Full Strategic Plan.pdf - City of Southfield

Strategic Plan 2008 - 2013 

Building a Vision for 

Tomorrow 

Cornerstone Development Authority 

Southfield, Michigan 

Prepared with Assistance from: 

McKenna Associates, Inc. 

235 E. Main Street, Suite 105 

Northville, MI 48167 

April 2008

Strategic Plan 

Acknowledgments 

The participation and cooperation of community leaders, business people and residents in the 

preparation of the Strategic Plan 2008 – 2013 is greatly appreciated. In particular, we acknowledge 

the efforts of the following individuals: 


James K. Ralph Jr., Chairman 

Muriel Zweigel, Secretary 

Bret Bergeron, Treasurer 

Hon. Brenda Lawrence, Mayor 

Dr. David Adams 

Beverly Berry 

Nadine Cook 

Jakki Grant 

Dr. Sandra Harris 

Frederick Najor 

Paster Sierra Tyus 

Martin Williams, Alternate 

Dr. Steven Reif, Alternate 

Brian Najor, Alternate 

Roslyn Atwood, Alternate 

Cornerstone Development Authority Staff 

Frank M. Brock, Executive Director 

Mary P. Daley, Assistant to the Executive Director 

Southfield, MI 

i


This page intentionally left blank. 

ii 

Cornerstone Development Authority


Table of Contents 

Title Page 

Acknowledgements....................................................................................................i 

Table of Contents .....................................................................................................iii 

List of Maps and Tables ..........................................................................................iv 

I. Introduction....................................................................................................... 1 

II. The Cornerstone District Today ....................................................................... 3 

A. Population, Housing and Economic Profile ............................................... 3 

B. Land Use and Circulation .........................................................................10 

C. Summary and Conclusions.......................................................................15 

III. CDA Resources…………………………………………………………………………………….17 

IV. Strengths, Weaknesses, Opportunities and Threats Analysis ....................19 

A. Stakeholder Input......................................................................................19 

1. Focus Groups .......................................................................................19 

2. Interviews..............................................................................................20 

3. CDA Member Brainstorming................................................................21 

B. Emerging Trends ......................................................................................24 

C. Physical Opportunities and Constraints ..................................................30 

V. Mission Statement .........................................................................................35 

VI. Cornerstone’s Vision for Tomorrow...............................................................35 

A. Concept Master Plan Framework.............................................................39 

B. Concept Master Plan Activity Areas .........................................................40 

VII. Strategic Action Plan ......................................................................................43 

A. Action Program ..........................................................................................43 

B. Objective Measurements of Success ......................................................51 

VIII. Conclusions ....................................................................................................53 

Appendix A: Cornerstone Board Retreat Strategic Plan Priorities 


iii


List of Maps 

Map 1: Location ...................................................................................................... 3 

Map 2: Cornerstone District Trade Area................................................................ 8 

Map 3: Existing Land Use .....................................................................................13 

Map 4: Opportunities and Constraints ................................................................33 

Map 5: Concept Master Plan................................................................................37 

List of Tables 

Table 1: Population and Households..................................................................... 4 

Table 2: Housing ..................................................................................................... 5 

Table 3: Businesses and Employment .................................................................. 6 

Table 4: Business and Employment by Sector...................................................... 7 

Table 5: Cornerstone Trade Area Profile ............................................................... 9 

Table 6: Brainstorming Meeting SWOT................................................................22 

Table 7: Connections ............................................................................................44 

Table 8: District Character....................................................................................45 

Table 9: Infrastructure and Aesthetics ................................................................46 

Table 10: Development and Redevelopment ......................................................48 

Table 11: Economic Health and Vitality................................................................49 

iv 



I. Introduction 

The Cornerstone Development Authority (CDA) was formed in 1988, as a downtown development 

authority pursuant to Michigan PA 197 of 1975. The Southfield City Council established the CDA 

for the express purposes to halt property value deterioration, eliminate the causes of 

deterioration, and to promote economic growth. While not a traditional downtown, the District 

combines the historic retail center of Southfield (Northland Mall) with an employment center and 

significant residential population. The Authority’s activities are funded by a 2-mill levy and tax 

increment revenues. 

The Cornerstone Development Authority has had numerous successes since it was created, 

including completing most of the priorities in its June 2000 Development Plan and Tax Increment 

Finance Plan. The CDA Board recognized the need for an updated strategic plan to guide its 

efforts, and the importance of detailing a vision for the District’s future. 

Therefore, it is the purpose of this Strategic Plan 2008-2013 to reestablish an overall plan for the 

Cornerstone District, specifically considering input from stakeholders and the effects of changes in 

the economy, population and housing trends. The strategic plan defines the CDA’s priorities, 

outlines strategies as a roadmap to accomplish the priorities identified, and further to identify 

benchmarks for measuring progress. As with any strategic plan, changing conditions will require 

that the CDA periodically measure its progress, revisit, adjust and revise the planned program. 

Thus this plan is intended to be a dynamic document. 


1



2 



II. The Cornerstone District Today 

The very definition of strategic planning stresses the importance of focusing on the future within 

the context of an ever-changing environment – that myriad of political, economic, social, 

technological, demographic, and legal forces that change our world daily. Any strategic planning 

process must include an assessment of the organization’s environment. Understanding the 

environment and then being proactive in responding to that environment (i.e., strategic planning, 

thinking, and management) determines which organizations are most effective in using their 

resources and, ultimately, which survives. 

The CDA’s “Mid-Point Report: 2007” report compiled and documented the history and many 

accomplishments of the CDA. Rather than reiterate that information, the following sections 

concentrate on those factors deemed most influential in shaping the District’s future. 

A. Population, Housing, and Economic Profile 

This section presents information about the people and households that live and work in the 

Cornerstone District and the City of Southfield as a whole. Because of recently announced 

concept plans to redevelop the area of Southfield City Hall at Civic Center Drive and Evergreen, 

some information about business and employment activity is also provided for the City Center 

area. 

The three geographic areas referenced in this section are shown on the following map: 

Map 1: Location 

City Center Area 

City of Southfield 

Cornerstone 

District 


3


Table 1: 

Population and Households 

Southfield Cornerstone Comments 

Population 78,925 4,909 CORNERSTONE DISTRICT holds 6.2% of the 

City’s population. 

Households 34,834 2,609 CORNERSTONE DISTRICT holds 7.5% of the 

City’s households. 

Median Age 40.6 37.5 CORNERSTONE DISTRICT residents are 

younger compared to the City as a whole. 

Race 

White Alone 

Black Alone 

Asian Alone 

Two or More Races 

Hispanic (Any Race) 

33.5% 

58.5% 

4.1% 

3.1% 

1.3% 

9.4% 

85.3% 

2.7% 

2.2% 

0.6% 

CORNERSTONE DISTRICT has a higher 

proportion of black residents than the City as a 

whole. 

Median Household Income $63,391 $46,436 CORNERSTONE DISTRICT households have a 

lower median household income. 

Employment 

White Collar 

Blue Collar 

Service 

72.6% 

16.0% 

11.4% 

69.6% 

19.4% 

11.0% 

CORNERSTONE DISTRICT residents are 

employed in similar occupations compared to 

the City as a whole. 

Unemployment Rate 9.6% 11.0% Both the CORNERSTONE DISTRICT and 

Southfield have unemployment rates higher 

than the national unemployment rate of 6.6% 

for the national civilian labor force, and 7.2% 

for the State of Michigan. 

Educational Attainment 

(population aged 25 or older) 

Less than High School 

High School 

Some College, No Degree 

Associate Degree 

Bachelor’s Degree 

Graduate Degree 

12.7% 

19.3% 

24.8% 

6.6% 

21.6% 

15.1% 

All data is 2007 data 

Source: Environmental Systems Research Institute (ESRI) 

12.4% 

18.6% 

32.6% 

5.2% 

20.8% 

10.5% 

CORNERSTONE DISTRICT residents display 

educational attainment similar to City 

residents. 

The above profile of population and households demonstrates that in many ways the residents 

of the Cornerstone District are very similar to the population of the City as a whole, but in other 

aspects, are very different. Cornerstone District residents are similar in age, rate of 

employment, and educational background, but are different in terms of race and household 

income. 

4 



Table 2: 

Housing 

Housing Units 

Owner Occupied 

Renter Occupied 

Vacant 

Housing Units in Structure 

1-family detached 

1-family attached 

2-4 units 

5-19 units 

20+ units 

Median Value 

(Owner Occupied Units) 

Median Rent 

(for rental units) 


37,398 

50.8% 

42.3% 

6.9% 

Housing Unit and Structure data is 2007 data 

Median Rent and Value data is 2000 U.S. Census data 

Source: ESRI 

47.1% 

5.9% 

4.1% 

16.8% 

24.1% 

2,822 

6.2% 

86.3% 

7.5% 

4.1% 

1.8% 

7.3% 

22.1% 

64.6% 

CORNERSTONE DISTRICT contains 7.5% of the 

City’s housing units, and 15.4% of the City’s 

rental housing units. CORNERSTONE 

DISTRICT’S very low percentage of owneroccupied 

units in 2000 is very likely higher in 

2008 due to new construction and 

condominium conversions increasing the 

homeownership rate in the CORNERSTONE 

DISTRICT over the 2000-2008 period. 

Housing units in the CORNERSTONE DISTRICT 

are predominantly concentrated in large 

buildings, whereas the City as a whole has a 

more even balance in types of housing stock. 

This is consistent with the CORNERSTONE 

DISTRICT’s designation as the City’s DDA. 

$193,553 $200,391 Housing values in the CORNERSTONE 

DISTRICT and the City as a whole are 

comparable. 

$734 $741 Contract rents in the CORNERSTONE DISTRICT 

and the City as a whole are comparable. 

The housing stock in the Cornerstone District is dominated by rental units in large buildings, 

which is different from the housing stock of the City as a whole. While the configuration and 

ownership characteristics of housing units in the Cornerstone District are different than the 

City’s profile, value indicators such as the median value (for owner-occupied units) and median 

rent (for rental units) are nearly identical to the City as a whole. This indicates that residents 

of the Cornerstone District are willing to pay prices that are comparable to housing prices 

elsewhere in the City, and that the Cornerstone District has a viable and competitive housing 

market. 

It is important to note that the Cornerstone Development Authority’s “Mid-Point Report: 2007” 

identifies that four apartment complexes containing 939 units have been converted to owneroccupied 

condominium units. These conversions do not show up in the data reported by ESRI 

that was used in the above table. 

