Belema Derefaka

HR&A is excited to announce the launch of HousingWeaver!

HR&A is excited to announce the launch of HousingWeaver — a data analytics platform built by housing experts for housing professionals, city leaders, planners, economic development researchers, advocates, and community members to better understand and respond to their housing challenges. After nearly 50 years of working with clients to support their housing goals, HR&A packed all that expertise into HousingWeaver to help you understand and respond to your housing challenges.

What can HousingWeaver do for you?

    • Generate real-time always up-to-date housing needs assessments
    • Streamline tax credit scoring and project management
    • Model and evaluate new housing policies to understand their impact on affordability

     

    HousingWeaver puts expert-level housing analytics at your fingertips. Learn more here.

Kips Bay Science District’s Vision for Workforce and Innovation

As New York City explores new ways to cultivate a skilled workforce for its health and life sciences ecosystems, HR&A Advisors, on behalf of the New York City Economic Development Corporation (NYCEDC), proudly developed the Kips Bay Science District Education and Workforce Vision Report. The report articulates a vision of the Kips Bay District as the center of New York City’s health and life sciences ecosystems. Leveraging NYCEDC’s first-of-its-kind life sciences innovation, career, and education hub, the Science Park and Research Campus (SPARC), would develop the next generation of talent to support this ecosystem and anchor this District.

 

Our team engaged the Kips Bay Taskforce to identify high-opportunity career pathways and develop recommendations that ensure equitable access for New Yorkers to healthcare, life sciences, and public health education, training, and job opportunities. The Taskforce, formed to guide the engagement and develop a clear vision for the District ahead of the Uniform Land Use Review Procedure (ULURP) process, included nearly 50 partners from a wide range of educational, workforce, and industry backgrounds, such as NYU Langone Health, Deerfield Management, The City University of New York, NYC Health + Hospitals, and NEW YORK CITY PUBLIC SCHOOLS.

 

In a significant win for New York City’s economy, the New York City Council has approved the Science Park and Research Campus (SPARC) Kips Bay as part of the Uniform Land Use Review Procedure (ULURP). SPARC Kips Bay will transform Hunter College’s Brookdale campus into a state-of-the-art center for life sciences, healthcare, and public health. The project will bring nearly two million square feet of modern academic, healthcare, and life sciences space, supporting industry growth and cultivating NYC’s talent pipeline.

 

Explore:

Kips Bay science park approved

NYCEDC Kips-Bay Science District Education Workforce Vision

Press:

SPARC Kips Bay Announcement

Addressing Maine’s Housing Shortage: A Roadmap for the Future

“The scale of Maine’s housing challenge can seem overwhelming, but this report provides a clear, actionable strategy to accelerate housing production and meet the state’s goals. By addressing barriers to development and supporting workforce growth, Maine can create the homes it needs for the future.”

 

HR&A Advisors is proud to support the Maine Governor’s Office of Policy Innovation and the Future, MaineHousing, and the Department of Economic and Community Development in developing solutions to address Maine’s housing shortage. This week, our clients released A Roadmap for the Future of Housing Production in Maine, a strategy developed and authored by HR&A that outlines key actions that State of Maine can take, in partnership with municipalities and the private sector, to increase housing production and strengthen Maine’s construction workforce.

 

HR&A Partner Phillip Kash and Senior Analyst Eva Phillips presented our recommendations to the Maine State Legislature’s Committee on Housing and Economic Development, drawing coverage from Press Herald, Channel 6/WCSH, and Bangor Daily News. The report’s findings will help shape policy decisions and drive solutions for Maine’s housing and economic future.

 

This report builds on the findings of HR&A’s State of Maine Housing Production Needs Study, which identified that the state needs as many as 84,000 additional homes by 2030 to meet the needs of current and future residents, support Maine’s growing economy and improve affordability. HR&A presented a series of strategies designed to take a comprehensive approach to growing housing production in the state, informed by interviews with local housing, planning and development experts and national best practice examples tailored to Maine’s specific challenges and opportunities. Recommendations include strategies to streamline state and local development approvals processes, incentivize municipalities to contribute towards housing production goals, and strengthen the private sector’s ability to deliver more homes through growing the construction workforce.

 

We also developed the State of Maine Housing Data Portal to support planning and actions to address housing production needs across the state. The online portal, available at mainestatehousingdata.org, builds upon the State of Maine Housing Needs Production Study.

