[FR] SILVERCUP RED STRIPE Architecture + infrastructure + public space: rethinking the hybrid block

Michele Matteo Marcotulli
SILVERCUP RED STRIPE
infrastructure + architecture + espace public: repenser l’îlot hybride
Mémoire de PFE 2019 / PASS : Paris - New York: Enclaves/Exclaves
Ecole Nationale Supérieure d’Architecture de Paris - Malaquais
Sous la direction des profs. Ariela KATZ et Jean Pierre PRANLAS-DESCOURS

Michele Matteo Marcotulli
SILVERCUP RED STRIPE
infrastructure + architecture + espace public: repenser l’îlot hybride
Mémoire de PFE 2019 / PASS : Paris - New York: Enclaves/Exclaves
Ecole Nationale Supérieure d’Architecture de Paris - Malaquais
Sous la direction des profs. Ariela KATZ et Jean Pierre PRANLAS-DESCOURS

ÉDITION
SILVERCUP RED STRIPE
Mémoire de PFE 2019
Ecole Nationale Supérieure d’Architecture de Paris - Malaquais
Département PASS : Paris - New York: Enclaves/Exclaves
Sous la direction des profs:
Jean Pierre PRANLAS-DESCOURS et Ariela KATZ
Avec la collaboration de:
Margaux DARRIEUS et Clémentin RACHET
© Michele M. Marcotulli, juin 2019 à Paris. Tous droits réservés.

TABLE DES MATIÈRES
AVANT-PROPOS
NEW YORK, VILLE DU CINÉMA
OBJECTIFS LOCAUX
OBJECTIFS DU PROJET
INTRODUCTION
LONG ISLAND CITY
PAYSAGE URBAIN
UN QUARTIER EN TRANSFORMATION
SILVERCUP STUDIOS MAIN
MORPHOLOGIE URBAINE ET CHRONOLOGIE
UN BÂTIMENT ICONIQUE
L’ÉVOLUTION D’UN REPÈRE URBAIN
SILVERCUP STUDIOS WEST PROJECT ET AUTRES INTERVENTIONS
CONDITIONS LOCALES
ANALYSE PRÉLIMINAIRE
ANALYSE LOCALE
CONDITIONS ENVIRONNEMENTALES
ANALYSE DE L’EXISTANT
STRATÉGIE GÉNÉRALE
PRINCIPES URBAINS
DÉVELOPPEMENT ET CONCEPT
SILVERCUP RED STRIPE
IMPLANTATION ET PROGRAMMES
AMBIENCES
BIBLIOGRAPHIE
7
9
11
12
15
17
19
22
25
26
29
31
33
35
37
42
48
52
59
60
62
64
70
80
84

“ Ceci est une vallée de cendres - une ferme fantastique où les cendres poussent
comme du blé dans les crêtes et collines dans un jardin grotesque...”
4
Le paysage urbain de Long Island City en 1922, décrit par F. Scott Fitzgerald dans The Great Gatsby (1925)

À ma famille
Alla mia famiglia
5

6

AVANT PROPOS
7

8

AVANT PROPOS
NEW YORK, VILLE DU CINÉMA
MA FAÇON DE CONNAÎTRE NEW YORK
Ce projet c’était pour moi l’opportunité
de réaliser un reve. Je n’avais jamais été
à New York ni aux États-Unis avant le
voyage, mais dans ma culture personnelle
je connaissais déjà la ville.
New York c’est au fait la ville la plus réprésentée
au monde, grâce à la grande quantité
de séries TV et de films très connus sur
le panorama international.
C’est depuis cette expérience à distance
que j’ai connu la ville et ses 5 boroughs
(«arrondissements»): les architectures
iconiques de Manhattan, la couleur jaune
unique des arbres pendant l’automne, les
coins les plus connus et représentatifs de
la ville, ainsi que sa géographie sociale. Ce
sont des éléments qui m’ont permis de me
repérer facilement dans sa trame orthogonale
pendant mon exploration. . La ville
est une machine frénétique en continue
transformation, ce qui caractérise la City
that never sleeps, la ville qui ne dort jamais.
Ces oeuvres sont aussi la représentation
de changements sociaux et de développements
de la ville pendant les années.
Sex and The City, une série très connue
partout dans le monde, à été étudiée par
l’architecte espagnol et professeur de
Columbia University Andrès Jaque, pour
l’influence de la série sur la communauté
LGBTIQ+ de New York. Un processus
qui a améné, en début des années 2000,
à la récupération sociale du quartier du
Greenwich Village dans le sud-ouest de
Manhattan;
Ugly Betty, série tournée dans le Queens,
plus précisément dans le quartier de Jackson
Heights. Une fille hispano-américaine
en lutte pour ses rêves et pour sa position
sociale dans un milieu de très haute
gamme comme celui de l’haute couture;
Mais bien aussi des classiques, tels que The
Great Gatsby, film issu du livre homonyme
par l’auteur américain F.S. Fitzgerald, et
qui nous parle de la New York des années
1920s, avant la crise économique, dans la
période du prohibitionnisme. Un livre et
deux films qui nous montrent l’histoire industriel
du Queens, et de son accès principal,
le Queensboro Bridge, « d’ou l’ont voit
la ville de New York pour la première fois ».
Des representations de milles réalités,
modes de vie, disparité sociales qui se
mélangent ensemble dans la Big Apple,
la pomme géante créusée par le Hudson
River à l’ouest et le East River à l’est.
New York, une ville, un micro-cosme fait
de milles d’histoires, millions d’habitants,
un mélange de cultures différentes qui se
laisse explorer sous le régard de la statue
de la liberté.
9

