list the things that presented the most challenges. They also identified places that fit into those two categories on the base map, using blue for the “best” and red for the “challenges.” Participants then shared and discussed their individual lists.

The next exercise was to develop the elements of an overall 20-year vision and a statement of principles to guide the remainder of the planning process, the plan itself, and ultimately, the implementation of the plan. First, participants were asked to write their personal vision for Birmingham, imagining that they were going to leave the city for 20 years and envisioning what they would want the city to be like when they returned home. Then, they shared their personal visions with the people around the table. The next step was to make a list on the map of all the elements of the personal visions that everyone could support. Finally, each participant used five dots to choose his or her top priorities among the list of elements. The top five priorities were then transferred to a worksheet that represented the joint work of all the people at each table.

People responded with a powerful outpouring of ideas, thoughts, challenges, inspirations, and insights. Facilitators assisted the participants at each table. Many rich and thoughtful conversations took place. Through their discussions, participants’ revealed the values that are important to them, such as diversity, education, connection, and history. At the end of the meeting, a volunteer from each table reported back to the entire group on the priorities recorded at each table, giving the flavor of the table discussion.

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CITY OF BIRMINGHAM COMPREHENSIVE PLAN PART I | CHAPTER 2 THE COMMUNITY SPEAKS

The results

The individual worksheets indicate significant consensus around what people from Birmingham see as the best aspects of the city as a community and as a place, and they likewise agreed on many of the challenges that the city faces. In a few cases, an issue appears on both lists. For example, while downtown was cited as one of the best things about Birmingham, some also felt that it is not vibrant enough.

The Best. Birmingham’s landscape, history and cultural amenities (including its restaurants) were strongly valued by the participants in the Forum. They also saw the people and the sense of community that has been forged in many Birmingham neighborhoods as an important aspect of the city’s life.

The Challenges. There were more challenges listed, with a strong emphasis on two issues: lack of good transit and transportation alternatives to the car, and the state of the city’s public education system. Vacancy, blight and crime in many neighborhoods was also a top challenge, as were the lack of good food stores and environmental pollution.

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CITY OF BIRMINGHAM COMPREHENSIVE PLAN PART I | CHAPTER 2 THE COMMUNITY SPEAKS

Personal vision statements. The personal vision statements in many respects reflected the preferences and concerns expressed in the lists of the best things about Birmingham and the challenges facing the city. While some participants were more eloquent than others, most people wanted the city in 20 years to be more prosperous, with thriving neighborhoods free of blight, served by a variety of transportation options, more “green” in character and practices, and with a vibrant downtown reinforced in its role as the cultural capital of the region.

Top priorities. After sharing their personal visions and discussing common elements, the participants around each table then focused on identifying the top five priorities for the city. A summary table and graph of the priorities across all the tables can be seen in Figure 2.1.

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FIGURE 2.1: VISIONING FORUM TABLE PRIORITIES SUMMARY

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TABLE 2.1: TABLE PRIORITIES SUMMARY

NUMBER OF TIMES THE IDEA APPEARED ON TOP FIVE TABLE PRIORITY LISTS

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CITY OF BIRMINGHAM COMPREHENSIVE PLAN PART I | CHAPTER 2 THE COMMUNITY SPEAKS

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Participants’ evaluation of the Visioning Forum

Participants were asked to fill out an evaluation form for the Visioning Forum. They were asked to rank various aspects of the event as Excellent, Good, Neutral, Poor or Very Poor. The form also included the following open-ended questions, as well as an area for any other comments:

• In a few sentences, how would you explain what the group accomplished at this forum to a friend who did not attend?
• Do you have suggestions for improvements to future comprehensive plan public meetings?

Ninety-nine percent of the participants found the overall program to be Good or Excellent, and 100% ranked the table discussions Good or Excellent. This indicates how much value they put on the chance to exchange ideas with other people who care about the future of Birmingham.