Business and Employment 

The following tables summarize employment data for the City of Southfield and the 

Cornerstone District. Tables 3 and 4 demonstrate that the Cornerstone District is an 

important business and employment center within the City, comparable in size and importance 

with the City Center area. In terms of businesses and employment by sector, the Cornerstone 

District shows high concentrations of health services, retail trade, and wholesale trade 

employees (employment in the City Center area is dominated by finance & insurance and 

professional, scientific, and technical services). 


5


Table 3: 

Businesses and Employment 


Source: ESRI 

Southfield Cornerstone City Center Comments 

Total Businesses 7,426 960 824 CORNERSTONE DISTRICT is home to 13% of 

all businesses in the City, while the City 

Center is home to 11.1%. 

Total Employees 81,925 9,663 13,352 11.8% of all employees in the City work in 

the CORNERSTONE DISTRICT, while 16.3% 

work in the City Center. 

The business sectors listed in Table 4: Business and Employment by Sector are classified 

using the North American Industry Classification System (NAICS). Following are descriptions of 

those business sectors: 

Finance and Insurance: Establishments primarily engaged in financial transactions and/or in 

facilitating financial transactions. 

Health Services: Establishments providing health care and social assistance for individuals. 

Industries in this sector are arranged on a continuum starting with those that provide medical 

care exclusively, continuing with those providing health care and social assistance, and 

finishing with those providing only social assistance. All services provided by establishments 

in this sector are delivered by trained professionals. 

Information: This sector includes establishments that: are engaged in the production or 

distribution of information and cultural products; provide the means to transmit or distribute 

data or communications; or process data. 

Manufacturing: Establishments engaged in the mechanical, physical, or chemical 

transformation of materials, substances, or components into new products. 

Professional, Scientific & Technical Services: Establishments that specialize in specialized 

technical activities such as legal, accounting, architectural, engineering, computer, advertising, 

planning, and other professional, scientific and technical services. 

Real Estate, Rental & Leasing: Establishments engaged in renting, leasing, or otherwise 

allowing the use of tangible or intangible assets, or establishments that are engaged in 

managing, selling, renting, or buying real estate for others. 

Retail Trade: Establishments engaged in retailing merchandise and rendering services 

incidental to the sale of merchandise. The retailing process is the final step in the distribution 

of merchandise, and retailers are organized to sell merchandise in small quantities to the 

general public. 

Wholesale Trade: Establishments organized to sell or arrange the purchase or sale of: goods 

for resale; capital or durable nonconsumer goods; or raw and intermediate materials and 

supplies used in production. Wholesalers sell merchandise to other businesses and normally 

operate from a warehouse or office with little or no walk-in traffic. 

6 



Table 4: 

Business and Employment by Sector 


Finance and Insurance 

Businesses 

Employees 

10.6% 

12.6% 

8.4% 

6.6% 

Health Services 

Businesses 

Employees 

14.3% 

13.5% 

26.3% 

28.2% 

There is a substantial health services presence 

in the CORNERSTONE DISTRICT. In fact, 1 in 

every 4 health services employees in 

Southfield works in the CORNERSTONE 

DISTRICT. 

Information 

Businesses 

Employees 

2.9% 

4.0% 

2.4% 

3.0% 

Manufacturing 

Businesses 

Employees 

2.7% 

6.3% 

1.1% 

1.3% 

Professional, Scientific & 

Technical Services 

Businesses 

Employees 

18.3% 

18.2% 

12.8% 

6.1% 

Real Estate, Rental & Leasing 

Businesses 

Employees 

6.3% 

3.7% 

5.1% 

3.5% 

Retail Trade 

Businesses 

Employees 

10.0% 

9.5% 

16.5% 

15.5% 

It is not surprising that the CORNERSTONE 

DISTRICT has a higher percentage of 

employees engaged in retail trade 

occupations, given the presence of Northland 

Center in the District. 

Wholesale Trade 

Businesses 

Employees 

4.5% 

8.1% 

3.8% 

17.8% 

It is somewhat surprising that wholesale trade 

occupations make up such a high percentage 

of jobs in the CORNERSTONE DISTRICT. 


Source: ESRI 

Cornerstone Trade Area 

The following information demonstrates the retail potential in the Cornerstone District based 

on a neighborhood trade area that lies within a 5-minute drive of the Cornerstone District and 

a regional trade area that lies within a 15-minute drive of the Cornerstone District. Both 

regional and neighborhood shopping potentials are significant to the Cornerstone’s future 

viability. Neighborhood shopping considers the goods and services consumers need on a daily 

basis. In the Cornerstone, neighborhood shopping opportunities exist along Greenfield Road. 

Regional trade area considerations are relevant to the future of Northland Mall. The following 

map shows the boundaries of the neighborhood and regional trade areas. 


7


Map 2: Cornerstone District Trade Area 

Neighborhood Trade Area 

Regional Trade Area 

The neighborhood trade area is approximately 4 miles in diameter, centered on the Northland 

Mall site. The boundaries of the neighborhood trade area fall approximately along McNichols 

Road (6 mile), Evergreen Road, 10 Mile Road, and a line roughly equi-distant from both 

Coolidge Highway and Wyoming/Rosewood Street. 

The regional trade area takes in an area approximately 10 miles in diameter, centered on the 

Northland Mall site. The boundaries of the regional trade area do not consistently follow street 

lines due to the influence of major transportation routes such as the Southfield Freeway (M- 

39) and I-96 on travel times. However, the regional trade area encompasses a large portion of 

the City of Detroit, all of Southfield, Lathrup Village, Oak Park, Ferndale, and Pleasant Ridge, 

and portions of Huntington Woods, Berkley, Beverly Hills, and the Village of Franklin. 

The regional trade area was defined, in part, based on the location of directly competitive 

regional malls such as Oakland Mall, Twelve Oaks Mall, and the Somerset Collection. Thus 

the regional trade area boundaries generally fall approximately halfway between the Northland 

Mall site and the other competitive mall facilities. This assumes that all things being equal, a 

potential customer will travel to the mall that is located closest to them. However, factors 

8 



such as store selection and the type of shopping experience offered by the various mall 

facilities give different malls stronger or weaker retail gravity, altering a regional mall’s trade 

area as customers choose to travel farther to reach the mall that offers a better shopping 

experience. 

Northland Mall has not been improved or comprehensively renovated in over 15 years (most 

recently in 1992) while other regional malls have undergone extensive upgrades within the 

past 10 years, so it is likely that customers that live near the edges of the trade area will 

choose to shop at other regional malls instead of Northland. Nonetheless, the Cornerstone 

trade area profile below, presents a snapshot of the potential market for Northland Mall if it 

were to be upgraded and modernized to be competitive with other regional shopping facilities. 

Older established retail centers like Northland continue to have potential because of the 

surrounding population density and access to freeways. The contemporary trend in renovating 

older retail centers focuses on variations of “de-malling” the sites. The basic principle is to 

open up views of, and access to the stores to allow for more convenient parking and ease of 

walking. Power centers, lifestyle centers, and mixed use developments are all examples of 

these contemporary patterns. 

Table 5: 

Cornerstone Trade Area Profile 

Neighborhood 

Regional 

Population 83,190 589,850 

Households 32,113 223,256 

Median Age 38.0 35.7 

Race 

Education 

White Alone 

Black Alone 

High School Graduate 

Some College, No Degree 

Associate’s Degree 

Bachelor’s Degree 

Graduate Degree 

9.0% 

88.2% 

26.1% 

29.0% 

6.9% 

12.0% 

7.5% 

21.4% 

74.8% 

26.9% 

25.2% 

6.1% 

12.3% 

8.0% 

Median Household Disposable Income* $40,743 $36,604 

Average Household Disposable Income* $51,075 $47,453 

High Income Households 

($100,000+ Disposable Income) 

Low Income Households 

(less than $25,000 disposable income) 

* Disposable income is after-tax income that is available for the household to spend. 


Source: ESRI 

2,532 15,995 

8,542 73,519 

The trade area profile indicates that there is a large population base located within the 

neighborhood and regional trade areas. There is also strong retail potential in both trade 

areas as the median and average disposable income levels are lower than, but still 

comparable to disposable income in the Detroit metropolitan region as a whole. Within the 

Detroit metropolitan region, the median household disposable income is $46,544 and the 

average household disposable income is $59,769. 


9


B. Land Use and Circulation 

Previous Studies and Plans 

Over its history, the Cornerstone Development Authority has prepared various plans and 

studies on topics relating to the economic development of the District. We reviewed many of 

these reports, including: 

• Southfield Comprehensive Master Plan (draft) 

• Cornerstone Development Authority TIF and Development Plan 

• Economic Enhancement Strategy 1996: The Village at Southfield 

• Northland Towne Center 

• Southfield DDA Urban Design Master Plan 

• A Mid-Point Report: 2007 

The following existing land use information is summarized from the Cornerstone Development 

Authority’s “A Mid-Point Report: 2007”. 

District Anchors 

The Cornerstone District is home to over 700 employment and service organizations, including 

several that are significant to Southfield and the region. The following are important district 

anchors: 

• Providence Hospital, Southfield’s largest employer 

• Oakland Community College, with one of the nation’s largest nursing programs 

• Northland Center, the largest retail concentration in Southfield 

• Southfield Area Chamber of Commerce 

• Millennium Center, a modern, soon-to-be state-of-the-art, performance facility. 

Land Use 

The Cornerstone District contains a variety of land uses typical of a downtown development 

district, including residential, retail, office, hotels, education, health care and media uses. 

Approximately 75% of land within the district is used for commercial, office, institutional and 

other purposes with the remaining 25% used for residential purposes. 

The pattern of these uses reflects the era during which they were developed, that of the 

1950’s and 1960’s. Buildings are located on separate lots, surrounded by large, private 

parking lots. Some private parking structures exist, but the vast majority of parking is surface 

pavement. 

Access and Circulation 

The District is highly accessible to the Southeast Michigan region via Northwestern 

Highway/Lodge Freeway, Nine Mile Road, Eight Mile Road, and Greenfield Road. 

The relationship of the District to these key access points could be improved, as gateway 

entrances for Cornerstone. 

With the exception of Providence Drive, most of the District’s internal roads do not cross the 

major thoroughfares or have four-way intersections. There is no clearly legible internal grid 

street pattern. Further, Northland Center encompasses about 1/3 of the District land area, 

and its mass, and absence of a ring road are obstacles for through traffic. While the CDA has 

10 



installed attractive identification signs, the overall legibility of access to and from destinations 

in the District is not clear for newcomers. 