15
Introduction and Evolution
nyc.gov/onenyc
One New York: The Plan for a Strong and Just City
Vision 1
New York City will continue to be the world’s most dynamic urban economy,
where families, businesses, and neighborhoods thrive
Thriving
Neighborhoods
Housing
Industry
Expansion &
Cultivation
Broadband
Transportation
Workforce
Development
Infrastructure
Planning
Culture
Early
Childhood
Integrated
Government &
Social Services
Healthy
Neighborhoods,
Active Living
Healthcare
Access
Criminal Justice
Reform
Vision
Zero
Vision 2
New York City will have an inclusive, equitable economy that offers well-paying
jobs and opportunity for all New Yorkers to live with dignity and security
80 x 50 Zero Waste Air Quality Brownfields Water
Management
Parks & Natural
Resources
Vision 3
New York City will be the most sustainable big city in the world and a global
leader in the fight against climate change
Neighborhoods Buildings Infrastructure Coastal
Defense
Vision 4
Our neighborhoods, economy, and public services will be ready to withstand and
emerge stronger from the impacts of climate change and other 21 st century threats
15
Introduction and Evolution
nyc.gov/onenyc
One New York: The Plan for a Strong and Just City
Vision 1
New York City will continue to be the world’s most dynamic urban economy,
where families, businesses, and neighborhoods thrive
Thriving
Neighborhoods
Housing
Industry
Expansion &
Cultivation
Broadband
Transportation
Workforce
Development
Infrastructure
Planning
Culture
Early
Childhood
Integrated
Government &
Social Services
Healthy
Neighborhoods,
Active Living
Healthcare
Access
Criminal Justice
Reform
Vision
Zero
Vision 2
New York City will have an inclusive, equitable economy that offers well-paying
jobs and opportunity for all New Yorkers to live with dignity and security
80 x 50 Zero Waste Air Quality Brownfields Water
Management
Parks & Natural
Resources
Vision 3
New York City will be the most sustainable big city in the world and a global
leader in the fight against climate change
Neighborhoods Buildings Infrastructure Coastal
Defense
Vision 4
Our neighborhoods, economy, and public services will be ready to withstand and
emerge stronger from the impacts of climate change and other 21 st century threats
15
Introduction and Evolution
nyc.gov/onenyc
One New York: The Plan for a Strong and Just City
Vision 1
New York City will continue to be the world’s most dynamic urban economy,
where families, businesses, and neighborhoods thrive
Thriving
Neighborhoods
Housing
Industry
Expansion &
Cultivation
Broadband
Transportation
Workforce
Development
Infrastructure
Planning
Culture
Early
Childhood
Integrated
Government &
Social Services
Healthy
Neighborhoods,
Active Living
Healthcare
Access
Criminal Justice
Reform
Vision
Zero
Vision 2
New York City will have an inclusive, equitable economy that offers well-paying
jobs and opportunity for all New Yorkers to live with dignity and security
80 x 50 Zero Waste Air Quality Brownfields Water
Management
Parks & Natural
Resources
Vision 3
New York City will be the most sustainable big city in the world and a global
leader in the fight against climate change
Neighborhoods Buildings Infrastructure Coastal
Defense
Vision 4
Our neighborhoods, economy, and public services will be ready to withstand and
emerge stronger from the impacts of climate change and other 21 st century threats
15
Introduction and Evolution
nyc.gov/onenyc
One New York: The Plan for a Strong and Just City
Vision 1
New York City will continue to be the world’s most dynamic urban economy,
where families, businesses, and neighborhoods thrive
Thriving
Neighborhoods
Housing
Industry
Expansion &
Cultivation
Broadband
Transportation
Workforce
Development
Infrastructure
Planning
Culture
Early
Childhood
Integrated
Government &
Social Services
Healthy
Neighborhoods,
Active Living
Healthcare
Access
Criminal Justice
Reform
Vision
Zero
Vision 2
New York City will have an inclusive, equitable economy that offers well-paying
jobs and opportunity for all New Yorkers to live with dignity and security
80 x 50 Zero Waste Air Quality Brownfields Water
Management
Parks & Natural
Resources
Vision 3
New York City will be the most sustainable big city in the world and a global
leader in the fight against climate change
Neighborhoods Buildings Infrastructure Coastal
Defense
Vision 4
Our neighborhoods, economy, and public services will be ready to withstand and
emerge stronger from the impacts of climate change and other 21 st century threats
15
Introduction and Evolution
nyc.gov/onenyc
One New York: The Plan for a Strong and Just City
Vision 1
New York City will continue to be the world’s most dynamic urban economy,
where families, businesses, and neighborhoods thrive
Thriving
Neighborhoods
Housing
Industry
Expansion &
Cultivation
Broadband
Transportation
Workforce
Development
Infrastructure
Planning
Culture
Early
Childhood
Integrated
Government &
Social Services
Healthy
Neighborhoods,
Active Living
Healthcare
Access
Criminal Justice
Reform
Vision
Zero
Vision 2
New York City will have an inclusive, equitable economy that offers well-paying
jobs and opportunity for all New Yorkers to live with dignity and security
80 x 50 Zero Waste Air Quality Brownfields Water
Management
Parks & Natural
Resources
Vision 3
New York City will be the most sustainable big city in the world and a global
leader in the fight against climate change
Neighborhoods Buildings Infrastructure Coastal
Defense
Vision 4
Our neighborhoods, economy, and public services will be ready to withstand and
emerge stronger from the impacts of climate change and other 21 st century threats
15
Introduction and Evolution
nyc.gov/onenyc
One New York: The Plan for a Strong and Just City
Vision 1
New York City will continue to be the world’s most dynamic urban economy,
where families, businesses, and neighborhoods thrive
Thriving
Neighborhoods
Housing
Industry
Expansion &
Cultivation
Broadband
Transportation
Workforce
Development
Infrastructure
Planning
Culture
Early
Childhood
Integrated
Government &
Social Services
Healthy
Neighborhoods,
Active Living
Healthcare
Access
Criminal Justice
Reform
Vision
Zero
Vision 2
New York City will have an inclusive, equitable economy that offers well-paying
jobs and opportunity for all New Yorkers to live with dignity and security
80 x 50 Zero Waste Air Quality Brownfields Water
Management
Parks & Natural
Resources
Vision 3
New York City will be the most sustainable big city in the world and a global
leader in the fight against climate change
Neighborhoods Buildings Infrastructure Coastal
Defense
Vision 4
Our neighborhoods, economy, and public services will be ready to withstand and
emerge stronger from the impacts of climate change and other 21 st century threats
neNYC: New Approaches
vious PlaNYC reports have focused on the pressing issues of growth,
tainability, and resiliency. All of these goals remain at the core of OneNYC,
t there are three significant differences in the approach taken with this plan.
Focus on Inequality
th the poverty rate remaining high and income inequality continuing to grow,
ity has come to the forefront as a guiding principle. In this plan, we envision
ity that is growing, sustainable, resilient, and equitable—a place where
ryone has a fair shot at success. The explicit addition of equity is critical,
ause a widening opportunity gap threatens the city’s future. These four
lars together will spur the innovation we will need for the next century. We
ow that a drive for a sustainable environment leads to innovations that create
ole new businesses, while driving out poverty leads to healthier people, and
e neighborhoods spur businesses to grow. They all grow together.
Regional Perspective
make the changes we need, OneNYC recognizes that we need to reach out
Introduction and Evolution
OneNYC: New Approaches
Previous PlaNYC reports have focused on the pressing issues of growth,
sustainability, and resiliency. All of these goals remain at the core of OneNYC,
but there are three significant differences in the approach taken with this plan.
A Focus on Inequality
With the poverty rate remaining high and income inequality continuing to grow,
equity has come to the forefront as a guiding principle. In this plan, we envision
a city that is growing, sustainable, resilient, and equitable—a place where
everyone has a fair shot at success. The explicit addition of equity is critical,
because a widening opportunity gap threatens the city’s future. These four
pillars together will spur the innovation we will need for the next century. We
know that a drive for a sustainable environment leads to innovations that create
whole new businesses, while driving out poverty leads to healthier people, and
safe neighborhoods spur businesses to grow. They all grow together.
A Regional Perspective
To make the changes we need, OneNYC recognizes that we need to reach out
to our neighbors so that our whole region may thrive. The strength of the city
is essential for the strength of the region, and strong communities around the
city make it more competitive nationally and globally.
Leading the Change We Need
While New York City has a vast and complex government, even one of its
scale cannot accomplish all that needs to be done on its own. While City
government will take the lead in every single aspect of OneNYC, this plan also
calls for action from other levels of the public and even private sector. That
means calling for some actions that are not entirely within the control of the
Sustainability
Growth
Four principles informed
OneNYC goals and initiatives:
Population growth, real estate
development, job creation, and the
strength of industry sectors
Equity
Fairness and equal access to assets,
services, resources, and opportunities
so that all New Yorkers can reach their
full potential
oduction and Evolution
OneNYC: New Approaches
Previous PlaNYC reports have focused on the pressing issues of growth,
sustainability, and resiliency. All of these goals remain at the core of OneNYC,
but there are three significant differences in the approach taken with this plan.
A Focus on Inequality
With the poverty rate remaining high and income inequality continuing to grow,
equity has come to the forefront as a guiding principle. In this plan, we envision
a city that is growing, sustainable, resilient, and equitable—a place where
everyone has a fair shot at success. The explicit addition of equity is critical,
because a widening opportunity gap threatens the city’s future. These four
pillars together will spur the innovation we will need for the next century. We
know that a drive for a sustainable environment leads to innovations that create
whole new businesses, while driving out poverty leads to healthier people, and
safe neighborhoods spur businesses to grow. They all grow together.
A Regional Perspective
To make the changes we need, OneNYC recognizes that we need to reach out
to our neighbors so that our whole region may thrive. The strength of the city
is essential for the strength of the region, and strong communities around the
city make it more competitive nationally and globally.
Leading the Change We Need
While New York City has a vast and complex government, even one of its
scale cannot accomplish all that needs to be done on its own. While City
government will take the lead in every single aspect of OneNYC, this plan also
calls for action from other levels of the public and even private sector. That
means calling for some actions that are not entirely within the control of the
City government, but they are all steps that are credible and necessary. We
will not stop pushing for the right thing for our people because some of it is
out of our control.
OneNYC is a citywide effort. Nearly all City agencies came together in
cross-cutting working groups that examined underlying trends and data in
order to develop new initiatives. The working groups were tasked with
envisioning how the physical city should be shaped to address a range of
social, economic, and environmental challenges on the municipal and
regional scale. This exercise required deeper consideration of the
relationship between physical and human capital, and acknowledgment that
Sustainability
Growth
ur principles informed
eNYC goals and initiatives:
ulation growth, real estate
elopment, job creation, and the
ngth of industry sectors
roving the lives of our residents and
re generations by cutting
enhouse gas emissions, reducing
te, protecting air and water quality
conditions, cleaning brownfields,
enhancing public open spaces
Equity
ness and equal access to assets,
vices, resources, and opportunities
that all New Yorkers can reach their
potential
14
Introduction and Evolution
nyc.gov/onenyc
One New York: The Plan for a Strong and Just City
OneNYC: New Approaches
Previous PlaNYC reports have focused on the pressing issues of growth,
sustainability, and resiliency. All of these goals remain at the core of OneNYC,
but there are three significant differences in the approach taken with this plan.
A Focus on Inequality
With the poverty rate remaining high and income inequality continuing to grow,
equity has come to the forefront as a guiding principle. In this plan, we envision
a city that is growing, sustainable, resilient, and equitable—a place where
everyone has a fair shot at success. The explicit addition of equity is critical,
because a widening opportunity gap threatens the city’s future. These four
pillars together will spur the innovation we will need for the next century. We
know that a drive for a sustainable environment leads to innovations that create
whole new businesses, while driving out poverty leads to healthier people, and
safe neighborhoods spur businesses to grow. They all grow together.
A Regional Perspective
To make the changes we need, OneNYC recognizes that we need to reach out
to our neighbors so that our whole region may thrive. The strength of the city
is essential for the strength of the region, and strong communities around the
city make it more competitive nationally and globally.
Leading the Change We Need
While New York City has a vast and complex government, even one of its
scale cannot accomplish all that needs to be done on its own. While City
government will take the lead in every single aspect of OneNYC, this plan also
calls for action from other levels of the public and even private sector. That
means calling for some actions that are not entirely within the control of the
City government, but they are all steps that are credible and necessary. We
will not stop pushing for the right thing for our people because some of it is
out of our control.
OneNYC is a citywide effort. Nearly all City agencies came together in
cross-cutting working groups that examined underlying trends and data in
order to develop new initiatives. The working groups were tasked with
envisioning how the physical city should be shaped to address a range of
social, economic, and environmental challenges on the municipal and
regional scale. This exercise required deeper consideration of the
relationship between physical and human capital, and acknowledgment that
the built environment has manifest implications for not just economic
growth and development, but public health and the delivery of essential
services. This process helped break down agency “silos” and resulted in an
ambitious set of visions, realized through supporting goals and initiatives,
which crossed the traditional boundaries of City agencies and their focus
areas of activity.
Resiliency
Sustainability
Growth
Four principles informed
OneNYC goals and initiatives:
Population growth, real estate
development, job creation, and the
strength of industry sectors
Improving the lives of our residents and
future generations by cutting
greenhouse gas emissions, reducing
waste, protecting air and water quality
and conditions, cleaning brownfields,
and enhancing public open spaces
The capacity of the city to withstand
disruptive events, whether physical,
economic, or social
Equity
Fairness and equal access to assets,
services, resources, and opportunities
so that all New Yorkers can reach their
full potential
ne
Introduction and Evolution
OneNYC: New Approaches
Previous PlaNYC reports have focused on the pressing issues of growth,
sustainability, and resiliency. All of these goals remain at the core of OneNYC,
but there are three significant differences in the approach taken with this plan.
A Focus on Inequality
With the poverty rate remaining high and income inequality continuing to grow,
equity has come to the forefront as a guiding principle. In this plan, we envision
a city that is growing, sustainable, resilient, and equitable—a place where
everyone has a fair shot at success. The explicit addition of equity is critical,
because a widening opportunity gap threatens the city’s future. These four
pillars together will spur the innovation we will need for the next century. We
know that a drive for a sustainable environment leads to innovations that create
whole new businesses, while driving out poverty leads to healthier people, and
safe neighborhoods spur businesses to grow. They all grow together.
A Regional Perspective
To make the changes we need, OneNYC recognizes that we need to reach out
to our neighbors so that our whole region may thrive. The strength of the city
is essential for the strength of the region, and strong communities around the
city make it more competitive nationally and globally.
Leading the Change We Need
While New York City has a vast and complex government, even one of its
scale cannot accomplish all that needs to be done on its own. While City
government will take the lead in every single aspect of OneNYC, this plan also
calls for action from other levels of the public and even private sector. That
means calling for some actions that are not entirely within the control of the
City government, but they are all steps that are credible and necessary. We
will not stop pushing for the right thing for our people because some of it is
out of our control.
OneNYC is a citywide effort. Nearly all City agencies came together in
cross-cutting working groups that examined underlying trends and data in
Sustainability
Growth
Four principles informed
OneNYC goals and initiatives:
Population growth, real estate
development, job creation, and the
strength of industry sectors
Improving the lives of our residents and
future generations by cutting
greenhouse gas emissions, reducing
waste, protecting air and water quality
and conditions, cleaning brownfields,
Equity
Fairness and equal access to assets,
services, resources, and opportunities
so that all New Yorkers can reach their
full potential
Introduction and Evolution
OneNYC: New Approaches
Previous PlaNYC reports have focused on the pressing issues of growth,
sustainability, and resiliency. All of these goals remain at the core of OneNYC,
but there are three significant differences in the approach taken with this plan.
A Focus on Inequality
With the poverty rate remaining high and income inequality continuing to grow,
equity has come to the forefront as a guiding principle. In this plan, we envision
a city that is growing, sustainable, resilient, and equitable—a place where
everyone has a fair shot at success. The explicit addition of equity is critical,
because a widening opportunity gap threatens the city’s future. These four
pillars together will spur the innovation we will need for the next century. We
know that a drive for a sustainable environment leads to innovations that create
whole new businesses, while driving out poverty leads to healthier people, and
safe neighborhoods spur businesses to grow. They all grow together.
A Regional Perspective
To make the changes we need, OneNYC recognizes that we need to reach out
to our neighbors so that our whole region may thrive. The strength of the city
is essential for the strength of the region, and strong communities around the
city make it more competitive nationally and globally.
Leading the Change We Need
While New York City has a vast and complex government, even one of its
scale cannot accomplish all that needs to be done on its own. While City
government will take the lead in every single aspect of OneNYC, this plan also
calls for action from other levels of the public and even private sector. That
means calling for some actions that are not entirely within the control of the
City government, but they are all steps that are credible and necessary. We
will not stop pushing for the right thing for our people because some of it is
out of our control.
OneNYC is a citywide effort. Nearly all City agencies came together in
cross-cutting working groups that examined underlying trends and data in
order to develop new initiatives. The working groups were tasked with
envisioning how the physical city should be shaped to address a range of
social, economic, and environmental challenges on the municipal and
regional scale. This exercise required deeper consideration of the
relationship between physical and human capital, and acknowledgment that
the built environment has manifest implications for not just economic
growth and development, but public health and the delivery of essential
services. This process helped break down agency “silos” and resulted in an
ambitious set of visions, realized through supporting goals and initiatives,
which crossed the traditional boundaries of City agencies and their focus
Resiliency
Sustainability
Growth
Four principles informed
OneNYC goals and initiatives:
Population growth, real estate
development, job creation, and the
strength of industry sectors
Improving the lives of our residents and
future generations by cutting
greenhouse gas emissions, reducing
waste, protecting air and water quality
and conditions, cleaning brownfields,
and enhancing public open spaces
The capacity of the city to withstand
disruptive events, whether physical,
Equity
Fairness and equal access to assets,
services, resources, and opportunities
so that all New Yorkers can reach their
full potential
14
Introduction and Evolution
nyc.gov/onenyc
One New York: The Plan for a Strong and Just City
OneNYC: New Approaches
Previous PlaNYC reports have focused on the pressing issues of growth,
sustainability, and resiliency. All of these goals remain at the core of OneNYC,
but there are three significant differences in the approach taken with this plan.
A Focus on Inequality
With the poverty rate remaining high and income inequality continuing to grow,
equity has come to the forefront as a guiding principle. In this plan, we envision
a city that is growing, sustainable, resilient, and equitable—a place where
everyone has a fair shot at success. The explicit addition of equity is critical,
because a widening opportunity gap threatens the city’s future. These four
pillars together will spur the innovation we will need for the next century. We
know that a drive for a sustainable environment leads to innovations that create
whole new businesses, while driving out poverty leads to healthier people, and
safe neighborhoods spur businesses to grow. They all grow together.
A Regional Perspective
To make the changes we need, OneNYC recognizes that we need to reach out
to our neighbors so that our whole region may thrive. The strength of the city
is essential for the strength of the region, and strong communities around the
city make it more competitive nationally and globally.
Leading the Change We Need
While New York City has a vast and complex government, even one of its
scale cannot accomplish all that needs to be done on its own. While City
government will take the lead in every single aspect of OneNYC, this plan also
calls for action from other levels of the public and even private sector. That
means calling for some actions that are not entirely within the control of the
City government, but they are all steps that are credible and necessary. We
will not stop pushing for the right thing for our people because some of it is
out of our control.
OneNYC is a citywide effort. Nearly all City agencies came together in
cross-cutting working groups that examined underlying trends and data in
order to develop new initiatives. The working groups were tasked with
envisioning how the physical city should be shaped to address a range of
social, economic, and environmental challenges on the municipal and
regional scale. This exercise required deeper consideration of the
relationship between physical and human capital, and acknowledgment that
the built environment has manifest implications for not just economic
growth and development, but public health and the delivery of essential
services. This process helped break down agency “silos” and resulted in an
ambitious set of visions, realized through supporting goals and initiatives,
which crossed the traditional boundaries of City agencies and their focus
areas of activity.
Resiliency
Sustainability
Growth
Four principles informed
OneNYC goals and initiatives:
Population growth, real estate
development, job creation, and the
strength of industry sectors
Improving the lives of our residents and
future generations by cutting
greenhouse gas emissions, reducing
waste, protecting air and water quality
and conditions, cleaning brownfields,
and enhancing public open spaces
The capacity of the city to withstand
disruptive events, whether physical,
economic, or social
Equity
Fairness and equal access to assets,
services, resources, and opportunities
so that all New Yorkers can reach their
full potential
14
nyc.gov/onenyc
One New York: The Plan for a Strong and Just City
Previous PlaNYC reports have focused on the pressing issues of growth,
sustainability, and resiliency. All of these goals remain at the core of OneNYC,
but there are three significant differences in the approach taken with this plan.
A Focus on Inequality
With the poverty rate remaining high and income inequality continuing to grow,
equity has come to the forefront as a guiding principle. In this plan, we envision
a city that is growing, sustainable, resilient, and equitable—a place where
everyone has a fair shot at success. The explicit addition of equity is critical,
because a widening opportunity gap threatens the city’s future. These four
pillars together will spur the innovation we will need for the next century. We
know that a drive for a sustainable environment leads to innovations that create
whole new businesses, while driving out poverty leads to healthier people, and
safe neighborhoods spur businesses to grow. They all grow together.
A Regional Perspective
To make the changes we need, OneNYC recognizes that we need to reach out
to our neighbors so that our whole region may thrive. The strength of the city
is essential for the strength of the region, and strong communities around the
city make it more competitive nationally and globally.
Leading the Change We Need
While New York City has a vast and complex government, even one of its
scale cannot accomplish all that needs to be done on its own. While City
government will take the lead in every single aspect of OneNYC, this plan also
calls for action from other levels of the public and even private sector. That
means calling for some actions that are not entirely within the control of the
City government, but they are all steps that are credible and necessary. We
will not stop pushing for the right thing for our people because some of it is
out of our control.
OneNYC is a citywide effort. Nearly all City agencies came together in
cross-cutting working groups that examined underlying trends and data in
order to develop new initiatives. The working groups were tasked with
envisioning how the physical city should be shaped to address a range of
social, economic, and environmental challenges on the municipal and
regional scale. This exercise required deeper consideration of the
relationship between physical and human capital, and acknowledgment that
the built environment has manifest implications for not just economic
growth and development, but public health and the delivery of essential
services. This process helped break down agency “silos” and resulted in an
ambitious set of visions, realized through supporting goals and initiatives,
which crossed the traditional boundaries of City agencies and their focus
areas of activity.
Resiliency
Sustainability
Growth
Four principles informed
OneNYC goals and initiatives:
Population growth, real estate
development, job creation, and the
strength of industry sectors
Improving the lives of our residents and
future generations by cutting
greenhouse gas emissions, reducing
waste, protecting air and water quality
and conditions, cleaning brownfields,
and enhancing public open spaces
The capacity of the city to withstand
disruptive events, whether physical,
economic, or social
Equity
Fairness and equal access to assets,
services, resources, and opportunities
so that all New Yorkers can reach their
full potential
One
14
Introduction and Evolution
nyc.gov/onenyc
One New York: The Plan for a Strong and Just City
OneNYC: New Approaches
Previous PlaNYC reports have focused on the pressing issues of growth,
sustainability, and resiliency. All of these goals remain at the core of OneNYC,
but there are three significant differences in the approach taken with this plan.
A Focus on Inequality
With the poverty rate remaining high and income inequality continuing to grow,
equity has come to the forefront as a guiding principle. In this plan, we envision
a city that is growing, sustainable, resilient, and equitable—a place where
everyone has a fair shot at success. The explicit addition of equity is critical,
because a widening opportunity gap threatens the city’s future. These four
pillars together will spur the innovation we will need for the next century. We
know that a drive for a sustainable environment leads to innovations that create
whole new businesses, while driving out poverty leads to healthier people, and
safe neighborhoods spur businesses to grow. They all grow together.
A Regional Perspective
To make the changes we need, OneNYC recognizes that we need to reach out
to our neighbors so that our whole region may thrive. The strength of the city
is essential for the strength of the region, and strong communities around the
city make it more competitive nationally and globally.
Leading the Change We Need
While New York City has a vast and complex government, even one of its
scale cannot accomplish all that needs to be done on its own. While City
government will take the lead in every single aspect of OneNYC, this plan also
calls for action from other levels of the public and even private sector. That
means calling for some actions that are not entirely within the control of the
City government, but they are all steps that are credible and necessary. We
will not stop pushing for the right thing for our people because some of it is
out of our control.
OneNYC is a citywide effort. Nearly all City agencies came together in
cross-cutting working groups that examined underlying trends and data in
order to develop new initiatives. The working groups were tasked with
envisioning how the physical city should be shaped to address a range of
social, economic, and environmental challenges on the municipal and
regional scale. This exercise required deeper consideration of the
relationship between physical and human capital, and acknowledgment that
the built environment has manifest implications for not just economic
growth and development, but public health and the delivery of essential
services. This process helped break down agency “silos” and resulted in an
ambitious set of visions, realized through supporting goals and initiatives,
which crossed the traditional boundaries of City agencies and their focus
areas of activity.
Resiliency
Sustainability
Growth
Four principles informed
OneNYC goals and initiatives:
Population growth, real estate
development, job creation, and the
strength of industry sectors
Improving the lives of our residents and
future generations by cutting
greenhouse gas emissions, reducing
waste, protecting air and water quality
and conditions, cleaning brownfields,
and enhancing public open spaces
The capacity of the city to withstand
disruptive events, whether physical,
economic, or social
Equity
Fairness and equal access to assets,
services, resources, and opportunities
so that all New Yorkers can reach their
full potential
14
Introduction and Evolution
nyc.gov/onenyc
One New York: The Plan for a Strong and Just City
OneNYC: New Approaches
Previous PlaNYC reports have focused on the pressing issues of growth,
sustainability, and resiliency. All of these goals remain at the core of OneNYC,
but there are three significant differences in the approach taken with this plan.
A Focus on Inequality
With the poverty rate remaining high and income inequality continuing to grow,
equity has come to the forefront as a guiding principle. In this plan, we envision
a city that is growing, sustainable, resilient, and equitable—a place where
everyone has a fair shot at success. The explicit addition of equity is critical,
because a widening opportunity gap threatens the city’s future. These four
pillars together will spur the innovation we will need for the next century. We
know that a drive for a sustainable environment leads to innovations that create
whole new businesses, while driving out poverty leads to healthier people, and
safe neighborhoods spur businesses to grow. They all grow together.
A Regional Perspective
To make the changes we need, OneNYC recognizes that we need to reach out
to our neighbors so that our whole region may thrive. The strength of the city
is essential for the strength of the region, and strong communities around the
city make it more competitive nationally and globally.
Leading the Change We Need
While New York City has a vast and complex government, even one of its
scale cannot accomplish all that needs to be done on its own. While City
government will take the lead in every single aspect of OneNYC, this plan also
calls for action from other levels of the public and even private sector. That
means calling for some actions that are not entirely within the control of the
City government, but they are all steps that are credible and necessary. We
will not stop pushing for the right thing for our people because some of it is
out of our control.
OneNYC is a citywide effort. Nearly all City agencies came together in
cross-cutting working groups that examined underlying trends and data in
order to develop new initiatives. The working groups were tasked with
envisioning how the physical city should be shaped to address a range of
social, economic, and environmental challenges on the municipal and
regional scale. This exercise required deeper consideration of the
relationship between physical and human capital, and acknowledgment that
the built environment has manifest implications for not just economic
growth and development, but public health and the delivery of essential
services. This process helped break down agency “silos” and resulted in an
ambitious set of visions, realized through supporting goals and initiatives,
which crossed the traditional boundaries of City agencies and their focus
areas of activity.
Resiliency
Sustainability
Growth
Four principles informed
OneNYC goals and initiatives:
Population growth, real estate
development, job creation, and the
strength of industry sectors
Improving the lives of our residents and
future generations by cutting
greenhouse gas emissions, reducing
waste, protecting air and water quality
and conditions, cleaning brownfields,
and enhancing public open spaces
The capacity of the city to withstand
disruptive events, whether physical,
economic, or social
Equity
Fairness and equal access to assets,
services, resources, and opportunities
so that all New Yorkers can reach their
full potential
14
nyc.gov/onenyc
One New York: The Plan for a Strong and Just City
A Focus on Inequality
With the poverty rate remaining high and income inequality continuing to grow,
equity has come to the forefront as a guiding principle. In this plan, we envision
a city that is growing, sustainable, resilient, and equitable—a place where
everyone has a fair shot at success. The explicit addition of equity is critical,
because a widening opportunity gap threatens the city’s future. These four
pillars together will spur the innovation we will need for the next century. We
know that a drive for a sustainable environment leads to innovations that create
whole new businesses, while driving out poverty leads to healthier people, and
safe neighborhoods spur businesses to grow. They all grow together.
A Regional Perspective
To make the changes we need, OneNYC recognizes that we need to reach out
to our neighbors so that our whole region may thrive. The strength of the city
is essential for the strength of the region, and strong communities around the
city make it more competitive nationally and globally.
Leading the Change We Need
While New York City has a vast and complex government, even one of its
scale cannot accomplish all that needs to be done on its own. While City
government will take the lead in every single aspect of OneNYC, this plan also
calls for action from other levels of the public and even private sector. That
means calling for some actions that are not entirely within the control of the
City government, but they are all steps that are credible and necessary. We
will not stop pushing for the right thing for our people because some of it is
out of our control.
OneNYC is a citywide effort. Nearly all City agencies came together in
cross-cutting working groups that examined underlying trends and data in
order to develop new initiatives. The working groups were tasked with
envisioning how the physical city should be shaped to address a range of
social, economic, and environmental challenges on the municipal and
regional scale. This exercise required deeper consideration of the
relationship between physical and human capital, and acknowledgment that
the built environment has manifest implications for not just economic
growth and development, but public health and the delivery of essential
services. This process helped break down agency “silos” and resulted in an
ambitious set of visions, realized through supporting goals and initiatives,
which crossed the traditional boundaries of City agencies and their focus
areas of activity.
Resiliency
Sustainability
Growth
Population growth, real estate
development, job creation, and the
strength of industry sectors
Improving the lives of our residents and
future generations by cutting
greenhouse gas emissions, reducing
waste, protecting air and water quality
and conditions, cleaning brownfields,
and enhancing public open spaces
The capacity of the city to withstand
disruptive events, whether physical,
economic, or social
Equity
Fairness and equal access to assets,
services, resources, and opportunities
so that all New Yorkers can reach their
full potential
14
nyc.gov/onenyc
One New York: The Plan for a Strong and Just City
To make the changes we need, OneNYC recognizes that we need to reach out
to our neighbors so that our whole region may thrive. The strength of the city
is essential for the strength of the region, and strong communities around the
city make it more competitive nationally and globally.
Leading the Change We Need
While New York City has a vast and complex government, even one of its
scale cannot accomplish all that needs to be done on its own. While City
government will take the lead in every single aspect of OneNYC, this plan also
calls for action from other levels of the public and even private sector. That
means calling for some actions that are not entirely within the control of the
City government, but they are all steps that are credible and necessary. We
will not stop pushing for the right thing for our people because some of it is
out of our control.
OneNYC is a citywide effort. Nearly all City agencies came together in
cross-cutting working groups that examined underlying trends and data in
order to develop new initiatives. The working groups were tasked with
envisioning how the physical city should be shaped to address a range of
social, economic, and environmental challenges on the municipal and
regional scale. This exercise required deeper consideration of the
relationship between physical and human capital, and acknowledgment that
the built environment has manifest implications for not just economic
growth and development, but public health and the delivery of essential
services. This process helped break down agency “silos” and resulted in an
ambitious set of visions, realized through supporting goals and initiatives,
which crossed the traditional boundaries of City agencies and their focus
areas of activity.
Resiliency
Sustainability
Improving the lives of our residents and
future generations by cutting
greenhouse gas emissions, reducing
waste, protecting air and water quality
and conditions, cleaning brownfields,
and enhancing public open spaces
The capacity of the city to withstand
disruptive events, whether physical,
economic, or social
Equity
Fairness and equal access to assets,
services, resources, and opportunities
so that all New Yorkers can reach their
full potential
One
14
nyc.gov/onenyc
One New York: The Plan for a Strong and Just City
OneNYC: New Approaches
Previous PlaNYC reports have focused on the pressing issues of growth,
sustainability, and resiliency. All of these goals remain at the core of OneNYC,
but there are three significant differences in the approach taken with this plan.
A Focus on Inequality
With the poverty rate remaining high and income inequality continuing to grow,
equity has come to the forefront as a guiding principle. In this plan, we envision
a city that is growing, sustainable, resilient, and equitable—a place where
everyone has a fair shot at success. The explicit addition of equity is critical,
because a widening opportunity gap threatens the city’s future. These four
pillars together will spur the innovation we will need for the next century. We
know that a drive for a sustainable environment leads to innovations that create
whole new businesses, while driving out poverty leads to healthier people, and
safe neighborhoods spur businesses to grow. They all grow together.
A Regional Perspective
To make the changes we need, OneNYC recognizes that we need to reach out
to our neighbors so that our whole region may thrive. The strength of the city
is essential for the strength of the region, and strong communities around the
city make it more competitive nationally and globally.
Leading the Change We Need
While New York City has a vast and complex government, even one of its
scale cannot accomplish all that needs to be done on its own. While City
government will take the lead in every single aspect of OneNYC, this plan also
calls for action from other levels of the public and even private sector. That
means calling for some actions that are not entirely within the control of the
City government, but they are all steps that are credible and necessary. We
will not stop pushing for the right thing for our people because some of it is
out of our control.
OneNYC is a citywide effort. Nearly all City agencies came together in
cross-cutting working groups that examined underlying trends and data in
order to develop new initiatives. The working groups were tasked with
envisioning how the physical city should be shaped to address a range of
social, economic, and environmental challenges on the municipal and
regional scale. This exercise required deeper consideration of the
relationship between physical and human capital, and acknowledgment that
the built environment has manifest implications for not just economic
growth and development, but public health and the delivery of essential
services. This process helped break down agency “silos” and resulted in an
ambitious set of visions, realized through supporting goals and initiatives,
which crossed the traditional boundaries of City agencies and their focus
areas of activity.
Resiliency
Sustainability
Growth
Four principles informed
OneNYC goals and initiatives:
Population growth, real estate
development, job creation, and the
strength of industry sectors
Improving the lives of our residents and
future generations by cutting
greenhouse gas emissions, reducing
waste, protecting air and water quality
and conditions, cleaning brownfields,
and enhancing public open spaces
The capacity of the city to withstand
disruptive events, whether physical,
economic, or social
Equity
Fairness and equal access to assets,
services, resources, and opportunities
so that all New Yorkers can reach their
full potential
14
nyc.gov/onenyc
One New York: The Plan for a Strong and Just City
everyone has a fair shot at success. The explicit addition of equity is critical,
because a widening opportunity gap threatens the city’s future. These four
pillars together will spur the innovation we will need for the next century. We
know that a drive for a sustainable environment leads to innovations that create
whole new businesses, while driving out poverty leads to healthier people, and
safe neighborhoods spur businesses to grow. They all grow together.
A Regional Perspective
To make the changes we need, OneNYC recognizes that we need to reach out
to our neighbors so that our whole region may thrive. The strength of the city
is essential for the strength of the region, and strong communities around the
city make it more competitive nationally and globally.
Leading the Change We Need
While New York City has a vast and complex government, even one of its
scale cannot accomplish all that needs to be done on its own. While City
government will take the lead in every single aspect of OneNYC, this plan also
calls for action from other levels of the public and even private sector. That
means calling for some actions that are not entirely within the control of the
City government, but they are all steps that are credible and necessary. We
will not stop pushing for the right thing for our people because some of it is
out of our control.
OneNYC is a citywide effort. Nearly all City agencies came together in
cross-cutting working groups that examined underlying trends and data in
order to develop new initiatives. The working groups were tasked with
envisioning how the physical city should be shaped to address a range of
social, economic, and environmental challenges on the municipal and
regional scale. This exercise required deeper consideration of the
relationship between physical and human capital, and acknowledgment that
the built environment has manifest implications for not just economic
growth and development, but public health and the delivery of essential
services. This process helped break down agency “silos” and resulted in an
ambitious set of visions, realized through supporting goals and initiatives,
which crossed the traditional boundaries of City agencies and their focus
areas of activity.
Resiliency
Sustainability
Population growth, real estate
development, job creation, and the
strength of industry sectors
Improving the lives of our residents and
future generations by cutting
greenhouse gas emissions, reducing
waste, protecting air and water quality
and conditions, cleaning brownfields,
and enhancing public open spaces
The capacity of the city to withstand
disruptive events, whether physical,
economic, or social
Equity
Fairness and equal access to assets,
services, resources, and opportunities
so that all New Yorkers can reach their
full potential
14
nyc.gov/onenyc
One New York: The Plan for a Strong and Just City
is essential for the strength of the region, and strong communities around the
city make it more competitive nationally and globally.
Leading the Change We Need
While New York City has a vast and complex government, even one of its
scale cannot accomplish all that needs to be done on its own. While City
government will take the lead in every single aspect of OneNYC, this plan also
calls for action from other levels of the public and even private sector. That
means calling for some actions that are not entirely within the control of the
City government, but they are all steps that are credible and necessary. We
will not stop pushing for the right thing for our people because some of it is
out of our control.
OneNYC is a citywide effort. Nearly all City agencies came together in
cross-cutting working groups that examined underlying trends and data in
order to develop new initiatives. The working groups were tasked with
envisioning how the physical city should be shaped to address a range of
social, economic, and environmental challenges on the municipal and
regional scale. This exercise required deeper consideration of the
relationship between physical and human capital, and acknowledgment that
the built environment has manifest implications for not just economic
growth and development, but public health and the delivery of essential
services. This process helped break down agency “silos” and resulted in an
ambitious set of visions, realized through supporting goals and initiatives,
which crossed the traditional boundaries of City agencies and their focus
areas of activity.
Resiliency
Sustainability
Improving the lives of our residents and
future generations by cutting
greenhouse gas emissions, reducing
waste, protecting air and water quality
and conditions, cleaning brownfields,
and enhancing public open spaces
The capacity of the city to withstand
disruptive events, whether physical,
economic, or social
Fairness and equal access to assets,
services, resources, and opportunities
so that all New Yorkers can reach their
full potential
nyc.gov/onenyc
One New York: The Plan for a Strong and Just City
OneNYC is a citywide effort. Nearly all City agenc
cross-cutting working groups that examined unde
order to develop new initiatives. The working gro
envisioning how the physical city should be shape
social, economic, and environmental challenges o
regional scale. This exercise required deeper cons
relationship between physical and human capital
the built environment has manifest implications f
growth and development, but public health and th
services. This process helped break down agency
ambitious set of visions, realized through support
which crossed the traditional boundaries of City a
areas of activity.
Resiliency
future generations by cutting
greenhouse gas emissions, reducing
waste, protecting air and water quality
and conditions, cleaning brownfields,
and enhancing public open spaces
The capacity of the city to withstand
disruptive events, whether physical,
economic, or social
15
Introduction and Evolution
nyc.gov/onenyc
One New York: The Plan for a Strong and Just City
Vision 1
New York City will continue to be the world’s most dynamic urban economy,
where families, businesses, and neighborhoods thrive
Thriving
Neighborhoods
Housing
Industry
Expansion &
Cultivation
Broadband
Transportation
Workforce
Development
Infrastructure
Planning
Culture
Early
Childhood
Integrated
Government &
Social Services
Healthy
Neighborhoods,
Active Living
Healthcare
Access
Criminal Justice
Reform
Vision
Zero
Vision 2
New York City will have an inclusive, equitable economy that offers well-paying
jobs and opportunity for all New Yorkers to live with dignity and security
80 x 50 Zero Waste Air Quality Brownfields Water
Management
Parks & Natural
Resources
Vision 3
New York City will be the most sustainable big city in the world and a global
leader in the fight against climate change
Neighborhoods Buildings Infrastructure Coastal
Defense
Vision 4
Our neighborhoods, economy, and public services will be ready to withstand and
emerge stronger from the impacts of climate change and other 21 st century threats
15
Introduction and Evolution
nyc.gov/onenyc
One New York: The Plan for a Strong and Just City
Vision 1
New York City will continue to be the world’s most dynamic urban economy,
where families, businesses, and neighborhoods thrive
Thriving
Neighborhoods
Housing
Industry
Expansion &
Cultivation
Broadband
Transportation
Workforce
Development
Infrastructure
Planning
Culture
Early
Childhood
Integrated
Government &
Social Services
Healthy
Neighborhoods,
Active Living
Healthcare
Access
Criminal Justice
Reform
Vision
Zero
Vision 2
New York City will have an inclusive, equitable economy that offers well-paying
jobs and opportunity for all New Yorkers to live with dignity and security
80 x 50 Zero Waste Air Quality Brownfields Water
Management
Parks & Natural
Resources
Vision 3
New York City will be the most sustainable big city in the world and a global
leader in the fight against climate change
Neighborhoods Buildings Infrastructure Coastal
Defense
Vision 4
Our neighborhoods, economy, and public services will be ready to withstand and
emerge stronger from the impacts of climate change and other 21 st century threats
10