 

Related press

How can Maine fix its housing crisis? A new report has dozens of ideas Portland Press Herald
Maine lawmakers get sobering recommendations to create new housing before 2030, News Center Maine

New report outlines how Maine can increase housing production Bangor Daily News

Report outlines how Maine can increase housing production FOX23

 

New Report Outlines Roadmap For Reimagining How Boston’s Designated Port Areas Can Better Serve The Region’s Evolving Community, Economic, And Climate Needs

This press release was originally issued by Boston Waterfront Partners.

 

January 29, 2025—Today, the Boston Waterfront Partners—community-based organizations dedicated to the sustainable development and equitable use of Boston’s waterfront areas—released a new report analyzing the challenges facing Boston’s waterfront and working port communities, as a result of Boston’s outdated Inner Harbor Designated Port Area (DPA) regulations. The report offers a roadmap for revisiting how DPAs can better serve the people and industries they were originally built to protect, and support the region’s evolving economic, climate resilience, and public health priorities.

 

Massachusetts DPAs, first established by the Office of Coastal Zone Management (CZM) in 1978, have been essential to protecting and growing the Commonwealth’s vital water-dependent industries for decades. Boston’s Inner Harbor DPAs have a critical role to play in maintaining Boston’s working port as an economic driver, protecting essential waterfront infrastructure, providing local job opportunities, facilitating water transit, and promoting climate resilient communities. Yet, 50 years after they were originally established, Massachusetts DPAs have not undergone a comprehensive review or any type of reform to ensure they are responsive to present day dynamics.

 

The report identifies several challenges facing Boston’s Inner Harbor DPAs, including:

    • The regulatory frameworks governing Boston’s Inner Harbor DPAs are outdated, failing to account for the latest economic, climate, and public health concerns and realities, and leaving much of their transformative potential for communities untapped.
    • Increasing and competing cross-sector pressures and priorities that are vying for use of DPAs, and utilizing regulatory loopholes to undermine them, have weakened their integrity, and strained their effectiveness.
    • A lack of public-private collaboration to address the challenges posed by DPAs has hindered long-term planning and investment.

     

    “Designated Port Areas hold massive potential to not only safeguard Boston’s existing maritime industry, but also promote an emerging and cutting-edge blue economy, drive waterfront innovation, advance environmental justice initiatives, create workforce development opportunities, meaningfully engage local communities, and much more,” said Jill Valdes Horwood, Director of the Barr Foundation’s Waterfront Initiative. “This report underscores why it is imperative that we reach this potential and reimagine the role that Designated Port Areas play, today and for future generations, in building and maintaining an economically vibrant and resilient working port, city, and region.” To address these challenges, the report recommends strategies to streamline DPA regulations, improve stakeholder engagement about decisions made in DPAs, and lay the groundwork for crucial investments in economic development and resilience. Specifically, the report calls for

     

    Planning & Governance:

    • Direct economic development planning and investment in DPAs by expanding and empowering the Seaport Economic Council to steward better-resourced, climate-resilient seaport development.
    • Invest in the first maritime economic development plan for the harbor in nearly three decades and maintain shared, detailed data on DPA economic and land use conditions thereafter.
    • Build workforce development pipelines that connect local talent, including talent in economically vulnerable communities, to high-road jobs in growing maritime industries.

     

    Land Use & Regulatory Planning:

    • Encourage clean fuel and electrification infrastructure in DPAs to help maritime industrial businesses and their supply chains transition to clean and renewable power sources.
    • Create transitional zones to give business owners more flexibility on their properties and more effectively blend water-dependent industrial uses with other uses on the margins of DPAs.
    • Establish clear and fairly enforced standards for property maintenance in DPAs, and facilitate collective responsibility for DPA property maintenance among property owners.

     

     

    Climate Adaptation & Sustainability:

    • Establish a DPA decarbonization finance assistance program to help maritime industrial businesses navigate existing financing opportunities to transition to cleaner fuels and decarbonize their operations.
    • Establish a DPA resiliency grant program to help maritime industrial businesses assess their vulnerability to climate hazards and begin to fortify their assets.
    • Channel reauthorized MassWorks program funds, supplemented with federal money, to advance large-scale environmental remediation and long-needed climate adaptation investment in working ports. Expanding and empowering the Seaport Economic Council to steward better-resourced, climate-resilient seaport development, investing in a maritime economic plan for the harbor, and building a workforce development pipeline to connect local talent to careers in the maritime industry.