The roads in the District are under the jurisdiction of several different agencies. Greenfield 

and Nine Mile Roads are Oakland County primary roads. Eight Mile Road (M-150) and 

Northwestern Highway/Lodge Freeway (M-10) are Michigan Department of Transportation 

highways, but maintained by Oakland County. Other roads are City of Southfield roads or 

private drives. 


11



12 


Mount Vernon Rd. 

Southfield Rd. 

9 Mile Rd 

Greenfield Rd 

Providence Dr 

City of Oak Park 

Rutland 

10 

North Park Dr. 

J L Hudson Dr 

Northwestern Hwy. 

39 

Northland Dr 

Detroit 

Map 3: Existing Land Use 



Multiple Family (Low Rise) 

Multiple Family (Mid/High Rise) 

Office 

Local/Community Commercial 

Regional Commercial 

Public/Institutional 

Transportation/Utility/ 

Communication 

Vacant 

Base Map Source: : Oakland County GIS, 2006 

Michigan Center for Geographic 

Information, Version 6a. 

Data Source: Draft Master Plan for City of Southfield, 2007 

0 500 1,000 

Feet 

3/24/08



14 



C. Summary and Conclusions 

District Location 

• The Cornerstone District’s location astride the Lodge Freeway (M-10) and adjacent to the City of 

Detroit and the City of Oak Park serves as an important gateway into the City of Southfield. Its 

continued success and vitality are important to maintain Southfield’s strong community image 

within the southeast Michigan region. 

Population and Households 

• The Cornerstone District is an important sub-area of the City of Southfield. It contains 6.2% of the 

City’s population and 7.5% of the City’s households. 

• 85.3% of Cornerstone District residents are black, compared to 58.5% of residents in the City of 

Southfield. 

• Median household income in the Cornerstone District is $46,436, which is comparable to the 

southeast Michigan region but below the median income of $63,391 for Southfield. 

Housing 

• The Cornerstone District contains many rental units – over 86% of the 2,822 housing units are 

rental units. 

• Home values (for owner-occupied units) and rents (for rental units) are comparable to the City of 

Southfield as a whole. This indicates that the Cornerstone District is a viable and competitive 

choice for persons seeking housing in the City. This is a positive indicator for the future success of 

the Cornerstone District. 

Employment 

• Unemployment among Cornerstone District residents is a problem – 11% of residents are 

unemployed. 

• The Cornerstone District is an important economic center within Southfield, containing 13% of all 

businesses in the City and nearly 12% of all employees who work in the City. 

• Important employment sectors in the District include Health Services (Providence Hospital is the 

single largest employer in Southfield), Professional, Scientific and Technical Services, Retail Trade, 

and Wholesale Trade. 

Retail Potential 

• The Cornerstone District has strong retail potential, and sits in the middle of an important regional 

trade area that contains 223,256 households. 

• If renovated, Northland Mall can be a competitive regional retail center. However, recent 

improvements to other regional malls coupled with a lack of investment in Northland Mall means 

that customers that live in the Cornerstone regional trade area have chosen to shop at other 

malls. 


15



16 



III. CDA Resources 

As the City of Southfield’s downtown development authority, the CDA has valuable tools available 

to it to facilitate economic development. 

Created by the City in 1988, the CDA has all the powers afforded to a DDA under State law. 

Among the Board’s powers are the ability to: 

• Analyze economic changes in the district. 

• Plan for the construction, renovation, repair, or rehabilitation of buildings or public 

facilities. 

• Prepare long-range plans and enter into contracts. 

• Acquire property; charge fees, rents, and charges for properties under its control. 

• Acquire & construct public facilities (i.e. utilities, roads, street lights, sidewalks, parking 

lots). 

• Purchase, hold, demolish or rehabilitate property. 

The Cornerstone Development Authority obtains most of its revenue from the combination of a two 

mill property tax levy, and tax increment revenues. The CDA has also received periodic donations 

from Providence Hospital and others, and money borrowed from the city for renovation of the 

Millennium Centre. 

The CDA’s tax increment revenue capture is derived from increases in property value compared to 

the base tax value of property in the Tax Increment Finance (TIF) District when the TIF Plan was 

adopted in 1996. According to the last amendment of the Development Plan and TIF Plan in 

2000, TIF revenues have been used primarily to finance capital oriented projects in the District, 

such as streetscape improvements (signage, lighting, and landscaping) land and building 

acquisition, and development assistance for redevelopment of under utilized properties. The TIF 

capture for the current budget year is approximately $629,000. 

The CDA’s two mill levy is assessed on all taxable properties in the District. Millage revenues are 

currently being used for general operating expenses, Millennium Centre loan payments, and for 

the TRIP and District Improvement grant programs. 

The Cornerstone’s TIF and Development Plan is in need of updating to reflect the new priorities of 

the Board. If deemed appropriate by the CDA and subject to City Council approval, we estimate 

that the CDA would support a 20 year bond issue for roughly $11,000,000 based on the current 

captures. This estimate does not use the CDA’s fund balance. Thus the CDA has considerable 

capability to make a significant impact on the economic and physical vitality of the Cornerstone 

District. 


17



18 



IV. Strengths, Weaknesses, Opportunities and Threats Analysis (SWOT) 

A SWOT analysis was conducted as a part of the CDA’s strategic planning process in order to 

better understand those internal and external forces affecting the CDA that will support and 

sustain economic development, and thereby influence the CDA’s success. The SWOT technique, 

a simple and effective vehicle for collecting this information, and helps focus the process by 

breaking it down into four broad categories: 

S – What are the District’s Strengths 

W – What are the District’s Weaknesses 

O – What Opportunities might move the CDA forward 

T – What Threats might hold the CDA back 

Successful organizations nurture their strengths and address their weaknesses. The same kind of 

thinking applies to the opportunities and threats – the external trends that influence the CDA. 

External forces include such circumstances as changing stakeholder needs, increased 

competition, market trends, and so on. They can either help an organization move forward 

(opportunities) or hold an organization back (threats) – but opportunities that are ignored can 

become threats, and threats that are dealt with appropriately can be turned into opportunities. 

Both internal perceptions (stakeholders) and external forces (trends), and an urban design 

analysis of the District are examined in the following sections. 

A. Stakeholder Input 

1. Focus Groups. Key input for the SWOT analysis was obtained from speaking directly with 

the users of, and stakeholders in the District. During February, 2008, McKenna 

Associates conducted three focus group sessions, comprised of representatives of 

Cornerstone District businesses, offices, residential developments, residents of the 

District, Providence Hospital, Oakland Community College (OCC), the Southfield Planning 

Department, Southfield Chamber of Commerce, City Manager’s and Mayor’s offices, and 

others to find out their opinions about the District. The focus group sessions each lasted 

about one hour. The questions asked during the sessions were directed to ascertain from 

each group: 

• What do you like about the Cornerstone District 

• What do you dislike about the Cornerstone District 

• What is your vision for the Cornerstone District in the future 

Focus group participants’ comments were wide ranging, but several topics recurred from 

group to group. Following is a summary of the participants’ comments by issue. 

Image of the Area 

Participants indicated that the District has the image of being somewhat old and tired, and 

that the quality of service and cleanliness in some businesses needs improvement. 

Participants believe there is a public impression that the District is not safe, even though 

crime statistics indicate otherwise. Northland Center is the primary image of the District 

for the public at large, thus its appearance and success or failure is critical. The other 

District anchors, Providence and OCC are generally not perceived as part of the CDA. 

Racial diversity in the neighborhoods was seen as an asset by residents. 


19


Location 

The District is centrally located in the region. The resources of the Southfield community 

are assets – Lawrence Tech, the library, access to governmental officials, police and fire 

protection, the hospital, good housing and neighborhoods nearby. Participants stated that 

no place else in the area combines the same strengths of Oakland Community College’s 

student population, Providence Hospital’s community commitment and employee base, 

Northland mall’s retail, and residents. 

Circulation and Parking 

Participants repeatedly mentioned that the District should be made more walkable, by 

adding sidewalks and trails and improving connections to the mall, OCC and Providence 

facilities. Improvements for mass transit and possibly a trolley system were 

recommended. The District’s convenient freeway access was cited as an asset. However, 

within the District the circulation pattern is not easily understood. Generally, participants 

felt there is an appearance of too much parking and pavement, particularly at Northland. 

It was suggested that adding parking structure(s) would benefit the district by allowing 

parking lot land to be redeveloped as buildings. 

Appearance 

Ordinance enforcement, improving the District’s curb appeal and adding landscaping, 

green space were all noted. Participants wish the District to “become beautiful.” 

Vitality and Amenities 

Participants want the area to become a center of activity, both fun and convenient. A 

variety of options for recreation and entertainment should be provided, and the Millennium 

Centre should continue to expand as a performance venue. 

Providence Hospital 

Participants recognized the importance of Providence to the community, however they 

indicated that it is not generally perceived as part of Cornerstone, that its campus is 

understated and somewhat insular. Also, the hospital’s visitors and employees were 

recognized as an important market that should be built upon. 

Northland 

Opinions about Northland were consistent among the focus groups, citing the need to 

update the mall’s image, add amenities, and redevelop as a contemporary center. 

Participants expressed desire for destination stores, good restaurants, and greater variety 

of offerings. Possible redesign as an open mall or a multi-use site should be considered, 

converting under utilized parking land to other uses. 

Redevelopment Opportunities 

Focus group members stated the CDA should focus on economic development activities. 

They suggested the CDA facilitate reinvestment and redevelopment at several specific 

sites, including the Ramada Inn parcels, IBM site, Kalabat parcel, and the Plaza Hotel 

facilities. 

CDA’s Identity 

It was recommended that the CDA continue to market itself to create a stronger positive 

image for the organization. Participants believed that most people don’t know what the 

CDA is, or what it does. 

2. Interviews. To better understand the perspectives and priorities of several major anchors 

in the District, McKenna Associates interviewed the General Manager of Northland Center, 

and the President and other representatives of Providence Hospital. 

20 



3. CDA Board Members Brainstorming Session. In January 2008, soon after the CDA began 

its strategic planning process, representatives of Southfield’s City Centre Committee, a 

group of prominent developers in Southfield and Southeast Michigan, presented concept 

plans for an exciting redevelopment of Southfield’s City Centre area. The City Centre area, 

located at Evergreen Road and Civic Center Drive, includes the Southfield Town Center 

office towers and the City Hall site, among other prominent features. 