AVANT PROPOS
OBJECTIFS LOCAUX
NEW YORK, VILLE EN (R)ÉVOLUTION
OneNYC est le plan conçu par la Mairie de
New York, depuis 2015 sous la gouvernance
de Bill De Blasio, maire du parti démocrate.
Ce plan définit les objectifs principaux pour
le développement économique, social et
environnemental de la ville. Il prépare la
ville aux défis du futur, en envisageant une
métropole dynamique, avec un développement
économique en croissance, qui est
respectueuse de l’environnement, grâce à
des principes de résilience et de durabilité.
L’équité est l’un des principes le plus
importants, que l’on retrouve aussi
dans la gestion politique de New York,
Equité signifie assurer que tous les newyorkais
puissent avoir égal accès à toutes
sortes d’opportunités, pour réaliser leurs
rêves et leur potentiel, afin de trouver le succès
dans leur vie quotidienne et professionnelle.
La croissance de la ville est directement liée à
la croissance démographique, dans une ville
qui compte 17 millions d’habitants, une des
métropoles les plus denses au monde. New
York doit être une ville de plus en plus productive
et accueillante. La croissance d’opportunités
de travail, ainsi que la démarche
inclusive d’une population à 40% étrangère
sur le territoire, voient un important axe de
développement dans l’investissement économique
et social en projets d’innovation.
De plus, la ville vise le respect de l’environnement
et la réduction de l’empreinte
carbone d’ici à 2050. Le projet 80x50, qui
prévoit une réduction des émissions de
CO2 du 80%, grâce à des investissements
dans le secteur des transports en commun
régionaux et locaux. Ainsi, un engagement
avec les citoyens pour la réalisation
de décharges zéro déchets d’ici 2030.
MIXED COMMUNITY
FOREIGN-BORN NEWYORKERS
OPEN PUBLIC SPACES
FOR SOCIAL&ECONOMIC DEVELOPMENT
AFFORDABLE HOUSING
MANDATORY INCLUSIONARY HOUSING
REAL ESTATE DEVELOPMENT
NYC ACTIVE CONSTRUCTION SITES
OBJECTIFS POUR LE QUARTIER
Les objectifs pour Long Island City, partie
du district du Queens la plus proche de
Manhattan qui se développent au sein du
projet sont issus du programme OneNYC.
Ces objectifs concernent la composition
sociale de la ville. Le Queens est l’un des
quartiers de New York qui voit la plupart
de ses résidents provenant de l’étranger,
avec un pourcentage d’environ le 48%.
Le développement de Long Island City est
le plus important en dehors de Manhattan,
avec de nouvelles tours de bureaux
et appartements qui ont consacré, dans la
dernière décennie le quartier comme un
nouveau pôle économique de la ville, avec
Midtown et Downtown Manhattan.
La nécessité de développer les espaces
publics et les services dédiés à la communauté
de citoyens se lie avec les nouveaux
développements d’IGH, dans une ville qui
voit la plupart de ses citoyens hébergés
dans des appartements en location, à prix
très élevés. Un programme d’accessibilité
aux résidences prévoit la réalisation, dans
les nouveaux développements de l’industrie
des constructions, d’une pourcentage
de logements à prix accessibles, pour
augmenter la mixité locale et l’accessibilité
aux opportunités de la ville.
11