     

     

    The report, which was commissioned by the Boston Waterfront Partners and researched and written by HR&A Advisors with funding from the Barr Foundation, was developed after careful data analysis of existing regional conditions and case studies investigating innovative regulatory approaches in other port cities, as well as stakeholder interviews with community members, waterfront and environmental justice advocacy organizations, and members of Boston’s maritime and development industry.

     

    “We are grateful to the Barr Foundation for funding this comprehensive report on behalf of the Boston Waterfront Partners. Boston Harbor is the region’s largest port, supporting critical jobs and economic activity,” said Katherine Abbott, President and CEO of Boston Harbor Now. “We are excited to use the report’s recommendations to help leverage public and private funds to support the working waterfront and create a climate-resilient coastline.”

     

    “Massachusetts’ waterfronts have always played a critical role in the state’s economy, supporting our fishing, shipping, and energy industries, among others. But those industrial uses haven’t always benefitted the communities that host them,” said Julia Carlton MacKay, Director of Community Resilience for Conservation Law Foundation. “By reimagining our working waterfronts, we can drive innovation, create sustainable jobs, and ensure that the communities hosting these industries have a meaningful stake in their success. With the right balance, working ports can support both economic growth and environmental stewardship for years to come.”

     

    “Kudos to Boston Waterfront Partners and their collaborators for giving us this fresh look at the importance of maintaining Boston’s waterfront vitality in the face of environmental threats and competing demands,” said Dennis Sullivan, Board Clerk and Chair of the Resiliency Committee of the Friends of the Mary Ellen Welch Greenway. “This must-read DPA report offers a model for public-private partnerships which the city needs to manage competing interests while protecting the city’s long-term interests in its core marine industry infrastructure.”

     

    “For 30 years GreenRoots has been advocating for a waterfront that is not only accessible to the community but also contributes to its well being. This report is critical because it highlights the important and evolving role of the Designated Port Area to our coastal communities. It isimportant to recognize that as we adapt our coastal zoning policies to an evolving climate and a rapidly changing real estate landscape that we maintain equity as a guiding priority,” said John Walkey, Director of Climate Justice & Waterfront Initiatives for GreenRoots.

     

    “It’s appropriate that the Bay State should have state-of-the-art port facilities that can support a thriving maritime industry, but those resources need to be connected to and serve the environmental justice communities in which they have been historically located, through jobs, training and public access to the waterfront,” said Chris Mancini, Executive Director of Save the Harbor/Save the Bay. “If we can assess the needs and potential in Designated Port Areas, we can drive both economic growth and public benefits for people regardless of race, language
    or ability.”

     

    “This report identifies opportunities to build inclusive workforce development pipelines for traditional maritime and new blue economy jobs,” said Willie Bodrick, II, President & CEO of The American City Coalition. “Boston is overdue for a public dialogue about DPAs. To fully realize the economic potential of DPAs, we must work together to foster a connected economy and develop intentional strategies that engage residents of Roxbury and other communities of color in the waterfront workforce and blue innovation economy.”

     

    About Boston Waterfront Partners: The Boston Waterfront Partners—a coalition of community-based organizations including Boston Harbor Now, Boston Harbor Women of Color Coalition, Charles River Conservancy, Coalition for a Resilient and Inclusive Waterfront, Conservation Law Foundation, Friends of the Mary Ellen Welch Greenway, GreenRoots, Harborfront Neighborhood Association, Mystic River Watershed Association, New England Aquarium, Piers Park Sailing Center, Save the Harbor/Save the Bay, The American City Coalition, and Trustees of Reservations—is dedicated to the sustainable development and equitable use of Boston’s waterfront areas. More information about the Partners can be found here. 

Principal Ada Peng has joined the board of directors at Linc Housing

 

We’re excited to share that Principal, Ada Peng, has joined the board of directors at Linc Housing, an organization dedicated to creating and preserving affordable, sustainable, and supportive housing throughout California.

 

Ada’s expertise in real estate advisory and housing policies including housing production and preservation will further strengthen Linc’s mission to address California’s housing crisis.

City of Yes for Housing Opportunity is adopted. How does it impact development feasibility?