In its implementation recommendations, the City Centre presentation suggested that one 

possible source of funding for the project would be tax increment financing via a 

Downtown Development Authority (DDA). Since P.A. 197 of 1975, the Downtown 

Development Authority Act, permits a community to have only one DDA, the presentation 

suggested that the City might abolish its existing DDA (the CDA), and create a new DDA to 

encompass the City Centre area. In that way tax increment could be captured in the future 

to pay for public improvements for the City Centre area. 

To address this perceived threat of dissolution, CDA Board members and others 

participated in a brainstorming session on Friday, February 8, 2008. The purpose of the 

brainstorming session was to answer the following question, “How can we best convince 

the Southfield Mayor and Council that the CDA – along with the tools it provides – needs 

to be preserved”, and then to develop strategies so the CDA could be proactive, not just 

responsive. Although the group discussion was focused on the specific concern that the 

CDA’s tax increment financing powers might be abolished, the group’s thought process 

and comments are relevant to the overall Strategic Plan. 

Strengths, weaknesses, opportunities and threats voiced during the brainstorming session 

are listed in Table 6, below. 


21


Table 6: 

Brainstorming Meeting SWOT 

STRENGTHS 

• CDA is up and running – no start-up time 

needed 

• CDA has successful history - new 

developments and investments have 

occurred, resume of success 

• Tax $ (TIF) from County and other tax 

entities are being captured, CDA’s 2 mill 

levy is ongoing 

• Oakland County can’t opt out of tax 

increment capture in CDA 

• Diversity of users in the District - friendly to 

African Americans, also Orthodox Jewishfriendly 

• OCC students have increased by 66% in 

five years 

• CDA has good track record of reversing 

decline in property values 

• CDA has good track record of improving 

appearance 

• Millennium Theatre is an asset 

• Successful expansion of Providence 

Hospital 

• Expansion of OCC 

• District’s location and regional access are 

good 

• Legacy of Northland mall and CDA 

• Heavy-weight business partners are part of 

the CDA 

• Farmers Market having success 

• New opportunity may open up with 

Northland possible sale 

• Enormous retail square footage at 

Northland 

• CDA serves many functions of a downtown 

• Lots of office space 

• Mix of housing types in the CDA 

WEAKNESSES 

• Housing stock – some is aging 

• CDA has “attractive bank account” 

• Two problem hotel sites 

• Underused site on 8 Mile Rd. (Kalabat) 

• Some abandoned/empty buildings 

• City believes the CDA’s work is done 

• Northland is aging 

• Weak housing market currently 

• Properties not selling 

• The District is not easily walkable 

• Existing perception of crime in the CDA 

• Race issue, that is, there is a perception 

that District is not as friendly for white 

shoppers 

• Believe that the public has negative 

perception of area 

22 



OPPORTUNITIES 

• Big hotel sites are struggling, and are 

redevelopment opportunities 

• 8 Mile Road parcel is an opportunity 

• CDA’s fund balance gives it the ability to 

make improvements in the District 

• Northland Center – potential sale may result 

in reinvestment and upgrades, or redesign 

of site on to more contemporary model 

• CDA has the opportunity to leverage the 

major stakeholders – they are important 

voices in the business community 

o Providence 

o OCC 

o Northland 

• Wellness-fitness center development 

opportunity 

• Use ongoing Southfield master plan process 

to advance CDA’s interests 

• National “Back to the City” trend offers 

potential for more interest in older, dense 

places 

• Potential for senior living facilities 

THREATS 

• Deterioration of 8 Mile area could occur 

and spread into other parts of the CIty 

• Coalition of developers promoting the City 

Center project is strong competition 

• If the CDA were not present, key 

stakeholders in the District might disinvest 

and/or relocate 

• Loss of CDA’s programs (such as the TRIP 

and landscape grants) would negatively 

impact businesses and the overall health 

of the District 

• State and national declining economy – 

housing foreclosures and very limited 

market for development 

• Uncertainty about Northland’s sale and 

future 

• Loss of Orthodox residents 

• If the CDA is abolished, its work will be 

unfinished 

• Publicity about City Center drains 

excitement and support from CDA 

• CDA residents would be negatively affected 

• Major devaluation of district property 

values may occur, including deterioration 

of office infrastructure 

• Without CDA would lose liaison between 

City – CDA – Businesses - Stakeholders 

• Taking away the tools betrays the people 

who have invested in the CDA 

• May lose Providence Hospital – number of 

uncompensated care cases may increase 

• OCC won’t expand and the City will lose 

their students and continued reinvestment 

• “Back to the City” movement – the District 

may be harmed by it if CDA is not able to 

redesign and adapt to fit that form 


23


B. Emerging Trends 

A key part of any strategic plan is the analysis of trends and possible future conditions that the 

organization will face. This section describes some of the significant trends and influences 

that may affect the Cornerstone District’s future. The District’s ability to position itself to take 

advantage of these trends will in large part determine the future success or failure of the area. 

Some of the emerging trends that will affect the Cornerstone District in the foreseeable future 

are: 

1. Demographic Shifts 

2. Sustainable Cities 

3. Retail Design 

4. Health Care 

5. The Economy 

The following pages describe each of the above trends and identify ways those trends may 

impact the future of the Cornerstone District. 

24 



Trend 1. DEMOGRAPHIC SHIFTS 

THE TREND: 

The country is growing, aging, and diversifying. Demographic groups that do not 

have children, such as young professionals, childless couples, baby boomers, and 

new immigrants now represent a higher proportion of the nation’s population than 

ever before, and the trend is expected to continue. 

• In 1950 there were 4.5 persons per household; in 2007 there are 2.5 

persons per household. 

• In 1960, households with children represented 48% of all households while 

single person households were 13% of all households. By 2040 households 

with children are projected to be 27% and single person households are 

projected to be 30% of all households. 

• Household growth from 1980 to 2005: 

o One and two person households without children: 17 million 

o Married couple with children households: 1.38 million 

• Advances in medical care and the aging of the Baby Boom generation will 

lead to a dramatic increase in the number of senior households. 

• According to the National Association of Realtors’ American Preference 

Survey, retired and empty nester households desire to live in the following 

places: 

o 51% in a city or a suburb close to a city. 

o 30% in a rural community 

o 19% in a suburb away from a city. 

IMPACTS: 

These fundamental demographic changes have created the most significant shift in 

the housing market since the march to the suburbs began after World War II. The 

new dominant demographic group is households without children, and this group 

demands new types of housing, along with different design and amenity packages 

than do the old dominant demographic group that demanded single family houses. 

CORNERSTONE’S 

POSITION: 

Cornerstone is already home to the “new” dominant demographic groups, and is 

well positioned to take advantage of the demographic shift. 

The District offers many of the amenities required by the new demographic 

majority, but does a poor job of tying those amenities together in a convenient and 

pedestrian-scaled manner. The District should strive to reinvent itself as a walkable 

district that offers unparalleled pedestrian-scale access to amenities and services 

in order to build value for the many condominium and apartment units that already 

exist. 

The value of condominium and apartment units is affected by access to amenities 

and attractions and the overall environment proximate to the unit. This is why the 

same townhouse unit will sell for $225/sq. ft. in downtown Detroit, but $105/sq. ft. 

in a suburban area where there are no nearby amenities. In order to build and 

maintain value, Cornerstone must offer the advantages and benefits of a walkable 

urban area. 


25


Trend 2. SUSTAINABLE CITIES 

THE TREND: 

We live in an era of declining fossil fuel supplies and rapidly increasing prices for 

those supplies, and an increased awareness of the potential impacts of global 

warming. Sprawling forms of development are inefficient in their consumption of 

energy and result in increased carbon emissions that contribute to global warming. 

Cities that include walkable densities and that incorporate mass transit are much 

more efficient in their use of energy and result in lower carbon emissions than other 

forms of development. The average Manhattan resident generates 7.1 metric tons 

of CO2 every year compared to 24.5 metric tons for the average US resident. 

As energy prices continue to rise, cities will become attractive places to live by 

offering a lifestyle that is more insulated from the price shocks for fossil fuel energy 

supplies, and a lifestyle that also creates lower greenhouse gas emissions. Transit 

Oriented Design (TOD) is a concept that places higher development densities near 

transit stations. The combination of higher densities and access to transit creates 

superb accessibility and mobility for businesses and residents, while reducing 

transportation costs and energy usage. 

IMPACTS: 

Creating sustainable cities will require finding new and sustainable energy sources, 

reducing energy usage per capita, and finding ways to maintain and improve 

infrastructure improvements such as roads and sewers. These challenges may be 

destructive to the economy in a “business as usual” scenario, but also can be a 

catalyst for growth for communities that can successfully capitalize on these trends. 

Creating a comprehensive, reliable, and attractive regional mass transit system is a 

crucial step to help the southeast Michigan region address challenges of 

sustainability. 


POSITION: 

Cornerstone offers ample employment opportunities and access to a wide range of 

goods and services. This makes it possible to position Cornerstone as an 

important node within the region. Cornerstone is located adjacent to major 

transportation routes within the region, which increases the chances that 

Cornerstone will gain access to any regional mass transit system. It is important 

that CDA leaders advocate for a “Cornerstone Station” under any such scenario. 

Promoting a walkable environment that includes a combination of uses that are 

active 18 or 24 hours a day will create a more sustainable environment by requiring 

less energy use per capita and by making more efficient use of public infrastructure 

improvements. 

It will be necessary for Cornerstone leaders to examine policies and regulations to 

ensure that those policies and regulations do not prohibit creating a walkable and 

sustainable environment. While access to transit may not be available for some 

time, Cornerstone can require new development to have a walkable design with the 

pedestrian being the focal point of all design decisions. Cornerstone leaders will 

also have to ensure that parking requirements are sufficient to ensure that the 

District remains economically viable during the time before access to transit is 

available. 

26 



Trend 3: RETAIL DESIGN 

THE TREND: 

Retail design is a constantly evolving process, and recent trends are towards 

making the shopping experience more efficient and more enjoyable. Major malls 

such as Northland were built in a time when the stay-at-home mom was more 

prevalent and shoppers had time for a leisurely stroll through the mall. Today’s 

shopper has much less time for a leisurely stroll and demands convenience and 

access. 

Mall design is evolving. In the past, all stores faced inward, but now malls are 

adding outward-facing storefronts that create a much more appealing view from the 

street and improve direct access to stores for the time-challenged shopper who 

wants to get in and get out quickly. 