AVANT PROPOS
OBJECTIFS DU PROJET
Dans mon projet de diplôme je m’intéresse
principalement à la relation entre architecture,
infrastructure et espace public. La
convergence de ce trois éléments constitue
le paysage urbain du Queens, en particulier
de Long Island City, quartier qui longe à
l’est de l’East River, Midtown Manhattan et à
Roosevelt Island. Le Queens, le borough de
New York, né comme un centre de production
d’énergie et stockage de matières premières
- pour le développement des grands
opérations immobilières qui ont caractérisé
Manhattan depuis 1909, année pendant laquelle
le Queensboro Bridge fut construit -.
Ce dernier, est encore aujourd’hui l’unique
pont qui connecte Midtown Manhattan
avec Long Island, la vaste île qui s’étend
à l’est de la métropole new-yorkaise.
Noeud central de la relation architecture/
infrastructure/espace public relation se
joue autour de la “boucle” de trois niveaux
de routes surélevées issues du Queensboro
Bridge, qui entoure et traverse l’îlot de Silvercup
Studios, une ancienne usine de production
de pain. Depuis 1983, le bâtiment
12
a été réaménagé pour adapter les locaux à
des studios cinématographiques. Le signe
sur son toit est l’emblème du quartier, la
porte du Queens. Cet élément signalétique
a changé avec les temps pour s’adapter
aux différentes transformations d’usage.
Depuis les 1930s, ce signal urbain est pour
la population new-yorkaise un élément iconographique
urbain local. Silvercup Studios
est aujourd’hui l’établissement le plus important
aux Etats-Unis en termes de production
de séries et films internationaux.
Si la relation entre architecture et infrastructure
paraît évidente sur site, étant
donnée sa morphologie, les questions liées
à l’espace public et à la création de lieux
d’échange et de relation sociale sont moins
tangibles. Les proximités du bâtiment de
Silvercup Studios sont en développement
rapide, surtout depuis 2008. Des nouvelles
opérations immobilières, pour la réalisation
de IGH à caractère tertiaire et résidentiel,
consacrent le quartier comme BID (Business
Improvement District, quartier pour
le développement économique). De nouvelles
dynamiques sociales et temporelles
s’installent sur site. Des projets de réaménagement
du paysage routier, ainsi que des
établissement culturels commencent à apparaître,
comme le Jackson Avenue Streetscape
Projet et le MoMA PS1, le très célèbre
musée et espace de production culturelle
et artistique, toujours sur Jackson Avenue.
Ce qui manque sur le site, ce sont des espaces
et des bâtiments qui abritent des
fonctions plus souples, publiques et liées à
la formation de la vie de quartier. Des programmes
qui répondent aux temporalités
du site, pour permettre une meilleure qualité
de vie pour ses futurs habitants. Les nouveaux
développements immobiliers, surtout
les nouvelles tours de logements, nécessitent
une intégration avec des services pour
les résidents ainsi que des espaces publics
de qualité. Des programmes qui permettent
au site de pouvoir être habité 24/7, dans
l’esprit de New York, “la ville qui ne dort jamais”.
Des espaces et des programmes qui
trouvent lieu sur le sous-développé site de
Silvercup Studios, noeud central du projet.