Overview | The City of Yes for Housing Opportunity is a sweeping zoning reform aimed at tackling New York City’s housing crisis. Approved by the City Council on December 5, 2024, the initiative aims to enable more housing in every neighborhood by increasing allowances, flexibility, and incentives for diverse and affordable housing types, while reducing regulatory hurdles for development and conversions. The City estimates that over 80,000 units will be created through these changes.  

 

Impact At-a-Glance | The zoning reform is complex, and we look forward to working with public, nonprofit, and private clients, in collaboration with planners, architects, and legal experts, to understand how the adopted zoning changes affect the value and potential of your assets. This document provides a summary of key changes and a high-level evaluation of their impact on development potential and feasibility. 

 

Explore the full City of Yes Impacts at a Glance here.

Congratulations to Partners Bret Collazzi and José Serrano-McClain for being recognized among City & State’s inaugural Trailblazers in Economic Development.

We’re excited to share that HR&A Advisors’ Managing Partner Bret Collazzi and Partner José Serrano-McClain have been recognized among City & State’s inaugural Trailblazers in Economic Development, highlighting 100 New Yorkers who are shaping the future of the state’s economy. 

 

Bret’s transformative work has propelled key initiatives like OneNYC 2050, the future of Rikers Island, and efforts to grow New York’s semiconductor industry, including a housing growth strategy for Central New York. José has championed climate-focused economic development, authored a policy playbook for New York’s creative economy, and supported clean energy integration in New York, California, and Pittsburgh. 

 

Congratulations to Bret and José for this well-deserved recognition! Your contributions are creating meaningful, lasting impact across New York and beyond. 

In the Bronx, Planning a More Vibrant Future for a Hospital Campus – and its Community

This Op-Ed was originally published in Plantizen

 

How an integrated approach to redevelopment is transforming a formerly isolated medical campus into a valuable community amenity.

 

Like many large institutions across the country, New York City’s Montefiore Einstein Hospital and medical school has functioned as a community anchor for decades, providing employment, education, and vital healthcare services for residents of the Bronx. At the same time, the physical setting of the institution’s Morris Park campus – disconnected from the surrounding neighborhood, with unclear boundaries and branding and no existing transit link – has also limited its potential as a community asset and a true regional hub. Could a more integrated planning approach help close these gaps and offer lessons for other sites and cities?

 

A new planning study offers a path forward for the Montefiore Einstein Morris Park campus and a timely model for similar institutions and municipalities. Called “Reimagining Montefiore Einstein-Morris Park as a Transit-Connected Campus,” this report was led by the member-driven land use organization Urban Land Institute New York (ULI NY) and resulted from an interdisciplinary technical assistance panel (TAP) on which this article’s authors both served. Here are a few key aspects of the study, along with takeaways that resonate well beyond the Bronx for any planning professional looking to uncover new opportunities for supporting liveability, economic development, and community benefit.

 

Plan ahead: Act quickly but thoughtfully to get in front of major policy and infrastructure changes

 

The Montefiore campus may be relatively disconnected now, but that context is rapidly changing. In this case, the Montefiore team sought to address two specific and transformative changes coming down the pipeline: a likely rezoning of the surrounding Morris Park district (which was ultimately passed by the New York City Council in summer 2024), and the planned 2027 opening of a dedicated Metro-North commuter rail station at Morris Park.

 

Taken together, these two actions have the potential to add six to nine million square feet of new real estate development to the area, attract 6,000 new residents, and create an estimated 15,000 new jobs around the station. Montefiore leaders recognized they had a new urgency in kickstarting a master-planning effort, and collaborated closely with city government and with the local real estate and planning community to help shape a pre-master-plan framework that could 1) outline core opportunities for responsibly and effectively accommodating and channelling anticipated growth and 2) be well underway by the time the new station and other new developments were in place.

 

Focusing on identity, activation, and connectivity

 

With the TAP planning team in place, Montefiore now had an opportunity to achieve decades-old goals to grow and expand intentionally, serve the community responsibly, and improve the quality of life on campus for all who visit, work, or seek care there. What does this look like from a planning perspective? Institutional leaders had several ideas. They asked the planning team to improve pedestrian connections and circulation across the campus, explore additional zoning changes to better support new development on the campus and adjacent sites, and provide planning recommendations to integrate the campus with the new train station.