Many regional malls are being retrofitted to varying degrees to incorporate lifestyle 

center elements. In many cases, the roof is removed from an existing mall to 

create a main-street feel along a street that replaces the interior corridors of the old 

enclosed mall. 

Other trends include incorporating a wider mixture of uses including residential, 

office, and entertainment uses. These mixed uses are often located on second 

floors of two-story buildings. Adding entertainment uses such as a movie theatre or 

creating a new “restaurant district” that goes beyond traditional food-court fare can 

substantially increase the draw of a shopping center. The growth of internet and 

non-store retailing is a significant challenge for store retailers, so the addition of 

entertainment and dining destinations can help create a town-center environment 

that lures customers to the site. 

IMPACTS: 

Consistent and frequent investment in retail facilities is a prerequisite for success 

in the competitive retail world. Oakland Mall has recently announced plans for a 

major facelift, while Twelve Oaks is completing a major renovation and the 

Somerset Collection completed a comprehensive expansion and facelift within the 

past five years. 

The retail world is highly competitive, and constant reinvestment in retail facilities 

will be required to keep Cornerstone competitive within the regional marketplace. 

Bland, utilitarian shopping centers will fail in the face of new retail realities. 


POSITION: 

Commercial facilities in the Cornerstone District vary in terms of competitiveness, 

with some new developments being modern and competitive, but others being 

functionally obsolete. 

Northland represents a tremendous opportunity to help redefine the character and 

feel of the Cornerstone District. If redesigned to incorporate walkable, pedestrian 

scale design elements and if expanded to include new entertainment options 

(which can include movie theatres, bowling alleys, skating rinks, etc.) Northland can 

help establish the Cornerstone district as a walkable entertainment, employment, 

shopping, and residential center with a unique identity. A revitalized Northland can 

serve as an economic engine for the entire Cornerstone District. 


27


Trend 4: HEALTH CARE 

THE TREND: 

The health care industry is large and varied, and includes many subsectors, each 

with their own trends. For the purposes of this study, we have identified health care 

trends that will likely impact employment in and the growth of the Cornerstone 

District due to the presence of Providence Hospital. 

Health care employment as a share of all non-farm employment has consistently 

increased over the past 20 years, rising from 8.2% in 1990 to 12.3% in 2005. 

However, the number of hospital beds per capita has decreased over that same 

period, as the average length of stay has decreased and outpatient procedures 

have increased. This has led to a greater demand for medical office space that is 

associated with, but not necessarily part of hospital complexes. 

Other emerging trends in the health care and hospital management industry is the 

growing stature of information technology as a vital part of hospital operations, the 

coming demand for both preventive and acute health care services from baby 

boomers, and continuing shortages of healthcare professionals. 

IMPACTS: 

The health care industry is the only major economic sector that did not lose jobs 

over the 2000-2007 period in Southeast Michigan. The health care industry is 

poised for continued growth due to demographic factors like the aging of the baby 

boom generation and shifts in management procedures. 


POSITION: 

Cornerstone is uniquely positioned to capitalize on the presence of Providence 

Hospital. Providence will likely spin off new development in the form of medical 

offices and the contemplated Wellness center. These new development 

opportunities will not only bring new uses and development to the district, but will 

give Cornerstone leaders the opportunity to begin to shape the future physical form 

of the district. If these new uses are designed properly, they can begin to establish 

a new pedestrian-friendly form for the district. 

28 



Trend 5: THE ECONOMY 

THE TREND: 

There are no intrinsic, self-generated “economy trends,” however, there will be 

sectors of the economy that will thrive in response to the four previous trends. For 

instance, the health care and energy sectors (both carbon-based and renewable 

energy firms will prosper) are positioned for long-term growth. 

A common theme among the four trends is that growth and prosperity do not and 

will not come solely or even primarily from external business attraction. Instead, 

innovation will be the main driver of growth in today’s economy. Self employed 

entrepreneurs are a crucial component of the innovation economy, and will be a 

significant source of economic growth. 

Approximately 10 percent of the US workforce is now self employed, and self 

employment rose by 12 percent between 1995 and 2004. Self employment growth 

rates are highest amongst women and Hispanics, and other groups such as the 

baby boomers promise to contribute significantly to the economy as entrepreneurs 

in the future. 

IMPACTS: 

Succeeding in the face of a changing economy will require the Cornerstone District 

to rethink some assumptions and accepted wisdom. The previous four trends will 

be significant drivers that shape the economy over the next 10, 20 or 30 years. 

Supporting and encouraging the creation of an innovation economy is easier if a 

research university or high technology cluster is present, but any community can 

support and encourage the innovation economy by ensuring that three necessary 

enablers are present within its boundaries. These innovation economy enablers 

are telecommunications infrastructure, professional and business services, and 

entrepreneurship. Without all three of these enablers, it is unlikely that the 

innovation economy will take hold in the District. 


POSITION: 

Cornerstone should take the following actions to best position itself to take 

advantage of the innovation economy: 

• Conduct an inventory of telecom infrastructure, including telecom-equipped 

buildings and sites. Identify underserved spots. 

• Incorporate telecom infrastructure policies into overall economic development 

strategies. Leverage existing assets and seek partnerships with the private 

sector to provide top-quality telecom infrastructure. 

• Capitalize on the concentration of professional and business services in the 

Cornerstone District and nearby City Center area. Promote the presence of 

existing firms as an attraction for new firms to locate in the area. 

• Encourage an entrepreneurial culture. Promote networking and linkages within 

the District and the City as a whole to connect potential entrepreneurs with 

others that can provide them with important inputs or market opportunities. 

• Capitalize on Oakland Community College and the nearby Lawrence 

Technological University to generate entrepreneurial opportunities. Pursue the 

formation and expansion of business incubator facilities and activities in 

partnership with these institutions of higher education. 


29


Emerging Trends Conclusions 

As noted in the Opportunities and Constraints analysis, the single most important physical 

design feature of the District is Northland Mall. Northland Mall was among the first generation 

of enclosed, indoor shopping centers built in this country, and was a wonderful response to the 

prevalent and growing trends of the time. 

In the 1950’s the US was a country of young families with a booming population. Post-war 

prosperity and the desire to live the American Dream led many of these family households to 

the suburbs in search of quiet and safe neighborhoods consisting mostly of single-family 

houses in which to raise their children. This was a time when married couples with children 

represented more than 50% of all households in the country. The regional mall was invented 

in response to the needs of the married couple with children - the overwhelmingly dominant 

demographic group of the day. 

As we have seen, the population is aging and will be dominated by one and two person 

households for the foreseeable future. This population change will have profound impacts on 

what households expect of the community they live in, because when children are taken out of 

the equation, households demand very different things from their community – including 

different choices in housing, entertainment, retail options, accessibility, and employment. No 

longer can most communities use the familiar pattern for development that was created 

during the 1950’s and 1960’s and expect to become or remain competitive. That pattern 

catered almost exclusively to the needs of families with children, and while the needs of those 

households must still be considered, the contemporary community must ensure that the 

needs of all demographic groups are considered. 

Above all, people treasure those places that inspire feelings of community and attachment. 

When every community is developed using the same pattern book, every community looks the 

same – which is not a formula that fosters feelings of attachment between a city and its 

residents. 

Fortunately, the Cornerstone District has the elements in place to take advantage of the 

emerging trends. The presence of a regional retail center, a major healthcare institution, a 

community theater, an institution of higher learning, and higher density residential buildings 

give the Cornerstone District the opportunity to cash in on these emerging trends. However, as 

they exist, the essential elements in the District are fragmented and predominantly 

automobile-oriented, and do not relate to each other in any appreciable or legible manner. A 

primary objective of this Strategic Plan should be to capitalize on the tremendous assets that 

exist in the District and tie them together in a manner that results in a coherent, accessible, 

place that supports and encourages economic investment with a human-scale. 

C. Physical Opportunities & Constraints 

The physical, built environment of the Cornerstone District is an important component shaping 

its current and future potentials. Map 4, Opportunities and Constraints, presents an analysis 

of some critical features that will influence the recommendations of this Plan. 

Constraints 

The Cornerstone District is the commercial center of Southfield. Cornerstone has all of the 

elements of a downtown; it has a mix of uses including office, retail, residential and civic 

space. It has a daytime, worker population, and night time residential population. However, 

because the district is not built as a traditional city or have a Main Street-type space, it does 

30 



not have the feel of a downtown. What is missing from this district is a physical element or 

design that ties the different sites and spaces together to create the feeling that this is indeed 

a downtown district, rather than an area with many different land uses. 

The physical form of Cornerstone is of the 1960’s and 1970’s Edge City suburban model. 

Large high rise office and residential buildings are built on separate sites, each with its own 

separate parking, access and amenities. Public spaces are largely absent, except for within 

the street rights-of-way. This “separateness” contributes to the lack of cross-connections and 

image of the Cornerstone District as individual sites, not a recognizable place or district. 

Opportunities 

The three major district anchors – Providence Hospital, Oakland Community College, and 

Northland Mall – are all prime opportunities and should become catalysts for redevelopment. 

Providence Hospital’s campus at 9 Mile and Greenfield is one of southeast Michigan’s premier 

health care centers. As the hospital expands and offers new services, the need for new 

medical, office and laboratory space increases. Further, medical facilities are emerging as 

catalysts for mixed use developments. For example, the proposed McLaren Health Care 

Village in Independence Township, Oakland County will include 132,000 square feet of 

medical office, 41,000 square feet of retail and a 216-bed hospital as its anchor. The 

estimated tax revenues for that development exceed the value that would be realized if the 

same land area were developed for industrial uses. The opportunity is there for Southfield to 

tap into the burgeoning health care industry as the core economic generator for the 

Cornerstone District. 

Oakland Community College (OCC) has a growing presence in the Cornerstone District. OCC 

draws a significant number of commuter students to its campus on Rutland Drive every day. 

Many of these students have internships or jobs at Providence. As OCC grows, there is a need 

to create stronger physical connections between Providence Hospital and OCC so students can 

more easily get back and forth between the facilities. There is also the opportunity to create a 

stronger physical connection between OCC and Northland Mall encouraging students to avail 

themselves of the shopping and entertainment options offered off-campus. Enhancing nonmotorized 

connections to the other district anchors would help enhance the urban feel and 

appeal of the OCC campus. 

Northland Mall is an important part of retail history – it is the nation’s first suburban mall. 

Built in 1954, Northland has not been significantly renovated in approximately 15 years. 