AVANT PROPOS
OBJECTIFS DU PROJET
1 2 3 4 5
PRINCIPES ET OBJECTIFS
Le projet se développe autour des suivants objectifs:
MICRO-CLIMATS COMFORT RECYCLAGE EAUX BIODIVERSITÉ ÉNÉRGIE
1. Intégration avec l’existant
2. Favoriser la mixité sociale
3. Accessibilité et développement des espaces publics
4. Amélioration de l’environnement urbain
5. Développement économique et de la vie de quartier
ERMARCHÉ COWORKING ÉVÉNEMENTS MARIAGES
L’intervention prévoit l’extension du siège principal de Silvercup
Studios, et de ses connexions avec l’environnement urbain. Pour
ce faire, le projet développe sur deux axes: horizontal et vertical. À
l’horizontale, le projet intègre la logique de la grille d’îlots, typique
de la morphologie urbaine des villes aux Etats-Unis, en prévoyant
ARKINGau rez-de-chaussée ÉDUCATION et en toiture MARCHÉ des espaces publics SPORTS aménagés et
D’EQUIPE
végétalisés. À la verticale, le projet intégré un IGH, une composition
de programmes pour le développement de la vie de quartier. Un
programmation mixte s’installe au sein d’une stratégie plus large
pour la création d’une nouvelle polarité urbaine. En particulier, le
programme concerne: 4 nouveaux studios cinématographiques, un
YOGA
VÉLO
DANCE
OMMERCES parking automatisé, des commerces, un cinéma, un centre de loisirs,
des bureaux de différentes typologies - privés et ouverts au
public -, ainsi que des résidences à prix accessible. Le nouveau développement
prévoit aussi des terrasses aménagées et vegetalisées
accessibles au public, dans une logique 24/7.
MANGER
BUREAU
JOUER SE BALADER
ESPACE PUBLIC TRANSPORTS EN COMMUN MOBILITÉ SOUPLE CONNEXION URBAINE INTEGRATION AU BATI
RENCONTRE CULTURE ET LOISIR SPORT ESPACES LUDIQUES ÉCONOMIE
INFORMATION
INTERACTION
URBAINE
SOCIALE
CINÉMA
STREET
ART
INSTALLATIONS
INTÉRACTIVES
INFORMATION
EAU
SERVICES
INTERACTION
DIGITAUX
ENVIRONNEMENTALE
SOCIAL
COHESION
QUALITY OF
LIFE
EQUIPMENTS
ASSOCIATIONS
ACCESSIBILITÉ
CITOYENNES
ACTIVITÉS
MOBILITÉ
CULTURE
PARKING
ÉCONOMIE
CRÉATIVE
ENVIRONNEMENT ÉCONOMIE
TOURISME
MICRO
INTÉRACTION
ÉCONOMIE
URBAINE
VÉGÉTATION
INNOVATION
BIODIVERSITÉ
P
CONTROLE
ENVIRONNEMENTAL
MOBILITÉ
SOUPLE
TRANSPORT
PUBLIC
13

14

INTRODUCTION
15

16

INTRODUCTION
LONG ISLAND CITY
Long Island City se trouve juste en face de
l’East River, devant l’un des quartiers les plus
en vogue de Manhattan, l’Upper East Side.
Elle est accessible par le pont de Queensborough,
alias le pont de la 59th Street, qui
fut construit en 1909 par le maire Ed Koch.
Actuellement, il s’agit du deuxième pont
plus vieux de la ville après celui de Brooklyn.
Construit dans le délire d’expansion
et de croissance de New York pendant les
années 1910 - 1920, il marque un territoire
de petites maisons et de grandes usines.
Le paysage urbain est aussi marqué par
la présence, près des infrastructures
et des voies fluviales, d’éléments de signalétique
en néon: des éléments iconiques
telles que le très connu Pepsi Cola
Sign, ainsi que le Silvercup Studios Sign.
17

HILTON
GARDEN INN
42-12 28TH
STREET
28-02
JACKSON
2 GOTHAM
CENTER
1 QPS TOWER
APARTMENTS
2 GOTHAM
CENTER
HAYDEN LIC
APARTMENTS
ONE COURT
SQUARE
QLIC
APARTMENTS
LINC LIC
APARTMENTS
QLIC
APARTMENTS
UNFCU
BUILDING
SILVERCUP
STUDIOS
CUNY SCHOOL
OF LAW
MASON TENDER SCHOOL
STEINWAY
STORAGE
HOTEL
Z NEW YORK
ROLEX LIC
REAL ESTATE
18

INTRODUCTION
PAYSAGE URBAIN
ENTRE MANHATTAN ET QUEENS
La relation visuelle entre Manhattan et le
Queens est principalement marquée par
ses vues sur l’East River. En effet, le skyline
de Manhattan offre des vues impressionnantes
sur les très hautes tours et gratteciels
qui caractérisent la morphologie
urbaine du Midtown.
Le paysage urbanisé est croisé par le
Queensboro Bridge, qui marque avec sa
forme iconique le panorama de l’east River,
mais surtout de Long Island City, car il
continue comme une rampe surélevée qui
connecte la 59th Street de Manhattan à
Long Island.
Long Island City se distribue sur deux typologies
hétérogènes de bâtiments dans le
paysage urbain: elle est en effet constituée
par des IGH d’importance mineure par rapport
à ceux de Manhattan, mais surtout par
un tissu urbain peu dense formé par des
îlots avec des constructions principalement
de 3 étages d’hauteur maximum.
LONG ISLAND CITY CORE
Le paysage urbain de Long Island City
Core se caractérise depuis une dizaine
d’années par des IGH dans sa partie ouest,
avec le développement de nouvelles
constructions de logements et secteur
tertiaire.
Une zone de développement qui s’étale
lentement avec des interventions ponctuelles,
qui sortent de l’échelle plus classique
locale lié à la conformation d’origine
industrielle du quartier, et qui voit des
bâtiments de taille moyenne (7-10 étages)
pour des hôtels ou des entreprises de taille
moyenne apparaître.
Une évolution morphologique qui voit
au centre la boucle d’infrastructures du
Queensboro Bridge celle qui entoure le
bâtiment de Silvercup Studios. Le noeud
central d’un système qui marque le paysage
urbanisé avec des routes et rails
surélevées, qui s’étale sur LIC.
La présence de bâtiments importants tels
que le One Court Square, autrement dit Citibank
Tower, la tour la plus haute de Long
Island City, ainsi que d’autres nouvelles
tours de logements et bureaux voit par
contre un manque importante d’espaces
vertes et de parcs.
L’unique parc présent, le Dutch Kills
Gardens, se trouve à l’arrivée de la Queensboro
Plaza North. Il ne suffit pas aux besoins
des nouveaux habitants prévus à être
accueillis dans le quartier. Un manque qui
voit beaucoup de logements vides dans
les nouveaux développement immobiliers,
contre un élan continu vers l’industrie de la
construction et les activités économiques.
19

20

INTRODUCTION
PAYSAGE URBAIN
INFRASTRUCTURE ET ESPACE VERT
Le paysage urbain de Long Island City
se caractérise par un rapport étroit entre
infrastructure et espace urbain.
Les infrastructures surélevées, issues
principalement du Queensboro Bridge,
hébergent l’autoroute qui connecte Manhattan
et Long Island, ainsi que des lignes
de métro. Elles se constituent comme un
élément très imposant qui caractérise le
paysage urbain local. Ces infrastructures
font partie de l’héritage industriel du quartier
depuis 1930.
L’unique grand espace urbain végétalisé
le plus proche à Long Island City Core a
ouvert en 1939, au sein des Queensbridge
Houses Il s’agit du plus grand complexe
HLM public d’Amérique du Nord, géré par
la New York City Housing Authority (NY-
CHA). Les 96 bâtiments de 6 étages totalisent
3 142 logements sociaux se situent
à côté du pont de Queensboro Bridge.
La cité est en grande majorité habitée
d’Afro-Américains (70 %), ainsi que deuropéens
(irlandais et italiens) et hispaniques.
Actuellement, l’unique intervention de
concertation entre les échelles de l’infrastructure
et l’espace public ce sont les
Dutch Kills Gardens. Le projet a prévu une
reconversion des espaces de parking en
plein air en l’unique jardin desservant la
communauté d’habitants de LIC Core.
21

LONG ISLAND
CITY CORE
UN QUARTIER EN TRANSFORMATION
INTRODUCTION
UNE STRUCTURE DE SECTEURS
Le quartier de Long Island City est situé
dans la partie sud-ouest du Queens, en
face de l’île de Roosevelt Island.
Le quartier est l’unique point d’accès
directe au Midtown Manhattan, grâce à
l’importante infrastructure du Ed Kock
Queensboro Bridge qui relie Long Island
City Core avec Manhattan.
Long Island City se compose de différentes
parties, caractérisées par un tissu productif
industriel, comme dans le cas de Hunter’s
Point Industrial Core, ou du quartier de
Ravenswood au nord; des développements
résidentiels d’après-guerre, comme le complexe
des Queensbridge Houses and Parks,
ainsi que des nouveaux développements
comme à Hunter’s Point South.
Ainsi, la présence de zones plus mixtes
comme le quartier résidentiel historique de
Hunter’s Point, au sud, mais aussi le quartier
de Astoria, qui voit des communauté
d’habitants d’origines grecques et italiennes
installées depuis les années 1950s.
En particulier, le développement d’IGH de
bureaux et nouveaux logements de luxe se
situe dans la partie centrale, Long Island
City Core.
22

INTRODUCTION
LES PROJETS EN COURS
ONGOING TRANSFORMATIONS
UN QUARTIER EN TRANSFORMATION
Long Island City est un quartier de la ville
de New York qui voit aujourd’hui à une
rapide évolution, dans son esprit et dans sa
morphologie urbaine.
Le développement de nouvelles constructions
d’IGH, telles que la CitiBank Tower,
le MetLife et Jetblue, ou les résidences de
luxe Queens West sur les bordes de l’East
River, ont amené à la réalisation de nouveaux
projets, et ont mis l’accent sur les
potentialités du site.
Le quartier voit aussi la présence l’université
Ivy League Cornell Tech sur l’île de
Roosevelt, ainsi que La Guardia Community
College, acteurs remarquables qui
participent à changer et à re-dynamiser un
quartier historiquement d’esprit industriel
au sein de la ville de New York.
De plus, des importants projets de paysage
urbain ont été développées, comme dans
le cas du Jackson Avenue Streetscape Projet,
qui voit le réaménagement de cet axe
principal qui connecte la zone des bureaux
à la zone d’usage mixte de Hunter’s Point.
23

24

SILVERCUP STUDIOS MAIN
25

0 50
100
One Court Square
201 m
Ed Koch Queensboro Bridge
107 m
Queens Plaza North
Queens Plaza South / Queensboro Bridge Path
Queens
Roosvelt Island
26
150 m
300 m
192 m

SILVERCUP STUDIOS MAIN
MORPHOLOGIE URBAINE ET CHRONOLOGIE AUTOUR DU PROJET
432 Park Avenue
425.5 m
200
500 m
Trump World Tower
262 m
Citigroup Center
279 m
360 m
Manhattan
143 m
1st Ave. 2nd Ave. 3rd Ave. Lexington Ave. Park Ave.
27

28

SILVERCUP STUDIOS MAIN
UN BÂTIMENT ICONIQUE
«Silvercup» était la marque du pain fabriqué
par la Gordon Baking Company, qui,
lors du boom initial de la construction
d’usines à Long Island City dans les années
1920, avait construit une énorme installation
de production de 500 000 pieds carrés
avec quatre silos à farine sur les lieux.
Le pain Silvercup était très populaire et est
devenu un nom familier pendant des décennies,
en particulier à New York et dans les
environs. La marque était si célèbre que des
entreprises telles que Silvercup Meats et
Silvercup Fruit ont ouvert leurs portes dans
le quartier, bien qu’elles n’aient rien à voir
avec la boulangerie. Silvercup Bread a parrainé
des émissions de radio et de télévision
dans les années 1930, 1940, 1950 et 1960.
En 1974, l’établissement ferme ses portes
assez soudainement. Silvercup avait
un contrat exclusif de trois ans avec
le conseil de l’éducation de la ville de
New York, et devait mais ne pouvait pas
augmenter le prix contractuel du pain
après que le président Nixon avait vendu
du grain à l’Union soviétique, faisant
doubler le prix du pain aux États-Unis.
Au même moment, le syndicat des Teamsters
avait demandé qu’une surtaxe de 10%
soit ajoutée aux produits à base de pain.
Silvercup n’a pas pu répondre à leurs demandes,
et ni la commission scolaire ni
les Teamsters n’étaient disposés à accepter
ce que Silvercup pouvait offrir en réponse.
La ville de New York connaissant
la pire récession de son histoire récente,
Silvercup a vendu ses camions et ses machines
et a cessé ses activités au début de
1975. Six cents employés ont été licenciés.
SILVERCUP STUDIOS BUILDING
Depuis 1983, Silvercup Studios compte aujourd’hui
18 studios cinématographiques,
totalisant 37.000 mètres carrés. La plupart
des productions télévisées basées à
New York (The Sopranos, Law & Order, Sex
and the City, Gossip Girl, entre autres) ont
lieu aux studios Silvercup. L’immense bâtiment
blanc portant l’enseigne emblématique
plane toujours sur Long Island City.
Situé au 42-22 22nd Street à Long Island
City, le lot principal comprend 13
scènes de tournage avec toit et grenier.
La taille des étages varie de 300 à
1700 mètres carrés, avec des hauteurs
de grille pouvant atteindre les 11 mètres.
Toutes les installations offrent un espace
de bureau de production sur site avec un
vaste ensemble de rangement pour accessoires,
accessoires et garde-robes. Le
bâtiment principal est idéalement situés
à quelques minutes de Midtown Manhattan,
près du tunnel Queens Midtown
et du pont Queensboro 59th Street.
29