Representative comments from participants

In answering the open-ended questions, participants were overwhelmingly positive about the Forum. In their own words:

• Clarified that our community shares a common heartfelt vision for ourselves and our families. We are more alike than different.
• It was a chance for people who believe in the city to meet, and share what we want to see our city become. The best part was realizing that there are people from every background and from every part of the city that all want the same things, and that all believe it is possible.
• Our diverse table came to the same conclusion about Birmingham. So refreshing to agree with folks from very different neighborhoods.
• We were able to see that most people are on the same page as to what we see as important to the city: mass transit, education, revival of downtown and communities, more grocery stores, removal and reuse of abandoned property, etc.
• Open discussion and exchange of ideas, hopes, dreams, practical and sky is the limit. Listened to others. I learned from listening. Seemed to reach consensus on many goals.
• We brainstormed about what we like about Birmingham, what our challenges are, and last, what our vision is for a perfect city in the future. We met new people, shared our ideas and left with a positive feeling about Birmingham’s Future. It was wonderful to see a wide range of ages in the group. We need input from a broad spectrum of our community, including Latinos & other groups. Find a way to convince people that the comp plan will be used to improve Birmingham and will guide our leaders.
• Great dialogue with diverse people.

TABLE 2.2: PARTICIPANTS’ EVALUATION

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CITY OF BIRMINGHAM COMPREHENSIVE PLAN PART I | CHAPTER 2 THE COMMUNITY SPEAKS

What did participants say about the Visioning Forum?

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• We had thoughtful and serious discussion—a sense of goodwill was evident!

• We realized that in general, we all share the same vision for our community.

• The city took time out to listen to what regular people had to say.

• The meeting was extremely beneficial and an opportunity to learn that we had a lot in common.

• Long overdue! And VERY productive!

• Involvement, cooperation, exciting, great. Well executed. Great workshop.

• Good workshop. Very well organized. Developed a good list of priorities.

• This was well planned and thought out preparation—job well done.

• What a learning experience. Glad I didn’t miss the opportunity to voice my opinion.

• This was really encouraging. I hope the rest of the meetings have as good of a turnout. Thank you!

• Everyone in the group from different backgrounds seemed to want some of the same changes for the city.

• A wonderful opportunity to let your voice and ideals for our city to be heard in a forum for our future as a vibrant and forward moving city.

• Great ideas, wish attendance was 10 times greater, although it was a very good turnout.

• A very enlightening event.

• Persons from all backgrounds, races, neighborhoods came together in small groups to talk about what they feel is right and wrong with the city and they’d like to see the city become.

• Thanks for providing facilitators. Our person tactfully kept us on course and helped our group make better choices. I appreciate being included in this decision making process.

• Got people talking about the city and how to make it better. Came away with vibrant ideas for vision of what our city can become.

• This was an amazing, watershed of community consciousness, conscience and future-visualizing.

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CITY OF BIRMINGHAM COMPREHENSIVE PLAN PART I | CHAPTER 2 THE COMMUNITY SPEAKS

4. COMMUNITIES OF PLACE WORKSHOPS

During the month of November 2011, six Community of Place meetings were held in different locations throughout the city. These place-based comprehensive plan workshops were held during the evening and covered all residential and commercial neighborhoods within the city. At each one of the workshops, there was a short presentation on the Draft Vision and Principles and on the existing conditions in that area of Birmingham. Participants then worked with facilitators in small groups around tables with maps to identify and rank the most important assets and the most important issues needing improvement in their part of Birmingham. These findings were categorized by:

• Housing and Residential Areas • Commercial and Industrial Areas • Transportation, Infrastructure, and Public Services • Environment and Parks

While each area reported unique assets and issues needing to be addressed, several important themes were prevalent at all six community workshops:

1. The value of parks and green spaces;
2. The need to deal with vacant and abandoned properties;
3. The need for more and better connections; and
4. The need for more neighborhood-serving retail and services

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Parks and green spaces were considered an important asset in all six Community of Place meetings.

FIGURE 2.2: COMMUNITIES OF PLACE

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CITY OF BIRMINGHAM COMPREHENSIVE PLAN PART I | CHAPTER 2 THE COMMUNITY SPEAKS

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While well-maintained areas were also noted, concerns about vacancy and blight were voiced across the city.