Despite its somewhat dated and worn exterior appearance, Northland remains an important 

retail destination for residents from Detroit, Southfield, Oak Park and other surrounding 

communities. Further, Northland’s approximately 120 acre site includes massive parking lots 

with over 9,000 parking spaces, considerably more than necessary under contemporary 

development standards. There is potential to add buildings to the site, either as out lot 

development or in a more compact, mixed use or lifestyle-type format. Increasing density on 

the site could be profitable for the owner, increase tax base for the City, and if properly 

designed, create excitement and vitality in the District. 

Other vacant and underdeveloped land is also a significant opportunity for the CDA. Map 4 

locates some of these sites, and illustrates the considerable land mass dedicated to 

automobile parking lots. These vacant and underdeveloped spaces are ripe for 

redevelopment and can become short-term catalyst projects for the rest of the district. 


31


Enhancing the physical connections – particularly between the three major anchors of the 

district – will help to change the perception of Cornerstone and continue to build on the 

accomplishments of the CDA. Sidewalks are missing along some of the roads in the District, 

making pedestrian travel difficult. Public improvements, such as additional streetscape, 

landscaping, sidewalks, and upkeep of roads, street lights, and other infrastructure, are 

needed to enhance the district’s appearance and functionality, and to satisfy the new market. 

The Cornerstone has the potential to become a vibrant place to live, work and shop, a place 

that enhances all of Southfield. 

32 




34 



V. Mission Statement 

The Cornerstone Development Authority Board reconfirmed its mission at the Strategic Planning 

Retreat, held on March 14, 2008. Board members found the existing mission statement, with 

minor revisions, to be still relevant and an accurate representation of the CDA’s core values and 

reason for being. 

The re-adopted mission statement is as follows: 

CORNERSTONE DEVELOPMENT AUTHORITY MISSION STATEMENT 

To enhance the environment by making the district one in which people feel comfortable and 

secure as a place to live, work, shop, learn and be entertained and to strengthen its economic 

vitality and physical appearance. 

The mission statement is the foundation for all the actions undertaken in this process. Its 

directives guided the development of the Strategic Plan. 

VI. Cornerstone’s Vision for Tomorrow 

During the Strategic Planning Retreat, the CDA Board considered the assets, strengths and 

needs of the District along with changes and trends in the marketplace. During the planning 

process the Board identified basic concepts for the future development of the district and a 

series of specific projects to pursue. Those concepts and projects are the foundation of the key 

recommendations of this plan. Fundamentally, those recommendations focus on making the 

District’s physical and economic environment a more successful, vital, attractive, desirable, 

comfortable and secure place that embraces 21 st century needs and desires. 

The CDA’s vision for the Cornerstone District is reflected on Map 5, Concept Master Plan. The 

Concept Master Plan is not intended to be lot-line specific, or to dictate precise land uses or 

boundaries. Rather, it is a big picture illustration of the key recommendations of this Strategic 

Plan. The Cornerstone District today is a mature urban place that includes some mixing of uses; 

the Plan envisions the Cornerstone District of tomorrow as a fully walkable, fine grain mixed-use 

place with retail, services, office, residential and other uses blended in a compatible and vital 

mix. 

To a large extent, the District’s success depends on the success of the three anchors: Northland 

Center, Providence Hospital, and Oakland Community College. The Plan reflects Board 

members’ desire to create a walkable district, and one that builds on the strengths of the health 

care, higher education and retail sectors present in the District’s anchors. Attractive public and 

private spaces should be created, and blighting elements removed. Also, opportunities to 

increase development density, particularly by redeveloping under-utilized parking lots, vacant 

land, or obsolete buildings and sites, should be capitalized upon to create new tax base and a 

vital, energetic physical and economic environment. 


35



36 


Non Residential 

Mount Vernon Rd. 

Southfield Rd. 

Residential 

Residential 

Residential 

Non Residential 

City of Oak Park 

9 Mile Rd 

Education 

Mixed Use 

Campus 

Non 

Residential 

Residential 

Providence Dr 

Medical 

Campus 

Greenfield Rd 

Rutland 

10 

North Park Dr. 

J L Hudson Dr 

Medical 

Campus 

Cultural 

Entertainment Hub 

39 

Northland 

Commercial 

Northwestern Hwy. 

Northland Dr 

8 Mile 

Development Area 

8 Mile Rd. 

Map 5: Concept Master Plan 

Image Intersection 

Detroit 

Base Map Source: : Oakland County GIS, 2006 

Michigan Center for Geographic 

Information,v6b. 

Data Source: McKenna Associates, 3/2008 



Gateway 

Potential Redevelopment Site 

Future Connection 

0 500 1,000 

Feet 

4/03/08



38 



CONCEPT MASTER PLAN KEY RECOMMENDATIONS 

1. Connections - Create clear, attractive and well-functioning connections between OCC, 

Providence Northland and throughout the District. The connections should be multi-modal, 

accommodating vehicles, pedestrians, and non-motorized travel. 

2. District Character - Enhance the overall character of the District as a vibrant mixed use place 

with entertainment, destination retail, office space and support services, focused on the area 

surrounding J.L. Hudson Drive and Northland Center. Buildings should be located close to the 

street and on-street parking should be provided to create a walkable, pedestrian oriented 

environment. 

3. Infrastructure and Aesthetics - Continue to support and implement streetscape, landscaping, 

lighting, parking, infrastructure and aesthetic improvements to ensure the District is an 

attractive, welcoming, distinctive and comfortable place. 

4. Development and Redevelopment - Facilitate development, redevelopment and reinvestment 

in the District’s properties consistent with this Plan, including potential expansions of the 

campuses of Providence Hospital and Oakland Community College. 

5. Economic Health and Vitality - Support and enhance the District’s economic health and vitality 

through a targeted strategy of business and economic development programs and incentives 

for recruitment, retention, development and redevelopment. 

A. Concept Master Plan Framework 

The Concept Master Plan focuses on the general areas and uses in the District with the 

greatest potential for change. Significant portions of the District are likely to remain 

unchanged during the foreseeable future, particularly the residential neighborhoods. 

The chart at right shows the average 

lifespan of different types of structures 

before the structure is replaced or requires 

extensive renovation or retrofitting. The 

chart indicates that single family homes 

are the most “permanent” kind of 

structure. When a single family home or 

neighborhood is built, it is likely that the 

neighborhood will remain for upwards of 

150 years (barring any societal or major 

economic shifts). On the other hand, 

single-purpose retail buildings have a 

lifespan of 15-20 years, and other 

nonresidential and office buildings have an 

average lifespan of 40-60 years. 

Years 

200 

150 

100 

50 

0 

Retail 

Warehouse Nonres. 

Office Education Homes 


39


Portions of the Cornerstone District are approaching the age where redevelopment, major 

renovations, or retrofitting of old buildings for new purposes will be necessary. Indeed, the 

former Ramada Inn site is an example of this. The Concept Master Plan focuses on these 

areas that are likely to change, while recognizing that the residential and more recently 

developed office and commercial portions of the District (mostly located north of 9 Mile) are 

unlikely to change over the coming 10 to 20 years. 

B. Concept Master Plan Activity Areas 

The Concept Master Plan identifies a series of focus areas where the key recommendations 

should be implemented. We refer to these areas as “Activity Areas” because it is in these 

places that the public and private sector will work to redevelop, renew, and refit buildings 

and sites. These activity areas contain a combination of obsolete buildings that require 

retrofitting or redevelopment to be economically viable; vibrant uses such as Providence 

Hospital, Oakland Community College, or the Northland shopping center that will expand; and 

underutilized sites such as large parking lots that are nearly always empty. 

Properly managing this redevelopment and change will be an important task for the 

Cornerstone Development Authority and the City of Southfield. The Concept Master Plan is 

intended to serve as the guide for how the District redevelops, and is the basis for the 

recommendations of this Strategic Action Plan. The Activity Areas are described as follows: 

PROVIDENCE MEDICAL CAMPUS: Providence Hospital has a history of supporting and 

investing in the Cornerstone District. Hospital representatives have expressed the desire to 

expand health care related facilities within the District, including participation in a new, triparty 

health, wellness and fitness center, the possible expansion and development of 

additional medical office and hospital support uses, and to transform its campus into a 

walkable complex. 

In response, the Concept Master Plan proposes expanded hospital-related uses both to the 

north and the south of the existing Providence complex. To the south, the northern portions 

of Northland’s parking lot could be redeveloped for office, hospital-related and medical 

support uses. To the north, office parcels could be more closely linked to Providence and 

functionally become part of the overall medical campus. Also, while the Medical Campus 

boundaries shown on the Concept Master Plan include some uses and parcels not owned by 

Providence, or related specifically to the Hospital, medical campus uses are the focus of this 

area. 

The physical image of Providence Hospital should be made more prominent. The Plan 

recommends aesthetic enhancements at the related image intersections and from major 

roads to better identify this important anchor as part of the District. 

OAKLAND COMMUNITY COLLEGE CAMPUS: As discussed previously, Oakland Community 

College’s (OCC) enrollment is growing. Its student population is a significant potential market 

for retail and service businesses. OCC’s nursing program and other health care related 

career programs benefit from the college’s proximity to Providence Hospital. Similar to 

Providence, OCC and the district would benefit from greater public visibility and recognition of 

the college’s presence. 

The Plan proposes removal of the deteriorated Ramada Inn. Not only is the Ramada building 

blighted in appearance, it also blocks the view of OCC from Nine Mile Road. Redevelopment 

40 



of both the hotel and associate parking lot site for new education buildings, mixed uses, or 

other uses that compliment the OCC campus should be pursued. The Ramada sites are both 

potential locations for the future health, wellness and fitness center. 

This master planned area is envisioned as a mixed use “College Town”. Beyond the services 

and ancillary support uses that could be developed on the Ramada sites, the Plan 

recommends the OCC campus be better connected to the other district anchors to take 

advantage of the Millennium Centre’s cultural and entertainment offerings, Providence 

Hospital’s employment and training opportunities, and Northland Center’s regional 

commercial resources. The primary connection should be in the form of a new road that 

permits vehicle traffic, but is primarily designed as an attractive, enticing place for 

pedestrians. Sidewalks along the connector should be wide, with ample space and 

improvements for sitting, relaxing, and interacting with others. The space should be well 

landscaped, yet visibly a safe place to be. 

MILLENNIUM CENTRE: The Millennium Centre should continue to be enhanced and 

promoted to become the District’s cultural and entertainment hub. As a stage performance 

venue, Millennium can attract people from outside the immediate area, particularly during 

evening hours, who would create an increased market for restaurants, specialty shopping 

and other entertainment venues such as might develop on the Northland site. 