30

SILVERCUP STUDIOS MAIN
L’ÉVOLUTION AUTOUR D’UN REPÈRE URBAIN
L’immense usine de Silvercup avec son
signe emblématique domine toujours
la ville de Long Island. Elle a été acheté
pour une somme dérisoire de 2 000
000 $ en 1980, et les nouveaux propriétaires
ont transformé l’immense plancher
de l’usine en scènes et en décors de films.
La renaissance de Silvercup a permis de relancer
la ville en détresse de Long Island,
ancienne plaque tournante de la fabrication
à New York. Des centaines de nouvelles
entreprises et des milliers d’emplois
sont maintenant installés dans le quartier
et de nombreux lofts d’usine ont été
convertis en logements haut de gamme,
ce qui fait de Long Island City une des
adresses les plus recherchées du Queens.
Un signal, celui de Silvercup Studios, qui
se lit de deux côtés, et qui marque un repère
important mais bizarre aussi pour le
site: en effet, l’entrée principale est située
sur le côté inverse du signe, en réalisant
une communication avec l’environnement
infrastructurel et urbain assez singulière.
31

32

SILVERCUP STUDIOS MAIN
SILVERCUP STUDIOS WEST PROJECT ET AUTRES INTERVENTIONS
Depuis l’ouverture du premier studio dans
ce qui était l’ancien silo à farine de la
célèbre boulangerie Silvercup Bakery en
1983, les studios Silvercup se sont rapidement
imposés comme le plus grand et
indépendant centre de production de films
et de télévision du nord-est des États-Unis.
Pendant des années, Silvercup Studios
a augmenté ses espaces de production
cinématographique, en réalisant deux nouveaux
sièges à New York.
Silvercup East, situé au 34-02 Starr Avenue,
Long Island City compte cinq studios
de 1500 m2 et un studio de 900 m2 avec
une hauteur de grille de 8,5 m.
Silvercup North, construit en 2016, situé au
295 Locust Avenue dans le South Bronx,
compte 4 étapes d’une superficie allant de
800 m2 à 1600 m2, avec les hauteurs de
grille les plus élevées des 50 lots.
Depuis 2006, il y a eu aussi deux tentatives
d’expansion du site de Silvercup Main, celui
situé à Long Island City. La parcelle apte
à recevoir ces nouvelles installations se
trouve sur le East River, sur le même axe
du bâtiment principal.
En 2006 et en 2011, deux projets ont été
développées par Richard Rogers et Leeser
Architecture.
Le développement d’un IGH avec un ERP
public et privé avec nombreux services publics
et des nouveaux studios, mais qui n’a
pas vu le jour à cause de la pollution du sol
de la parcelle, ainsi que pour la présence
d’une usine de distribution d’énergie de
la ConEdison, qui attendait un permis de
démolition qui n’est jamais arrivé.
Par contre, un budget d’un 1 milliard de
dollars est à investir dans ce projet, qui
peut constituer une possibilité alternative
vers une stratégie d’expansion, modernisation
et augmentation du bâtiment de
Silvercup Studios existant.
BALMORI ASSOCIATES GREEN ROOFTOP
L’unique autre intervention réalisée sur
l’immeuble concerne l’installation du plus
grand toit végétal avec senseurs environnementaux
de New York, conçu par
l’agence d’architecture Balmori Associates
comme le premier d’une série de toits verts
sur les bâtiments de Long Island City.
Ce projet examine l’effet de l’ augmentation
de la population urbaine sur l’environnement
naturel. Aujourd’hui, les villes
deviennent de plus en plus peuplées, les
surfaces imperméables pavées se multiplient,
ce qui entraîne des températures
plus élevées (effet d’îlot de chaleur) et le
ruissellement des eaux pluviales, pénalisant
l’infrastructure existante de la ville.
33

34

CONDITIONS LOCALES
35

36

ANALYSE PRÉLIMINAIRE USAGES ET TERRITOIRE • 3/4 MILE • 800 m • 20’
La zone analysée voit une cercle de rayon
de 3/4 de mile (1206,75m) à partir du
site de Silvercup Studios, soit environ 20
minutes à pieds. Trois différentes échelles
d’analyse sont croisées, afin de voir en
détail les différentes dimensions urbaines
et morphologiques qui s’imbriquent et se
croisent dans la zone environnant le site
principal: une analyse des usages installés,
ainsi que les infrastructures qui caractérisent
et structurent le site.
20’
10’
5’
Lieux d’aggregation - lieux de culte, centres sociaux
Equipements sportifs
Services au citoyen - hopitaux, centres pour la santé
Reparation voitures
Parking et garages
Hotel
Espaces d’entrepôt à louer
Industrie
Entrepôt privé
Espaces verts et parcs
Distribution d’énérgie
Support et mobilité
Equipement culturel
Equipement institutionnel
Bureaux et tertiaire
Retail et commerces
Equipement scolaire - universités, écoles, centres de formation
Residentiel + commerces
Residentiel - baisse densité
Residentiel - haute densité
Terrains vides
37

ANALYSE PRÉLIMINAIRE 3/4 MILE • 800 m • 20’ • USAGES
UNE LOGIQUE D’ÎLOTS THÉMATIQUES
Au niveau des usages à la grande échelle,
il est remarquable que les îlots qui composent
la grille urbaine orthogonale se caractérisent
par des fonctions agglomérées.
Une dimension mono thématique et asservie
au développement d’activités productives
industrielles et du tertiaire, avec des
îlots à esprit mixte qui ne présentent pas
assez d’équipements ou espaces consacrés
à la vie de quartier.
Lieux d’aggregation - lieux de culte, centres sociaux
Equipements sportifs
Services au citoyen - hopitaux, centres pour la santé
Reparation voitures
Parking et garages
Hotel
Espaces d’entrepôt à louer
Industrie
Entrepôt privé
Espaces verts et parcs
Distribution d’énérgie
Support et mobilité
Equipement culturel
Equipement institutionnel
Bureaux et tertiaire
Retail et commerces
Equipement scolaire - universités, écoles, centres de formation
Residentiel + commerces
Residentiel - baisse densité
Residentiel - haute densité
Terrains vides
38

ANALYSE PRÉLIMINAIRE 3/4 MILE • 800 m • 20’ • INFRASTRUCTURE
INFRASTRUCTURES PRINCIPALES
L’infrastructure principale des rues se caractérise
par la grille orthogonale, classique
du dessin urbain des villes américaines,
adaptée à la géométrie du territoire.
L’élément le plus remarquable est la
« boucle » d’infrastructures constituée
par les routes surélevées qui poursuivent
depuis le Queensboro Bridge, et qui caractérisent
de manière importante le paysage
urbain et ses connexions avec le reste du
Queens et de Long Island.
À partir de la première rampe qui descend
sur la 21st Street, au pieds du bâtiment de
Silvercup Studios, la découverte du carde
et decumanus ( la Queens Plaza North
Avenue) qui sont les deux routes principales
de connexion entre Long Island City
Core et les quartiers proches.
Route surélevée - Queensboro Gate
Chardon et Decumanus
Rues
Espaces verts et parcs
East River
39

ANALYSE PRÉLIMINAIRE 1/2 MILE • 400 m • 10’ • USAGES
UNE LOGIQUE DE SECTEURS
Le site de Silvercup se trouve dans une
zone qui voit le croisement de différents
secteurs d’usages.
Cette logique de macro-secteurs est le
résultat de l’héritage industriel du site,
mais aussi des développements du secteur
tertiaire et résidentiel. Il manque par contre
une intervention qui puisse réaliser une
concertation et une cohérence avec cette
logique de secteurs.
Les secteurs à caractère mixte sont
étalés et de dimension assez réduite par
rapport aux secteurs de production, ce
qui confirme le manque d’équilibre et de
transitions entre les différentes échelles et
morphologies qui marquent un territoire
en cours de construction, une condition à
ré-équilibrer.
Secteur à caractère industriel
Secteur à caractère tertiaire
Secteur à caractère residentiel et commercial
Secteur de distribution d’énérgie
Secteur à caractère residentiel
40
Espaces verts et parcs

ANALYSE PRÉLIMINAIRE 1/2 MILE • 400 m • 10’ • INFRASTRUCTURES
TRANSPORTS EN COMMUN
F
Les transports en commun desservent bien
la zone autour des Silvercup Studios, qui
voit en effet une pluralité de lignes de métro,
bus, et d’équipements pour la mobilité
souple et partagée.
N
Q
R
En particulier, le site est intéressé par la
présence de la station du métro F 21st
Street Queensbridge au nord du site,
qui connecte le quartier avec Downtown
Manhattan et Conay Island; la station de
métro 7, N et W de Queensboro Plaza à
l’Est du site, qui connecte le quartier avec
Midtown et Downtown Manhattan.
F
N
E
M
Q
R
Le site voit aussi la présence de stations
de Citibike, le service de vélo partagés qui
dessert bien la mobilité souple; en outre,
la présence des parkings ZipCar, le service
de location à heure et à jours de voitures
partagées.
E
M
Espaces verts et parcs
Infrastructures surélevées
Rues
7
Rails
Arrêt de métro
Arrêt de bus
CitiBike station
G
ZipCar parking
7
41

ANALYSE LOCALE 1/4 MILE • 200 m • 5’ • USAGES
DES ÎLOTS MONOFONCTIONNELS
Le quartier présente au nord-ouest une
zone à caractère fortement industriel, et
vers le sud-est, une zone des nouveaux
développements résidentiels et tertiaires.
Il est évident le manque d’une transition
entre les différents entités déjà présentes.
Equipement sportif
Hotel
Garage
Reparation voitures
Reparation voitures avec bureaux - à l’étage ou au RDC
Industrie et manufacture
Industrie avec bureaux à l’étage
Entrepôt
Entrepôt à vehicules
Entrepôt avec commerce au RDC
Entrepôt avec bureaux à l’étage
Espaces d’entrepôt à louer
Espaces verts et parcs
Distribution d’énérgie
Restaurant
Equipement institutionnel
Bureaux et tertiaire
Retail et commerces
Commerces et bureaux
Equipement scolaire - universités, écoles, centres de formation
Equipement scolaire avec commerces au RDC
Residentiel
Residentiel avec commerces au RDC
Terrains vides
42

ANALYSE LOCALE 1/4 MILE •200 m • 5’ • ESPACES URBAINS OUVERTS
ESPACES URBAINS OUVERTS ET NATURE
L’analyse sur les espaces urbains ouverts
et la présence de la nature sur le site met
en évidence de façon très claire que la
plus part du territoire est encore constitué
de terrains vides, principalement utilisés
comme espaces de parking, dans l’attente,
parfois des permis de construire pour des
nouveaux développements immobiliers.
Le manque d’espaces verts et de lieux en
plein air pour la communauté est aussi
remarquable, l’unique exception constituée
par le complexe des Queensbridge Houses
and Park.
Ailleurs, la couche naturelle est très fragmentée,
dont la nécessité de créer des
espaces publics et naturels dans une zone
déjà largement exploitée par l’industrie
immobilière.
Infrastructures surélevées
Rues
Espaces à parking
Espaces délaissés
Espaces verts et parcs
Espaces verts et parcs
Arbres
43

10 11 4 13
6
14
2
1
5
15
9
3
8
18
7
12
17
19
16
44

ANALYSE LOCALE
CONDITIONS AU CONTOUR
VIE DE QUARTIER
Depuis 2010, à Long Island City plus de
12 000 appartements y ont été construits
et plus de 9 000 autres sont en route.
C’est plus que dans aucun autre quartier
de New York, plus que dans le centre-ville
de Los Angeles, ou dans n’importe quel
quartier de Brooklyn en plein essor.
Par contre, LIC maintenant une ligne
d’horizon et une zone agitée, avec des
développeurs en concurrence pour annoncer
des plans pour ce qui sera le plus
haut bâtiment du quartier (pour l’instant la
tour de Citi One Court Square, qui mesure
202m), ainsi que la création de biosphères
d’agrément autonomes, de sorte que les
résidents n’ont pratiquement plus à partir,
mais aussi à ne pas vivre le quartier en
dehors de leurs résidences.
GASTRONOMIE DU MONDE
1. Hendu’s Sandwich Shop at Dutch Kills
27-24 Jackson Ave.
2. Levante
26-21 Jackson Ave.
3. Único
31-31 Thomson Ave.
4. Ramen Shack
13-13 40th Ave.
5. Sapps
27-26 Jackson Ave.;
6. Mothership Meat Company
27-20 40th Ave.
7. Ravenswood Tavern
46-62 Vernon Blvd.;
CULTURE ET LOISIRS
8. MoMA PS1
22-25 Jackson Ave.;
MoMA PS1 est l’une des plus anciennes et
des plus grandes institutions d’art contemporain
à but non lucratif aux États-Unis.
Situé à Long Island City, à New York, le
MoMA PS1 se consacre à exposer l’art le
plus provocant et le plus provocant du
monde entier. MoMA PS1 est une filiale du
musée d’art moderne (MoMA).
Musées de sculpture
9. SculptureCenter
44-19 Purves St;
10. The Noguchi Museum
9-01 33rd Rd.;
11. Socrates Sculpture Park
32-01 Vernon Blvd.
12. The Gutter Bar LIC
10-22 46th Ave.
Bowling dans un ancien garage de taxi.
Brasseries
13. LIC Beer Project, 39-28 23rd St.
14. Big Alice Brewing Co., 8-08 43rd Rd.
15. LIC Flea & Food
The local answer to the Brooklyn Flea has
everything from antique American-flag
décor to crystals to barbecue, all next to
an on-site beer garden. The flea wraps on
October 29. 5-25 46th Ave.
16. Chocolate Factory Theater,
5-49 49th Ave.
Spectacles de danse d’avant-garde.
17. Indoor Extreme Sport,
47-11 Van Dam St.
Paintball, escalade, tyroliennes, tir à l’arc,
balises laser sur le thème des zombies et
des noirs, jeux de réalité virtuelle.
18. LIC Community Boathouse,
46-01 5th St.
19. The Standing Room,
4738 Vernon Blvd. Club de comédie.
Carte de base: The New Yorker, 17 septembre 2017
45