The city’s parks and green spaces were universally highlighted as important neighborhood assets, and in most cases the participants included recommendations to expand, enhance, or create new quality recreational spaces. Issues surrounding vacant and abandoned properties were prevalent and identified in nearly all parts of the city, along with requests for new policies to deal with them. However, well-maintained areas were also noted throughout the city by participants within both challenged and stable areas, the quality of the homes and their historic relevance were commonly noted attributes. More often than not, the participants called for rehabilitation and reuse over demolition. Improved connections were another theme evident at all workshops. Participants repeatedly made requests for improved transportation choices, more walkable neighborhoods, better pedestrian and bike systems, and connectivity between the city’s many parks, trails and greenways. Lastly, enhanced retail options—with a particular focus on providing quality and affordable grocery stores—was repeatedly mentioned as an important community need.

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Residents called for more neighborhood-serving retail.

5. COMMUNITY OF INTEREST WORKSHOPS

In January 2012, there were four citywide meetings focused on the following topics: Green Systems and Sustainability; Transportation; Neighborhood Renewal and Downtown Revitalization; and Economic Development. At each meeting, planning team consultants presented existing conditions, issues and best practices and then asked the participants to take part in group exercises structured for the particular topics. The participants worked together in small groups at tables with maps. And the end of the exercises, each of the small groups reported back to the larger group to share the results of their discussions.

2.11

COMMUNITY OF INTEREST WORKSHOP 1

SUMMARY RESULTS

1 | JANUARY 10, 2012: GETTING FROM HERE TO THERE—TRANSPORTATION

A. What do you see as your highest transportation priorities for the City of Birmingham?

Participants particularly emphasized the need for improvements in public transportation reliability, accessibility and facilities. There was also an emphasis on pedestrian and bicycle friendly culture, improving connections to parks and between neighborhoods, and a need for facilities to improve pedestrian and bicyclist comfort and safety.

• Public transportation: Provide more reliable service with posted schedules at stops; develop dedicated bus lanes and/or light rail. Prioritize funding to increase frequency of priority routes and develop more “hubs” in desirable locations (shopping centers, UAB, entertainment districts, etc.) for people to transfer.
• Neighborhood connectivity: Improve connectivity between neighborhoods with more reliable and frequent transit and pedestrian and bicycle trails.
• Connectivity to green spaces and parks: Create designated pedestrian and bicycle routes to green spaces and parks within the City of Birmingham. Identify and implement rail to trail opportunities that could connect parks and green space to communities.
• Pedestrian and bicycle facilities: Implement dedicated roadway space and right-of-way to improve pedestrian and bicycle safety and comfort. Implement complete streets concepts along major roadways in neighborhoods like Five Points West.
• Pedestrian and bicycle advocacy: Educate drivers and transit to respect pedestrians and bicyclists, particularly along roads that have a speed limit of less than 25 mph.
• Perception of alternative modes: Rethink Birmingham as a multiuse city for all. Improve the perception of transit and encourage biking, walking and taking transit to work.

B. What transportation improvements should the City of Birmingham implement early to improve livability, connectivity, mobility and economic vitality?

Participants generally emphasized a need for better connectivity between neighborhoods at the urban and suburban scale as well as a need for more “complete streets” and better access to multimodal options.

General:

• More transit hub stations around the City at key crossroads with user amenities for convenience, comfort and safety
• Bus service directly to the airport
• A pilot program that seeks corporate transit riders, attracts all backgrounds and groups to ride the bus and encourages people that run the service to ride transit to improve the perception of transit.