The Plaza Hotel parcel is included as part of the Plan’s cultural and entertainment hub. The 

Plaza’s ballroom is one of the largest in the Detroit Metro region, thus would support larger, 

complimentary business and entertainment events. 

NORTHLAND COMMERCIAL CENTER: As a regional shopping center, Northland is a major 

draw, bringing people into the Cornerstone District. Because of it’s history and prominence 

as the first regional shopping mall in Michigan, Northland is also the primary image feature in 

the District. The Plan recommends that Northland’s legacy and dominant commercial 

functions remain, but that opportunities for modernization should be considered, as 

economic. Redevelopment of land that is currently in remote unneeded portions of the 

parking lot could support additional retail space, mixed use or medical campus type uses. A 

new street into the Northland site, connecting J.L. Hudson Drive and Greenfield, is envisioned 

to create new frontage for commercial and office uses and to improve overall circulation. 

Further the trend among the mall’s tenants to install their own individual doors to the mall’s 

exterior could be enhanced with a redesign of the site, transforming the retail space to a 

newer more outward-facing model as is being done on many mall properties throughout 

southeast Michigan and the nation. 

8 MILE ROAD DEVELOPMENT AREA: The land along 8 Mile Road (M-102) and Northland 

Drive is a significant image area for the Cornerstone District. Improvements should be 

designed and implemented to create a welcoming, high quality image along 8 Mile. 

Particular efforts should be made to enhance the District gateways at Southfield Road, 

Greenfield Road, and Northland Drive and Eight Mile. Also the four corners of Northland 

Drive at the Lodge Freeway should be enhanced with stronger district identify features, 

landscaping and aesthetic improvements. 

The 8 Mile Development Area contains the Kalabat and Stouffer redevelopment sites. 

Although new developments have been approved for both these sites, given the downturn in 

the real estate market, continued attention is needed to be sure those sites redevelop as 

planned. Overall, the parcels in this development area are ripe for redevelopment and 


41


reinvestment, possibly as medical office or medical products space. The CDA should further 

study the 8 Mile area, including coordination with the 8 Mile Boulevard Association and 

stakeholders, and prepare a targeted redevelopment plan. 

GATEWAYS, IMAGE INTERSECTIONS, and INFRASTRUCTURE: The Plan identifies several 

locations recommended for more intensive improvements to signify entrance into the District 

or to identify sub-areas for the major anchors. These gateway and image intersections may 

incorporate signage, lush landscaping, color, public art and similar elements to distinguish 

the intersection or entrance, within the overall theme of the Cornerstone. Further the roads, 

sidewalks, streetlights, landscaping, utilities and other essential infrastructure in the District 

are aging. In order for the District to remain economically viable, and to become an even 

more desirable place, infrastructure updates must be continually made. 

42 



VII. Strategic Action Plan 

The Strategic Plan is an outline of the CDA’s priorities for the next five years. This plan provides 

the framework for action and identifies specific goals, objectives and projects on which the 

Cornerstone Development Authority and its stakeholders should focus to facilitate economic 

development success in the short and long term. 

As described in the preceding section, during the strategic planning process, the CDA Board 

identified several key goals that it believes need to be addressed in order for the District to 

achieve measurable success. While the concepts behind the goals are not new, the 

recommended projects reflect a new approach to serve contemporary needs and desires in the 

marketplace. The projects reflect a variety of approaches, including infrastructure and aesthetic 

improvements, programs and support for individuals, marketing, project facilitation, and 

economic development endeavors. Accomplishing the CDA’s plan will require commitment to 

the process and a considerable amount of collaboration. All of the stakeholders, both public and 

private, inside and outside the District, should be considered partners in this effort. 

A. Action Program 

The following tables present the recommendations of the Strategic Plan. There is one table 

for each of the five key recommendations. Each table lists the objectives and projects to 

achieve the associated recommendation, along with the entities primarily responsible for 

implementing the activity, the general timeframe, and suggested funding sources for project. 

A key for interpreting the timeframe, responsibility and fund source codes is presented 

below. 

Key to the Tables 

(a) 

(b) 

(c) 

Timeframe 

1 = Years 1 and 2 

2 = Years 3 - 5 

3 = On-going 

4 = As opportunities arise 

Responsibility 

CDA = Cornerstone Development Authority 

City = City of Southfield 

Priv. = Private Sector 

Public = Other Public Sources 

Potential Funding Sources 

TIF = Tax Increment Revenue 

M = 2 Mill Revenue 

G = Grants 

CF = City Fund 

D = Donations 

R = Facility Revenues 

PF = Private Funds 


43


Table 7: 

Connections 

Objectives Strategies/Projects Timeframe a Responsibility b 

A. Develop a new 

pedestrian/bike/ 

vehicular connector 

between OCC, the 

Millennium Centre, 

and J.L. Hudson 

Drive. 

B. Create a walkable 

district with sidewalks 

along all public 

streets. 

C. Expand the OCC – 

Millennium Centre 

connector to 

Providence, Northland 

and other 

destinations via 

linkages of public 

activity spaces, green 

spaces, and 

walkways. 

Meet with, obtain support and commitments 

from abutting and benefited landowners 

Prepare detailed design plan and obtain City 

approvals 

Obtain rights-of-way or easements 

Obligate financing and construct the 

connector 

Complete missing sidewalk along 

Providence Drive & North Park Drive 

Install sidewalk along J.L. Hudson Drive 

Add sidewalk where missing on other street 

segments 

Develop overall design as part of Urban 

Design Plan 

Partner with developers to implement 

segments of the connector in conjunction 

with site development 

Potential 

Funding 

Sources c 

1 CDA TIF 

1 CDA, City, Priv. TIF 

1 CDA TIF 

1 CDA TIF 

1 CDA TIF 

2 CDA, Priv. TIF, PF 

4 CDA, Priv, City TIF, PF, CF 

2 CDA TIF 

4 CDA, Priv. TIF, PF, G 

44 



Table 8: District Character 


Potential 

Funding 

Sources c 

A. Enhance the 

District’s 

physical layout 

B. Establish 

Millennium 

Centre as a 

premier and 

self-sufficient 

entertainment 

venue 

Prepare an overall Urban Design Plan (as a District 

“site plan”) to guide building placement, public 

improvements, redevelopment site designs, 

landscaping and design guidelines. 

Work with the City to review existing zoning 

regulations, and prepare design guidelines and 

zoning regulations to implement the Urban Design 

Plan. 

Regularly meet and foster partnerships with District 

anchors and developers to encourage site 

developments consistent with the CDA’s Plan. 

Work with the City to involve the CDA in plan review 

for sites in the District. 

Support new uses with attractive streetscape, 

lighting, landscaping and amenity improvements. 

Work with the Plaza Inn to explore complimentary 

uses, events, and shared space opportunities with 

Millennium. 

Create a central public open space as an outdoor 

gathering and civic activity area in the vicinity of 

Millennium Centre, Providence Drive and J. L. Hudson 

Dr. 

Complete the renovation of Millennium Centre 

Prepare a marketing and business plan to ensure the 

Millennium Centre will be self-sufficient 

Consider expanding marketing efforts outside the 

community to expand opportunities and offerings at 

Millennium Centre. 

Identify long term funding sources, such as creating 

an endowment funded by the Southfield community 

to help support the Millennium 

Continue to program community activities such as 

the farmer’s market at the Millennium Centre 

Coordinate Millennium Centre programming with 

Northland events and activities 

1 CDA TIF 

1 CDA, City TIF, CF 

3 CDA, Priv. TIF 

1 CDA, City M, TIF 

2 CDA TIF, PF 

2 CDA, Priv. M, PF 

2 CDA TIF 

1 CDA, Priv. D, M 

1 CDA M 

1 CDA M 


3 CDA M 



45


Table 9: Infrastructure and Aesthetics 


Potential 

Funding 

Sources c 

A. Ensure the 

District’s 

infrastructure is 

well maintained 

B. Enhance the 

attractive District 

gateways and 

image 

intersections 

C. Continue 

streetscape 

improvements to 

provide a more 

D. Encourage quality 

site landscaping 

E. Promote a more 

user friendly 

parking system 

Work with City to develop a regular 

infrastructure repair and maintenance 

program 

Identify any public infrastructure deficiencies 

(roads, sidewalks, lighting, utilities) and 

collaborate with responsible entities to keep it 

attractive, safe and well functioning 

Ensure that the CDA’s streetscape, 

landscaping, gateways and image areas are 

well maintained year-around 

Plan and install enhanced landscaping, 

gateway features and improvements at all 

gateway entrances 

Improve the appearance of the 8 

Mile/Greenfield gateway area in conjunction 

with the MDOT M-102 study and 

improvements 

Design and construct distinctive features (like 

special lighting, banners, seasonal plantings, 

public art) to increase the visual prominence 

of and convey the identity of the respective 

anchor(s) at image intersections 

Design and construct updated 8 Mile Road 

streetscape improvements 

Evaluate existing streetscape and selectively 

enhance it to create a unified image 

Add landscape plantings to boulevard islands. 

Continue offering the CDA’s District 

Improvement (landscape/site beautification) 

grants 

Use of District Improvement grants to 

encourage sites to comply with CDA’s design 

plan and guidelines. 

Work with property owners to develop shared 

parking facilities to permit higher utilization of 

the land 

Work with the City to implement on-street 

parking consistent with the CDA’s Walkability 

Study. 

Encourage parking areas to be designed to 

accommodate the construction of parking 

decks in the future. 

If warranted, assist in financing and 

constructing attractive parking structures 

1 CDA, City TIF, M 

3 CDA, City, Public, 

Priv. 

TIF, M, PF 

3 CDA, City, Priv. TIF, M, P 


2 CDA, Public TIF, G 

2 CDA, Priv. TIF, G, PF, 

D 



4 CDA TIF, G 

3 CDA M 

1 CDA M, TIF 


1 CDA, Public TIF, CF 

3 CDA, City TIF, M, PF 

4 CDA, Priv. TIF, R, PF 

46 



Table 9: 

Infrastructure and Aesthetics (cont.) 

Potential 

Funding 

Sources c 



F. Safety and Security 

Make walking more comfortable and safe by 

means such as softening the appearance of 

metal parking lot fences with canopy trees. 