 

To prioritize and give focus to these goals, the planning team identified a three-pronged framework that it felt must be in place to guide long-term decision-making about the campus. Many of these considerations are familiar to planners working with institutions, and the recommendations offer replicable and transferable ideas:

 

  1. Refine and clarify the campus’s identity. Montefiore Einstein is a pillar of the community with an excellent reputation, but many residents and visitors don’t know where the campus begins or ends or the full range of services available across its numerous buildings. Growth in the district will make distinguishing the Montefiore buildings more important and more challenging. The planning team recommended several ways to better communicate the campus’ identity to the public through consistent signage and wayfinding markers set at campus gateways, sidewalks, and buildings, as well as at the new train station to help direct rail commuters to the campus.
  2. Increase campus activation. As with many institutional campuses, Montefiore has several scattered, disconnected, and underused open spaces. It also holds numerous opportunities for redevelopment and facility renovations that more effectively activate the campus and its edges. The planning team recommended incorporating a variety of active and passive open spaces, including repositioning some of the existing open spaces as a blend of internal- and external-facing courtyards, lawns, and gardens. This would allow users from the university and community beyond to find spaces suited to their needs.

 

In a related vein, the campus is bisected by a central corridor, Morris Park Avenue. The planning team recommended reimagining this artery to continue accommodating cars, but also to reconfigure travel lanes and parking, create expansive and shaded sidewalks, introduce Montefiore branding and signage, incorporate protected bike lanes, and add a planted median with bioswales. This redesign would benefit visitors to the campus and the community at large by slowing traffic, improving non-vehicular access to and through campus, and creating opportunities to add tree canopy and green infrastructure that mitigate localized flooding, an increasingly serious issue in New York City and around the country.

 

  1. Improve connections. This third prong is in many ways the most complex and significant. Montefiore’s leadership identified connectivity, particularly for pedestrians, as one of its key areas for improvement. This goal touches directly on the impact and opportunities of rezoning and enhanced transit access. On the campus’s eastern edge, the train station will create a new front door. Here, the planning team recommended improving upon the original station design to create a more vibrant and memorable public space with a larger plaza to facilitate a wide array of events and community gatherings.

 

Similarly, because the rezoning creates opportunities for new mixed-use development abutting the plaza, the planning team encouraged Montefiore to work with development partners to shape key sites to complement the health system and serve the community. This strategy can also help improve connections to and facilitate a transition from the more residential neighborhood on the campus’s western edge. Again, the rezoning opens opportunities to better define the campus and strengthen its relationship to Morris Park, for instance, with potential urgent care clinics and community centers that hold office and administrative space above. Similarly, renovating and upgrading existing campus facilities in this area can make them more welcoming and engaging for the public, for example by recladding buildings with glass at pedestrian level.

 

Think quickly, but act in phases

 

Another key to this approach is that it offers ideas for implementing the three-pronged approach in strategic phases – for the immediate future, on a two– to-five-year time scale, and beyond. The idea is to identify what is most important to accomplish first, and what may take more time or can wait and to do this quickly before the master plan is complete. Strategic decision-making unfolds over time, but the baseline needs to be established right away so community engagement and other essential processes can start.

 

    • Short-term planning (first year). To begin, the study offers strategies to make better use of open space. Benches and moveable tables and chairs, for instance, give students, staff, and visitors places to linger and make the campus their own. Regular programming also activates open areas, such as with yoga or tai chi classes.

     

    A few other ideas include exploring opportunities to create a short-term plaza space by the future train station prior to permanent improvements, potentially by engaging with the New York City Department of Transportation and its Plaza Program. Another strategy is to investigate joint development opportunities for the sites closest to the transit station. Prioritizing regular community engagement and outreach meetings as campus planning evolves also is beneficial, including continued conversations with city leadership, transit agencies, and local stakeholders to explore potential value-capture strategies.

    • Mid-term (second through fifth years). At this stage, the planning team anticipates the broader Montefiore master plan will be approaching completion with substantial community engagement. A key next step would be for the institution to prepare for implementation and establish development action plans for specific campus-edge capital projects, with designated timelines. For instance, the Montefiore team could initiate partnerships with an appropriate developer to have the two campus sites located closest to the new station shovel-ready for development.

     

    The study also recommends other strategic partnerships that could play a role at this stage. Montefiore’s campus planners are encouraged to help shape the transit station’s new plaza well in advance of the 2027 opening, for example, by offering to partner with Metro-North on the station’s design, maintenance, and programming.