46
0 25 50 100 150 m

ANALYSE LOCALE
CONDITIONS AU CONTOUR
QUEENSBORO BRIDGE RAMPS
Le paysage urbain de Long Island City
se caractérise d’un étroit rapport entre
7
Ramp E
Ramp I
infrastructure et espace urbain.
N
Q
R
En particulier, les trois routes surélevées
(ramps) qui se forment à partir du Queensboro
Bridge touchent le site de Silvercup
Studios. La 21st Street Ramp, qui connecte
43rd Ave.
QUEENSBORO PLAZA
localement LIC et Manhattan, coupe en
7
deux l’îlot de Silvercup, en créant une
«boucle» d’infrastructures autour du bâtiment.
Malgré la morphologie du quartier,
les différents éléments et échelles faisant
Ramp F
22nd Street
partie du paysage urbanisé manquent
d’une intégration avec l’espace public et
bâti.
22nd Street
Ramp H
21st Street
Route surélevée - Queensboro Gate
21st Street
F
Rues principales locales
43rd Ave.
Subway lignes N,Q,R
Subway ligne 7
Ramp F
Ramp E
Silvercup Studios
N
Q
R
47

RT
G
JOUER
SUPERMARCHÉ
EDUCATION
RESTORATION
DANCER
SALLE DE SPORT
SE BALADER
EDUCATION
SE BALADER
RESTORATION
SALLE DE SPORT
PROPAGATION DU BRUIT
CONDITIONS ENVIRONNEMENTALES
RT
SPORTS
EN PLEIN AIR
42 dB
16 m
MARCHÉ
N
ON
S
RESIDENTIEL MOBILITÉ ESPACES DE
TRAVAIL
SPORTS
D’EQUIPE
ESPACES DE
TRAVAIL
SPORTS
EN PLEIN AIR
EQUIPEMENTS
SE CULTURELS
RENCONTRER
COMMERCES
ET SERVICES
EQUIPEMENTS
CULTURELS
EQUIPEMENTS
SPORTIFS
COMMERCES
ET SERVICES
ESPACES
VERTS ET
PLACES
EQUIPEMENTS
SPORTIFS
SPORTS
EN PLEIN AIR
ESPACES
VERTS ET
PLACES
SÉ
S
EQUIPEMENTS
YOGA
CULTURELS
SPORTS
D’EQUIPE
ESPACES
VERTS
DANCER
ET
PLACES
COMMERCES
MARCHÉ
ET SERVICES
JOUER
SE RENCONTRER
SE BALADER
EQUIPEMENTS
SPORTIFS
ESPACES
VERTS ET
PLACES
COMMERCES
SPORTS
D’EQUIPE
MARCHÉ
SPORTS
EN PLEIN AIR
SE RENCONTRER
N
É
E
N
YOGA
SALLE DE SPORT
VÉLO
DANCER
PARKING
49 dB
JOUER
BUREAU
SE BALADER
COWORKING
SALLE DE SPORT
VÉLO
BUREAU
8 m
ÉVÉNEMENTS
EDUCATION
ÉVÉNEMENTS
SUPERMARCHÉ
COMMERCES
RESTORATION
YOGA
SPORTS
D’EQUIPE
DANCER
YOGA
SALLE DE SPORT
MARCHÉ
JOUER
SE RENCONTRER
SE BALADER
JOUER
E
PARKING
55 dB
COWORKING
4 m
EDUCATION
SUPERMARCHÉ
RESTORATION
DANCER
SALLE DE SPORT
SE BALADER
75 dB
0 m
48
EQUIPEMENTS
SPORTIFS
ESPACES
VERTS ET
PLACES

CONDITIONS ENVIRONNEMENTALES
INFRASTRUCTURE VS ARCHITECTURE
POLLUTION SONORE
New York est très intéressée par la pollution
sonore, principalement causée par les
moyens de transports, par les installations
techniques sur les toits des bâtiments, ainsi
que par les infrastructures surélevées et les
aéroports.
Sur le site de Silvercup Studios, la présence
des Queensboro Bridge Ramps produit
un bruit autour de 75 décibels, correspondant
à un incessant bruit de trafic. Une
condition qui ne permet pas d’habiter les
espaces extérieurs, et qui nécessite d’une
protection adéquate.
LES INSTALLATIONS EN TOITURE
Les climatiseurs mal entretenus peuvent
générer des bruits perturbateurs.
Les climatiseurs commerciaux et industriels
peuvent être particulièrement
bruyants en raison de leur taille et de leur
emplacement sur les toits, à proximité de
bâtiments résidentiels. Le code de bruit
limite de New York les niveaux de décibels
créés par les climatiseurs et autres types
de dispositifs de circulation.
Pour prendre en compte les besoins des
nouveaux développements, le code de
bruit limite les bâtiments dotés de plusieurs
appareils à un niveau de bruit cumulé
de 45 décibels, mesuré selon la norme.
49

50
PRÉCIPITATIONS TEMPERATURES
ENSOLEILLEMENT ROSE DES VENTS
Données de source-ouverte par MeteoBlue.com

CONDITIONS ENVIRONNEMENTALES
CLIMAT ET MÉTÉREOLOGIE
UN CLIMAT SUBTROPICAL HUMIDE
Long Island Cirty et le reste de la ville de New York ont ​un climat
subtropical humide, avec une protection partielle du froid provenant
des Appalachian Mountains au nord, et des influences modératrices
de l’océan Atlantique au sud.
Long Island City, qui se situe à l’ouest du Queens, voit des précipitations
pendant toute l’année, avec une moyenne de 114 cm
par an. Au cours d’une année moyenne, il y aura 44 jours de pluie
modérée ou forte.
Les hivers sont froids. Un hiver moyen aura 22 jours avec quelques
chutes de neige, dont 9 jours avec au moins 2,5 cm de neige.
L’été est généralement chaude et humide.
Une été moyenne comprend 17 jours avec une température maximale
de 32 °C (90 °F) ou plus chaude.
Au cours d’une année moyenne, il y a 14 jours où la température
ne dépasse pas le 0 °C (32 °F) toute la journée. Le printemps et
l’automne peuvent varier du froid à très chaud. Le quartier est
quand même bien ensoleillé pendant l’année, avec 84 jours de
soleil moyens.
Les vents proviennent principalement de l’East River, qui marque
le périmètre du Queens sur le côté ouest-nord-ouest du site. Les
tornades sont généralement rares; la dernière tornade a touché sol
le 3 août 2018, causant des dommages mineurs.
HIVER
ÉTÉ
9 AM
12 PM
23 DECEMBRE 2019
9 AM
12 PM
E
7:18 AM
S
E
S
21 JUIN 2019 4:26 AM
16 PM
4 PM
16 PM
4:29 PM
N
W
N
7:28 PM
W
51

1 2 3 4 5
1 2 3 4 5
6 7 8 9
6 7 8 9
CitiBike station
1
1
2
3
4
5
6
Infrastructure
Coin Nord - Est
Queensboro Plaza South - 22st Street corner
Coté Nord - Ouest
Parking sous la route surélevée - Queensboro
Coin Nord - Ouest
Parking sous la route surélevée - Queensboro 8
Coté Nord Ouest / 21 st street
Compagnie de taxi Creative M obileTechnologies
Coté Nord - Ouest / 21st Street
Arrivée rue surélevée Queensboro Bridge
Espace fermé
Coin Sud - Ouest / 21st St - 43rd Ave
Entreprise Argo Envelope
7
6
2
5
9
8
7
6
4
5
9
24
3
9
1
4
2
3
8
6
7
7
8
Coté Sud - Ouest / 43rd Avenue
Batiment à usage commercial et bureaux
Street Art
Coin Sud - Est/ 22nd St - 43rd Ave
Batiment de bureaux mixtes
1
3
9
Coté Sud - Est / 22nd Street (Harry Suna Pl.)
Parking de Silvercup Studios
5
52

ANALYSE DE L’EXISTANT
SILVERCUP STUDIOS MAIN
RELEVÉ DEPUIS SILVERCUP STUDIOS
Le site est entouré et traversé par la Upper
Way du Queensboro Bridge pour le 75%
(1,2,3,5,9). Mais aussi, des espaces de parking
sur le 50% des espaces contextuels au
site (2,3,9).
Les batiments voisins se caracterisent
par les éléments de typologie industriel
classique du quartier, avec des grandes
fenetres et une façade regulière (4,6,7,8).
Sur le coté sud-est du site, la présence
d’une station Citibike (6).
Ultérieur élément remarquable se situe au
43-01 21st Street, à sud-ouest de la propriété
de Silvercup Studios. Un bâtiment
industriel d’usage mixte, siège de la fondation
artistique Arts Org. L’immeuble à
été transformé à travers le projet artistique
“Top to Bottom” par l’artiste et directeur
artistique James. P. Quinn. Avec l’accord
du propriétaire de l’immeuble, plus de 50
street artistes, de 14 nationalités différentes
et tous élevés à New York ont été invités
pour décorer le bâtiment. Quinn a choisi
comment et où placer les ouvres, selon
la morphologie architecturale existante,
pour créer un centre artistique ouvert
à tous. La façade qui donne sur la 43rd
Street héberge des espaces commerciaux
en location et des restaurants au RDC. De
l’autre coté, il donne sur une alley (ruelle
secondaire de service), qui desservait une
partie dédiée à l’usine de production(7).
3
7
53

1 2 3 4 5
1 2 3 4 5
6 7 8 9
6 7 8 9
1
1
Infrastructure
1
2
Coin Nord - Est
Queensboro Plaza South - 22st Street corner
Coin Nord - Ouest
Queensboro Plaza South - 21st Street corner
9
9
3
4
Arrivée rue surélevée Queensboro Bridge
Coté Nord - Ouest / 21st Street
Parking + Façade Nord - Est Mason Tender School
Coté Nord Ouest / 21 st street
2
8
7
5
Coin Sud - Ouest
21st Street - 43rd Avenue2
8
7
6
Façade Sud - Ouest
43rd Avenue
4
6
7
Coin Sud - Est
22nd Street - 43rd Avenue
8
9
Route surélevée Queensboro Bridge Roadway
Façade Sud - Est / 22nd Street
Façade Sud - Est Silvercup Studios
22nd Street (Harry Suna Plaza)
4
3
6
5
54

ANALYSE DE L’EXISTANT
SILVERCUP STUDIOS MAIN
RELEVÉ D’APRÈS SILVERCUP STUDIOS
7
Le batiment de Silvercup Studios prèsente
une façade en brique jaune, typique de
l’architecture industrielle locale des années
1920s. la compisition des différents volumes
donne une saut d’échelle sur le coté
nord-est du site, vue l’hauteur du «socle»
de 4 étages sur lequel se pose le signal de
Silvercup Studios (1,9).
La façade présente plusieurs ouvertures,
principalement des fenetres aveugles, ce
qui rend simple d’individuer les espaces
consacrées aux studios cinématographiqes.
L’acces principale se trouver sur le
coté qui donne sur la 22nd Street, entre le
volume qui support le signal iconique (1,9),
et la boucle d’infrastructures. Vers les accès
aux studios, la construction présente
aussi les entrées pour le charge/decharge
des scéniques. (1,2,7).
Un quart de l’îlot sur le coté sud-est est
coupé par la rampe du Queensboro Upper
Way qui connecte la 59th Street de Manhattan
à la 21st Street du Queens, sur le
coté nord-ouest de l’ilot (3,8).
Sur ce meme coté, la prèsence du batiment
de l’école Mason Tender School (5)
et de son parking (4), font de ce site une
situation fragmentée, mais qui se pose
comme une base d’intéressante interaction
entre infrastructure et usages.
55

56

FPSC
FPSC
ANALYSE DE L’EXISTANT
ÉLÉMENTS TYPIQUES ET PLAN DE SILVERCUP STUDIOS MAIN
21st Street
Shop
LOADING
DOCK
Studio
1
43rd Avenue
Studio
X
Studio
B
SPRINKLER VALVE
CYC
CYC
Studio
8
Studio
A
Studio
9
LOADING
DOCK
Studio
5
Studio
4
CYC
Studio
7
CYC
LOADING
DOCK
Studio
10
Studio
6
CYC
Studio
3
Lobby
CYC
Cafe
Studio
2
FPSC
Shop
W
Queens Plaza South
22nd Street
57