Work with Southfield Police to identify and 

implement unobtrusive safety systems such as 

“blue light” phones found on campuses 

Publicize positive district safety statistics 

1 CDA, City TIF, M, D, 

CF, PF, G 

3 CDA, City M, CF 

G. Transit 

Work with Northland, SMART and stakeholders to 

resolve issues with the existing bus transfer 

station, including if appropriate, pursuing funding 

and facilitating improvements at the current, or 

another location. 

Partner to explore more extensive transit service 

within, and to and from the CDA 

Investigate and if viable, partner to support, 

public transportation linkages such as trolley 

service, between the Civic Center and CDA. 

2 CDA, Priv., Public M, PF 

2 CDA, Priv., Public M, TIF, PF, 

R 

2 CDA, Priv., Public G, PF, CF, 

TIF 


47


Table 10: Development and Redevelopment 


Potential 

Funding 

Sources c 

A. Support 

Providence 

Hospital 

investments in 

the District 

B. Support 

Oakland 

Community 

College 


the District 

C. Accomplish the 

reuse or 

redevelopment 

of the Ramada 

Inn and 

associated 

parking site as 

a mixed use 

“town and 

gown” area 

D. Support 

Northland 


the District 

E. Enhance the 

economic 

viability of the 8 

Mile Area 

F. Other Sites 

Work with Providence, Northland and other 

stakeholders to facilitate the medical campus 

expansion 

Participate in the planning and design process for 

the Providence expansion, including site changes 

necessitated at Northland mall 

Support the expansion with public improvements 

consistent with the CDA’s Plan 

Create a new street between Providence Drive and 

Greenfield Road as part of the medical campus 

expansion. 

Facilitate OCC campus expansion consistent with 

the CDA’s Plan 

Improve OCC visibility and public recognition in the 

District 

Collaborate with OCC, the landowner(s) and the City 

to resolve design, parking and development issues 

relating to expansion. 

Prepare a site development plan for reuse or 

redevelopment of the Ramada sites. 

Create incentives to encourage redevelopment, 

consistent with the CDA’s Plan 

Partner to acquire the site(s), or work with the City 

and OCC to explore other means to leverage site 

control. 

Find development partner(s) 

Work with Northland to encourage façade 

improvements and site updates. 

Facilitate parking solutions to allow greater 

development density (combination of on-street, 

parking structures, upgrading surface lots and 

landscaping, and vehicle and pedestrian circulation 

improvements) 

Include Northland properties in business 

recruitment efforts, particularly for out-lot 

development. 

Prepare special area plan, including market 

assessment, for 8 Mile Road development area. 

Develop alternative plan for Kalabat site based on 

current market conditions. 

Meet with Kalabat to consider alternate plans. 

Facilitate redevelopment efforts in all parts of the 

District as opportunities arise, consistent with the 

Plan. 

1 CDA, City, Priv. TIF, G, PF 


2 CDA, Priv. TIF, G, PF, CF 


1 CDA, Priv. TIF, M, PF 

1 CDA, Priv. TIF, PF, M 

1 CDA, City, Priv. TIF, M, P 


1 CDA, City TIF, M, CF 

1 CDA, City, OCC TIF, M, PF 

1 CDA, City, Priv. TIF, M, PF 

1 CDA, City, Priv. TIF, M, PF 

1 CDA, City, Priv. TIF, PF, R 

3 CDA TIF, M 

1 CDA, Public TIF 


1 CDA TIF, M 

4 CDA TIF, M 

48 



Table 11: 

Economic Health and Vitality 


Potential 

Funding 

Sources c 

A. Utilize economic 

development tools 

to promote the 

District’s economy 

B. Enhance the human 

capital of the 

District 

C. Improve the public’s 

perception of the 

District and 

reinforce that it is a 

good place to do 

business 

D. Effectively 

coordinate and 

administer the Plan 

Update the CDA’s TIF and Development Plan 

Create a business development strategy for 

the CDA including development, 

redevelopment, retention and attraction. 

Conduct business recruitment to attract 

desired restaurants, destination retail, and 

mixed-uses. 

Create incentives for purchase, redevelopment 

of, or reinvestment in targeted under utilized, 

blighted or obsolete buildings 

Continue offering grant and incentive 

programs targeted at District stakeholders. 

Evaluate the effectiveness of the TRIP 

incentive program and consider modifications, 

such as offering small forgivable loans to new 

businesses that stay (“Come to Cornerstone”) 

Collaborate with the Chamber, OCC and 

stakeholders regarding a student discount 

card program 

Create business incubator partnerships with 

major District stakeholders 

Work with OCC to develop business 

operations/customer service training 

programs 

Develop unique image and branding for the 8 

Mile Road subarea 

Participate in mutually beneficial organizations 

and promotional events, such as the 

Convention and Visitors Bureau, 8 Mile 

Boulevard Association, ULI Detroit Chapter, 

Southfield Area Chamber of Commerce, 

Oakland County Business Roundtable and 

others. 

Regularly update the CDA’s website with 

events and successes; post the Strategic Plan 

Adopt the Strategic Plan as the official guide 

for enhancement of the District. 

Present Strategic Plan to City staff, Planning 

Commission and City Council to obtain input 

and support. 

Encourage the City to incorporate the Strategic 

Plan recommendations into the City Master 

Plan update. 

Continue PR and marketing program and work 

with media to broadcast successes 

Annually track progress toward the goals of 

this Plan using the Measurements of Success. 

1 CDA TIF 

2 CDA TIF 

1 CDA TIF 

2 CDA TIF 

3 CDA M 

1 CDA M 

2 CDA, Priv. M 

2 CDA, Priv TIF, M 

1 CDA, Priv M 

2 CDA, Public TIF 

3 CDA, City TIF, M 

3 CDA TIF, M 

1 CDA M 

1 CDA, City M 

1 CDA, City M 

3 CDA, Priv M 

3 CDA M 


49



50 



B. Measurements of Success 

In order to measure the CDA’s progress toward realizing the goals of this Plan, we 

recommend that the CDA collect the following benchmarks annually. This information can 

be publicized in conjunction with the CDA’s Annual Report, and used in promotional efforts. 

• Total taxable value of property in the Cornerstone District 

• Number of new jobs created; 

• Dollar amount of new private investment; 

• Public improvements and their costs; 

• Economic development tools utilized; 

• List of business openings; 

• Total number of businesses in the Cornerstone District; 

• Total number of housing units; 

• Occupied retail space (sq. ft.); 

• Vacant retail space (sq. ft.); 

• Occupied office space (sq. ft.); 

• Vacant office space (sq. ft.); 

• Occupied residential space (sq. ft.); 

• Vacant residential space (sq. ft.) and 

• Number and type of events sponsored, and number of attendees. 


51



52 



VIII. Conclusions 

As with any strategic plan, it is important that the CDA regularly measure its progress and revisit 

this document. Unanticipated opportunities will arise and conditions will change, and the CDA 

should respond. Therefore the Strategic Plan is intended to be flexible to facilitate economic 

success, and to achieve the CDA’s vision. 

By comprehensively updating its strategic plan, the CDA has taken an important proactive step 

to refocus its energies and resources. There is still much to be accomplished in the future, and 

many exciting opportunities on the horizon. The growth of the health care sector, need for 

education and reeducation in the changing economy, and evolution of the retail sector make the 

CDA well positioned for success. The next steps have been defined, and now the work can been. 


53



54 


Appendix A: Cornerstone Board Retreat Strategic Plan Priorities 

Following are the results of the CDA Board’s Strategic Planning session. The priorities voted on are 

classified into groups of similar focus, and the vote totals listed. 

Topic Board Objectives Votes 

Create Connections 

Develop Connections between 

OCC/Providence/Northland and 

Millennium Centre at the heart of 

it. 

11 

Pedestrian Infrastructure 

• Complete sidewalks 

• Make Connections 

Create public space near OCC, 

Millennium, Plaza Hotel 

Central hub @ 

Providence/Northland & J.L. 

Hudson Drive 

Pedestrian connections between 

properties 

1 

1 

4 

0 

Bike-able 3 

Business and Economic 

Development Programs and 

Incentives 

Targeted Business Recruitment 

Program 

Business/Service Hospitality 

Program 

Subtotal: 20 

5 

3 

Incentivise Business Recruitment 0 

Targeted Economic Development 

Strategy to address: 

• Development 

• Redevelopment 

• Retention 

• Attraction 

Create business incubator 

partnerships 

5 

2 

Subtotal: 15 

A - 1


Streetscape and Aesthetic District Gateway Improvements 0 

Improvements 

Streetscape 

5 

• Lighting, landscaping 

• J.L. Hudson, North Park, 

Provident Drive Boulevard 

Islands 

Improve appearance of 8 Mile flyover 

bridge 

1 

Reach out to property owners 0 

Beautification 

Street lighting /amenities 

Unifying themes: Landscape, 

Colors, Signage 

1 

Create green spaces 0 

Enhance pedestrian crossings 0 

Specific Uses and Sites 

Create on-street parking 

(promote shared parking) 

Common parking – maybe decks 

On street parking 

Plaza Hotel as upscale business 

hotel 

IBM green space-use for Park or 

Development 

Accommodate and Facilitate 

Providence Campus Expansion 

Make Millennium theater selfsufficient 

0 

1 

Subtotal: 8 

0 

0 

1 

2 

Subtotal: 3 

A - 2


District Design Character Plan for next generation of office 

space 

Interior roads – integrate mixeduse 

1 

Space for entertainment 3 

J.L. Hudson Drive as Main Street 4 

Create destinations to attract 

people 

1 

Make it year round 1 

Put two logs in fire – focus on J.L. 

Hudson Drive and Northland 

5 

Reason to stay 0 

Subtotal: 15 

A - 3


McKENNA ASSOCIATES, INCORPORATED 

Community Planning – Urban Design – Landscape Architecture 

235 East Main Street, Suite 105 

Northville, Michigan 48167 

Telephone: 248-596-0920 

Fax: 248-596-0930 

Website: www.mcka.com 

Phillip C. McKenna, PCP, AICP ................................................................................... President 

Sara J. Hodges, AICP...........................................................................................Project Manager 

James C. Breuckman, AICP......................................................................... Marketing Specialist 

Charles F. Smith, ASLA, AICP.......................................................................... Urban Designer 

Sabah Aboody-Keer.......................................................................................................... Mapping 

Andrew Robertson.............................................................Graphic Support and Cover Design 

Kacy Smith ............................................................................................... Administrative Support 

Southfield, MI

Full Strategic Plan.pdf - City of Southfield

Create successful ePaper yourself

Delete template?

Save as template?