For Downtown:

• Real time transit information at bus stops to improve reliability and user friendliness
• Wider sidewalks and active storefront businesses
• ADA compliance and maintenance of sidewalks, transit stops and downtown businesses
• Bike friendly roads with dedicated space for bicycles as well as a grid of dedicated bike lanes
• Prohibit right-on-red at major downtown intersections to improve pedestrian safety at crossings
• A transit fare-free zone downtown
• Prioritized funding for certain transit routes to improve reliability and frequency

For Urban Scale Neighborhoods:

• Reduce the priority for cars in urban neighborhoods like the UAB campus. Change the 9 to 10 blocks of campus to be more walkable and accessible with clean and safe transit shelters

CITY OF BIRMINGHAM COMPREHENSIVE PLAN PART I | CHAPTER 2 THE COMMUNITY SPEAKS

COMMUNITY OF INTEREST WORKSHOP 1

• Emphasize a focus on transit with more hubs at desirable locations such as the Five Points West Shopping Center or UAB for connections where people ride

For Suburban Design Neighborhoods:

• Connect resources like the medical centers to the surrounding neighborhoods
• Reduce or eliminate barriers for pedestrian and cyclists like the ones to schools and the medical center in the Huffman-Roebuck neighborhoods
• Create routes to parks that connect neighborhoods to places like Red Mountain Park, CrossPlex and Central Park

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CITY OF BIRMINGHAM COMPREHENSIVE PLAN PART I | CHAPTER 2 THE COMMUNITY SPEAKS

COMMUNITY OF INTEREST WORKSHOP 2

SUMMARY RESULTS

2 | JANUARY 12, 2012:

GREEN SYSTEMS AND SUSTAINABILITY

A. What aspects of Green Systems and Sustainability are you most interested in?

Immediately before the small group discussions began, participants were asked what topics brought them to the Green Systems and Sustainability meeting. Responses were diverse but several topics had widespread interest: air and water quality, connectivity, parks, greening/beautifying the city, community health and sustainable development:

• Natural Resources and Environmental Constraints: Improve and protect water quality through stormwater management, maintenance of sewer facilities, and other efforts; improve air quality; create an interconnected green infrastructure network; protect and plant more trees; and limit sprawl and greenfield development.
• Parks and Open Space: Interconnect parks and open spaces through greenways; provide a variety of active and passive recreational opportunities, including for different age groups; continue investment in parks; promote recreational access to the Cahaba; and use Birmingham’s green amenities as development incentives.
• Sustainability: Increase access to fresh, healthy food (i.e., through urban farming and community gardens); use alternative energies; support sustainable development practices (i.e., zoning improvements, reinvestment in existing areas, compact development, and green building design); increase recycling; and improve community health by changing the physical environment.

B. What are your priorities for improving the City as it relates to Green Systems and Sustainability?

Group discussions identified the following as priorities for the City regarding the environment, parks and open space and sustainability. Each of eight groups was asked to discuss and identify their top five priorities. Many priority recommendations echoed or overlapped with those of other groups:

• Improve air quality
• Improve water quality, protect and clean up waterways (i.e., Village and Valley Creeks); encourage best stormwater management practices/alternatives
• Improve development regulations to support compact, sustainable development and design; provide incentives for green building design
• Increase access to fresh food
• Maintain habitat for [native] wildlife; protect biodiversity
• Protect, promote, expand and link parks and open spaces through greenways and trails (including along streams)
• Promote and expand recycling
• Improve connectivity through better transit, bicycle and pedestrian facilities; dedicate annual funding to sidewalk and trail improvements
• Increase public awareness on the importance of green systems and sustainability
• Promote alternative energy sources and energy efficiency
• Protect and increase Birmingham’s tree canopy
• Clean up and re-use brownfields
• Provide points of interest and activities along greenways and access to Cahaba
• Finish what we start

Many participants noted the connection between environmental quality, community health, alternative transportation modes and sustainable development. Participant groups also viewed transit (and other alternative transportation modes) as being critical to improving the city environmentally and economically. Almost every group included transit and/or walkability among their top five priorities.

COMMUNITY OF INTEREST WORKSHOPS 3

SUMMARY RESULTS

3 | JANUARY 23, 2012: COMMUNITY RENEWAL AND DOWNTOWN REVITALIZATION

Participants worked in small groups focusing either on community renewal in neighborhoods or on downtown revitalization.