     

    Finally, within this timescale, the plan recommends establishing a dedicated district governing strategy to help Montefiore manage the campus public spaces in a strategic and cohesive manner. Depending on preferred practices, this management could be achieved by Montefiore’s team or via a newly established district entity, similar to a Business Improvement District.

    • Long-term (fifth year and beyond). Looking well into the future, the study and its planning team recommend this broader timeframe for large-scale capital projects such as major new hospital or research facilities. These mission-critical works demonstrate the health system’s commitment to and investment in the neighborhood, but they are of a scale (e.g., a high-acuity tower) that typically requires several years of consistent community engagement and lengthy entitlement processes.

     

    With this study offering transformative infrastructure plans and action steps for the immediate, near-term, and long-range growth of the Montefiore Einstein Morris Park campus and its soon-to-open transit station, area residents and visitors can anticipate the revitalization of the community’s anchor campus into a major regional wellness, healthcare, and employment hub with a vibrant public realm – and hopefully, the process will form a model for others to follow.

     

    Mike Aziz, AIA, LEED AP is a partner for architecture and urban design firm Cooper Robertson where he directs large, long-range, and interdisciplinary efforts for multiple developments.

     

    Bret Collazzi is a partner at the real estate advisory firm HR&A Advisors where he focuses on neighborhood and regional Investments that produce quality housing, jobs, and public assets.

     

    Both Aziz and Collazzi are members of ULI’s Technical Assistance Panel that was involved in developing ULI’s “Reimagining Montefiore Einstein-Morris Park as a Transit-Connected Campus” report. 

Analyzing the Impact of L.A. County’s Measure A: A Bold Step Towards Addressing Homelessness and Housing Affordability

Earlier this month, L.A. County voters passed Measure A, a half-cent sales tax projected to generate $1.2 billion annually for homelessness services and housing. This funding more than doubles what was provided by 2017’s Measure H, which this measure replaces, and represents a renewed commitment to address homelessness at its roots. 

 

HR&A worked closely with County agencies and stakeholders to understand the potential impacts of Measure A. By identifying these impacts, we helped The Angeleno Project amplify public awareness of the opportunity at hand and drive support for a robust, equitable response to L.A.’s housing crisis. 

 

Reflecting on this work, Partner Judith Taylor shared, “Our analysis shows that Measure A has the potential to deliver significant economic benefits for Los Angeles County, in addition to addressing our homelessness and affordable housing crises. With its focus on creating quality jobs and expanding housing affordability, Measure A stands out as a practical, high-return investment for the region’s long-term growth and stability.” 

 

Measure A presents an unprecedented opportunity for L.A. officials to implement innovative solutions, from master-leasing buildings to boosting financial support for affordable housing projects. With this reliable funding, Los Angeles has its best chance yet to make a lasting impact on homelessness and housing affordability. 

 

Read the full report here.

Related Press 

New Study: Measure A Means More Affordable Housing, and Jobs, The Angeleno Project

With Measure A, Los Angeles voters embrace a bigger response to homelessness, Cal Matters  

L.A. County voters agreed to another tax to reduce homelessness. Let’s make sure it does, LA Times  

Reimagining I-375: A Vision for a Connected and Inclusive Downtown Detroit

HR&A Advisors is proud to have support the Downtown Detroit Partnership (DDP) in shaping an alternative vision for the Michigan Department of Transportation’s (MDOT) I-375 project, which aims to transform a one-mile freeway into a pedestrian-friendly boulevard, restoring connections in the heart of Detroit.

 

The DDP’s I-375 Peer Review Report presents an opportunity to rethink nearly 30 acres of newly accessible land, proposing a more inclusive and vibrant future for Downtown Detroit. By reducing traffic lanes and prioritizing pedestrian-friendly spaces, the report envisions the potential for new city blocks, housing, cultural sites, and public spaces to support the local community.

 

We’ve been honored to collaborate with partners Urban American City and Toole Design to provide real estate and economic impact expertise that aligns with DDP’s goals of restorative investment and neighborhood revitalization. This project is a chance to reconnect neighborhoods once divided by the freeway and create opportunities for equitable growth and community-driven development.

 

Related Press

I-375 report says community still has time to make replacement project transformative, Detroit Free Press

Downtown Detroit Partnership has an alternative plan for the I-375 project, Crains Detroit

Peer analysis of planned I-375 reconstruction proposes design changes, The Detroit News