A. Community renewal—where should we start?

Participants working on Community Renewal were asked to consider criteria which could be used to guide decisions on where to make strategic interventions for neighborhood revitalization and to identify some areas in the city which meet some or all of the criteria. Suggested criteria included the presence of a large employment center, community assets (such as parks or schools), a commercial center, location near a major transportation route, and opportunities for new or renovated housing. The small groups were asked to identify their top three priority choices, which are indicated here by “Priority Choice.”

Additional criteria:

• Existing momentum
• Good local leadership (neighborhood and merchant)
• Walkability
• Large parcels of surplus land

Potential locations for strategic action:

• Priority Choice: Norwood and 12th Avenue North

  City and county employers Greenway (Norwood Blvd) and potential Village Creek Greenway Historic School (high performing) Bus route—transit potential Proximity to interstates and airport Attractive housing with rehab potential—historic district Vacant land Momentum in place Walkability Commercial district at 12th Avenue North with a bus route Farmers market pilot project

• Priority Choice: Avondale

  Proximity and access Recent investment Commercial district Avondale Park and library Walkability School Transit potential (train tracks underutilized at 1st Avenue South) Good neighborhood leadership Main Street District Momentum

• Priority Choice: Woodlawn

  Transportation (all roads lead in / out of downtown) Historic, intact commercial core Woodlawn (renovated) High School Momentum and partnerships Interesting housing ready for rehab Arts incubation Walkability Good local leadership Large parcels for redevelopment Main Street Birmingham District

• Priority Choice: Downtown

  Buildings to renovate for business to occupy Restaurants Southtown Public Housing—make it a mixed income neighborhood Multi-use around Railroad Park area Catalyze 7th Avenue South Needs reliable transportation; entertainment throughout downtown; grocery store

• Priority Choice: Northside Adjacent to Downtown—Druid Hill/Norwood/Enon Ridge

  Good housing stock Adjacent to downtown Near future Village Creek greenway Transit potential—extend DART beyond downtown Commercial district Renovated elementary school in Enon Ridge

• Priority Choice: East Lake

  Commercial development on 1st Avenue North Good housing stock Two good parks Industrial park proposed by airport authority

• Priority Choice: West End

  Mixed use commercial on Tuscaloosa Avenue Future Valley Creek greenway Good housing stock for potential rehab

CITY OF BIRMINGHAM COMPREHENSIVE PLAN PART I | CHAPTER 2 THE COMMUNITY SPEAKS

COMMUNITY OF INTEREST WORKSHOP 3

Others areas mentioned include:

• North Birmingham

  Historic commercial center Vacant land for infill on US 78 Potential for light rail line Walkability Historic school Vacant light industrial property ready for redevelopment Good neighborhood leadership Main Street District

• Fountain Heights at Civil Rights District

  Employment center Park with Recreation Center New Affordable Housing Master plan in place Large parcels and vacant/tax delinquent property Walkability

B. Downtown revitalization: what issues need to be addressed for downtown to move to the next level?

Connections and Transportation:

• Public transit that is more than DART
• Corridor development from 2nd Ave North to the Art Museum for walking; park once and then walk in downtown
• Establish a good wayfinding system
• Make downtown more pedestrian friendly
• Create a bike trail link to Crossplex

Retail and Services:

• Affordable retail in the central part of downtown, not scattered in fragments
• On Sundays, a farmers’ market and flea market
• Attract a grocery store
• Attract a movie theater

Downtown Lifestyle:

• Promote the 2nd Ave North lifestyle, exemplified by new restaurant opening (El Barrio), for young professionals
• Build condos
• Focus redevelopment to benefit the people who live in downtown

Downtown Character:

• Preserve historic buildings
• Explore creating a water feature—bring the lake back to Lakeview
• Brand the various downtown districts

Security:

• Install more and better lighting
• Expand CAPS to more areas in downtown

Businesses:

• Recruit high tech businesses rather than car-dependent businesses
• Move the car dealerships to more suitable locations
• Streamline business and development processes and provide incentives

CITY OF BIRMINGHAM COMPREHENSIVE PLAN PART I | CHAPTER 2 THE COMMUNITY SPEAKS

COMMUNITY OF INTEREST WORKSHOP 4

SUMMARY RESULTS

4 | JANUARY 24, 2012: PROSPERITY AND OPPORTUNITY

A. What are the 3 or 4 most important things the city can do to make the City of Birmingham a place where people want to work and do business?

Participants particularly emphasized the need for improvements in public transportation, P-12 education, the business environment, and the city's general quality of life. Other frequently mentioned topics included downtown revitalization, enhancing the city's image, and governmental reform. Some of the specific ideas put forward included the following:

• Public transportation: provide more reliable service with posted schedules at stops; develop dedicated bus lanes and/or light rail
• P-12 education: enhance curricular offerings, improve staff and teacher capabilities; engage businesses in career exploration and exposure activities; provide trade schools and apprenticeships; increase the number of students entering post-secondary institutions
• Business environment: streamline the process of starting a business and doing business with the city (e.g., permitting, licensing, inspections, contracting); provide incentives to startups and other small businesses; provide incentives for vacant or derelict property renovations; establish a business retention service; develop technology parks; establish a microloan program; make existing programs and incentives more transparent
• Quality of life: develop more public green spaces; expand cultural offerings; create more livable neighborhoods with urban amenities; improve public safety; develop attractive business districts; repair urban infrastructure; make the city more pedestrian- and bicycle-friendly
• Downtown revitalization: provide incentives for property renovation and mixed use development; provide incentives for businesses to locate downtown; attract more retail businesses, particularly grocery stores; provide affordable space for business-startups; increase cultural attractions and other evening activities; improve transit options; improve lighting and other security measures
• Image enhancement: increase marketing activities to the region and beyond; dispel negativism and misinformation in the surrounding region; more effectively showcase the city's assets; highlight positive developments
• Government reform: increase government efficiency; restructure city council and school board to include at-large representation

B. What kinds of industries, businesses, and jobs do you think the City of Birmingham is best positioned to grow and attract during the next five to ten years?

Participants identified several industries and economic activities that they considered Birmingham well positioned to grow and attract. Most frequently mentioned were medical technology (e.g., pharmaceuticals, medical devices, diagnostics, and bioinformatics), health care, research (with a focus on life sciences), higher education, tourism (e.g., historic, cultural, recreational, ecotourism) and transportation/distribution. Others included automotive and light manufacturing, computer- and internet-related businesses, financial activities, food products, and green industries (e.g., green-standard manufacturing, green energy, energy efficiency, recycling).

A number of participants noted the nexus between research, higher education, health care and technology industries, with UAB at the center. Some participants more generally emphasized the opportunity to shift from traditional to more knowledge-based industries.

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CITY OF BIRMINGHAM COMPREHENSIVE PLAN PART I | CHAPTER 2 THE COMMUNITY SPEAKS

COMMUNITY OF INTEREST WORKSHOP 4

C. How can business, government and residents best work together to support economic development?

Some of the responses to this question focused on improving processes for engagement and collaboration while others identified key issues that should be the focus of collaborative efforts. Among the process-focused recommendations were the following:

• Develop stronger mechanisms for resident and business input into economic development planning processes and demonstrate that this input is meaningful by incorporating it into public policy decisions
• Political leaders must demonstrate greater internal unity and alignment on economic development issues in order to demonstrate to residents and businesses that their engagement will be productive
• Integrate and align the various local and regional economic development planning initiatives
• Participants also identified several issues related to economic development that they believe business, government, and residents should work collaboratively to address. These included the following:
  • Improving the city’s image by communicating its assets and successes
  • P-12 educational reform and greater business engagement with the schools around career development
  • Public-private partnerships to expand and improve job training and placement
  • Support for increased research funding to local research institutions and expanding the city’s research base
  • Developing a stronger entrepreneurial “ecosystem” through public and private investments
  • Improving public transit
  • Increasing governmental efficiency