58

STRATÉGIE GÉNÉRALE
59

STRATÉGIE GÉNÉRALE • PRINCIPES URBAINS
Introduction and Evolution
Four principles informed
OneNYC goals and initiatives:
Growth
Population growth, real estate
development, job creation, and the
strength of industry sectors
A Focus on Inequality
A Focus on Inequality
With the poverty rate remaining high and income inequality continuing to grow, With the poverty rate remaining high and income inequality continuing to grow,
Growth
Growth
equity has come to the forefront as a guiding principle. In this plan, we envision equity has come to the forefront as a guiding principle. In this plan, we envision
Introduction and Evolution
Introduction and Evolution a city that is growing, sustainable, resilient, and equitable—a place where
a city that is growing, sustainable, resilient, and equitable—a place where
everyone has a fair shot at success. The explicit addition of equity is critical,
everyone has a fair shot at success. The explicit addition of equity is critical,
because a widening opportunity gap threatens the city’s future. These four
because a widening opportunity gap threatens the city’s future. These four
Population growth, real estate
Population growth, real estate
development, job creation, and the pillars together will spur the innovation we will need for the next century. We
strength of industry sectors
know that a drive for a sustainable environment leads strength to innovations of industry sectors that create know that a drive for a sustainable environment leads to innovations that create
Four principles informed
Previous PlaNYC reports have focused on the pressing Four issues principles of growth, informed whole Previous new businesses, PlaNYC while reports driving have focused out poverty on the leads pressing to healthier issues people, of growth, and whole new businesses, while driving out poverty leads to healthier people, and
OneNYC goals and initiatives: sustainability, and resiliency. All of these goals remain OneNYC at the core goals of and OneNYC, initiatives: safe neighborhoods sustainability, and spur resiliency. businesses All to of grow. these They goals all remain grow together. at the core of OneNYC, safe neighborhoods spur businesses to grow. They all grow together.
but there are three significant differences in the approach taken with this plan. but there are three significant differences in the approach taken with this plan.
Equity
A Regional Perspective
Equity
A Regional Perspective
A Focus on Inequality
To make A Focus the changes on Inequality
we need, OneNYC recognizes that we need to reach out To make the changes we need, OneNYC recognizes that we need to reach out
With the poverty rate remaining high and income inequality continuing to grow, to our With neighbors the poverty so that rate our remaining whole region high may and income thrive. The inequality strength continuing of the city to grow, to our neighbors so that our whole region may thrive. The strength of the city
Growth
Introduction and Evolution
Growth
Introduction and Evolution
equity has come to the forefront as a guiding principle. In this plan, we envision is essential equity for has the come strength to the of forefront the region, as a guiding and strong principle. communities In this plan, around we the envision is essential for the strength of the region, and strong communities around the
a city that is growing, sustainable, resilient, and Fairness equitable—a and equal place access where to assets, city make a city it that more is growing, competitive sustainable, nationally resilient, and globally. and Fairness equitable—a and equal place access where to assets, city make it more competitive nationally and globally.
everyone has a fair shot at success. The explicit services, addition resources, of equity and is opportunities
critical,
everyone has a fair shot at success. The explicit services, addition resources, of equity and is opportunities
critical,
OneNYC: so that all New Yorkers New can Approaches
reach their
OneNYC: so that all New Yorkers New can Approaches
reach their
because a widening opportunity gap threatens the city’s future. These four Leading because the a widening Change opportunity We Need gap threatens the city’s future. These four Leading the Change We Need
full potential Population growth, real estate
full potential
pillars together will spur the innovation we
One
will need development, for the next job century. creation, We and the While pillars New York together City will has spur a vast the and innovation complex we government, will need for even the one next of century. its We While New York City has a vast and complex government, even one of its
Previous PlaNYC reports have focused on the pressing Four issues principles of growth, informed
Previous PlaNYC reports have focused on the pressing issues of growth,
know that a drive for a sustainable environment leads strength to innovations of industry sectors that create scale know cannot that accomplish a drive for all a that sustainable needs to environment be done leads its own. to innovations While City that create scale cannot accomplish all that needs to be done on its own. While City
OneNYC goals and initiatives: sustainability, and resiliency. All of these goals remain OneNYC at the core goals of and OneNYC, initiatives: sustainability, and resiliency. All of these goals remain at the core of OneNYC,
whole new businesses, while driving out poverty leads to healthier people, and government whole new will businesses, take the lead while in every driving single out aspect poverty of leads OneNYC, to healthier this plan people, also and government will take the lead in every single aspect of OneNYC, this plan also
but there are three significant differences in the approach taken with this plan. but there are three significant differences in the approach taken with this plan.
safe neighborhoods spur businesses to grow. They all grow together.
calls for safe action neighborhoods from other spur levels businesses of the public to grow. and They even all private grow sector. together. That
calls for action from other levels of the public and even private sector. That
Sustainability
Sustainability
means calling for some actions that are not entirely
A Focus
within
on
the
Inequality
control of the
means calling for some actions that are not entirely within the control of the
A Focus on Inequality
Introduction and Evolution
Equity
City government, A Regional but Perspective
they are all steps that are
With
credible
the poverty
and necessary.
rate remaining
We
City government, but they are all steps that are credible and necessary. We
With the poverty rate remaining high and income inequality continuing to grow,
high and income inequality continuing to grow,
To make the changes we need, OneNYC recognizes that we need to reach out will not To stop make pushing the changes Growth for the we right need, thing OneNYC for our recognizes that we need to reach out
equity
people
has
because
come to
some
the forefront
of it is
will not stop pushing for the right thing for our people because some of it is
equity has come to the forefront as a guiding principle. In this plan, we envision
as a guiding principle. In this plan, we envision
to our neighbors so that our whole region may thrive. The strength of the city out of to our our control. neighbors so that our whole region may thrive. The strength of the city out of our control.
a city Improving that is growing, the lives of sustainable, our residents resilient, and and equitable—a place where
a city Improving that is growing, the lives of sustainable, our residents resilient, and and equitable—a place where
is essential for the strength of the region, and strong communities around the is essential for the strength of the region, and strong communities around the
everyone future generations OneNYC: has a fair shot by cutting at success. New The Approaches
explicit addition of equity is critical,
everyone future generations has a fair shot by cutting at success. The explicit addition of equity is critical,
Fairness and equal access to assets, city make it more competitive nationally and greenhouse globally. Fairness gas and emissions, equal access reducing to assets, OneNYC city is make a citywide more effort. competitive Nearly nationally all City agencies and greenhouse globally. came together gas emissions, in reducing OneNYC is a citywide effort. Nearly all City agencies came together in
because a widening opportunity gap threatens the city’s future. These four
because a widening opportunity gap threatens the city’s future. These four
services, Previous resources, PlaNYC and reports opportunities have focused on Population the pressing Four growth, issues principles real of estate growth, informed
waste, services, Previous protecting resources, PlaNYC air and water and reports opportunities
quality have focused cross-cutting on Population the pressing working growth, issues groups real of estate that growth, examined underlying waste, protecting trends and air and data water in quality cross-cutting working groups that examined underlying trends and data in
so that all New Yorkers can reach their
so that all New Yorkers can reach their development, job creation, and the pillars together will spur the innovation we will need for the next century. We
OneNYC goals and initiatives: sustainability, and resiliency. All of these Leading goals strength remain the
of industry at Change the sectors core of We OneNYC, Need and conditions, cleaning brownfields,
sustainability, and resiliency. All of these Leading development,
goals remain the job
at Change creation, and
the core of We the
OneNYC, Need
pillars and together conditions, will cleaning spur the brownfields, innovation we will need for the next century. We
order to develop new initiatives. The working groups were tasked with
order to develop new initiatives. The working groups were tasked with
full potential
strength of industry sectors
know and that enhancing full a drive potential public for a sustainable open spaces
know and that enhancing a drive public for a sustainable open spaces environment leads to innovations that create
but there are three significant differences
While
in the
New
approach
York City
taken
has a
with
vast
this
and
plan.
complex government, but there even are three one of significant its
environment
differences
While
leads
in the
New
to innovations
approach
York City
that
taken
has
create
envisioning how the physical city a
with
vast should this
and
plan.
complex be shaped government, to address a even range one of of its envisioning how the physical city should be shaped to address a range of
scale cannot accomplish all that needs to
whole
be done
new
on
businesses,
its own. While
while
City
driving out poverty leads to healthier people, and
scale cannot accomplish all that needs to
whole
be done
new
on
businesses,
its own. While
while
City
driving out poverty leads to healthier people, and
social, economic, and environmental challenges the municipal and
social, economic, and environmental challenges on the municipal and
safe neighborhoods spur businesses to grow. They all grow together.
A Focus on Inequality government will take the lead in every single
safe neighborhoods
aspect A of Focus OneNYC,
spur
on this
businesses
Inequality plan also
to grow. They
government
all grow together.
regional scale. This will exercise take the required lead in every deeper single consideration aspect of OneNYC, of the this plan also regional scale. This exercise required deeper consideration of the
With the poverty rate remaining high calls and income for action inequality from other continuing levels of to the grow, public and With even private the poverty sector. rate That remaining relationship high calls and income for between action inequality from physical other continuing and levels human of to the grow, capital, public even private sector. That relationship between physical and human capital, and acknowledgment that
Growth
Sustainability
Equity
A Regional
and acknowledgment
Resiliency Perspective
that
Sustainability
Equity
A Regional Resiliency Perspective
equity has come to the forefront as a guiding means calling principle. for In some this actions plan, we that envision are not entirely equity within has the come control to the of forefront the the as a built guiding means environment calling principle. for In has some this manifest actions plan, we implications that envision are not entirely within the control of the the built environment has manifest implications for not just economic
To
for
make
not
the
just
changes
economic
To make the changes we need, OneNYC recognizes that we need to reach out
we need, OneNYC recognizes that we need to reach out
a city that is growing, sustainable, resilient, City government, and equitable—a but they place are where all steps that are credible a city that and is necessary. growing, We sustainable, growth resilient, City and government, and development, equitable—a but but they place public are where all health steps and that are credible and necessary. We growth and development, but public health and the delivery of essential
to our neighbors so that our whole region may thrive. The strength of the city to our
the delivery
neighbors
of
so
essential
that our whole region may thrive. The strength of the city
everyone has a fair shot at success. The will explicit not stop addition pushing of equity for the is right critical, thing for our people everyone because has a some fair shot of it at is success. services. The will explicit This not stop process addition pushing helped of equity for break the is right critical, down thing agency for our people because some of it is services. This process helped break down agency “silos” and resulted in an
is essential for the strength of the region, and strong communities around the is essential
“silos” and
for the
resulted
strength
in an
of the region, and strong communities around the
because a widening opportunity gap threatens out of our the control. city’s future. These four
because a widening opportunity ambitious gap threatens out of set our of the control. visions, city’s future. realized These through four supporting ambitious set of visions, realized through supporting goals and initiatives,
Population growth, real estate city make Improving more competitive lives of our nationally residents and and globally. Fairness and equal access to assets, city The make
goals
capacity more
and initiatives,
Improving the lives of our residents and Fairness and equal access to assets, The capacity of the city to withstand
of the competitive city to withstand nationally and globally.
future pillars generations together will by cutting spur the innovation we services, will need resources, development, for the and next opportunities
job century. creation, We and the disruptive future pillars events, generations together whether will by physical, cutting spur the innovation which crossed we services, will the need resources, traditional for the and next boundaries opportunities century. We of City agencies disruptive and events, their whether focus physical, which crossed the traditional boundaries of City agencies and their focus
greenhouse know that a gas drive emissions, for a sustainable reducing environment
OneNYC so that is all leads
a New strength citywide
to Yorkers innovations of effort. industry can reach Nearly sectors that their create
all City greenhouse know that a gas drive emissions, for a sustainable reducing environment
OneNYC so that is all leads
a New citywide
to Yorkers innovations
effort. can reach Nearly
that their create
all City agencies came together in
Leading economic, agencies came
the or social together in
Change We Need areas of activity.
Leading economic, the or social Change We Need areas of activity.
waste, protecting air and water quality full potential
waste, protecting air and water quality full potential
whole new businesses, while driving out
cross-cutting
poverty leads
working
to healthier
groups
people,
that examined
and
underlying whole new trends businesses, and data while in driving out
cross-cutting
poverty leads
working
to healthier
groups
people,
that examined
and
underlying trends and data in
and conditions, cleaning brownfields,
While New and York conditions, City has cleaning a vast brownfields, and complex government, even one of its
While New York City has a vast and complex government, even one of its
safe neighborhoods spur businesses to
order
grow.
to
They
develop
all grow
new
together.
initiatives. The working groups safe were neighborhoods tasked with spur businesses to
order
grow.
to
They
develop
all grow
new
together.
initiatives. The working groups were tasked with
and enhancing public open spaces
scale cannot and accomplish enhancing public all that open needs spacesto be done on its own. While City
scale cannot accomplish all that needs to be done on its own. While City
envisioning how the physical city should be shaped to address a range of
envisioning how the physical city should be shaped to address a range of
government will take the lead in every single aspect of OneNYC, this plan also government will take the lead in every single aspect of OneNYC, this plan also
A Regional Perspective
A Regional Perspective One New York: social, The Plan economic, for a Strong and Just environmental City challenges on the municipal and
calls for action from other levels of the public and even private sector. That
To make the changes we need, OneNYC regional recognizes scale. Sustainability
that This we exercise need to required reach out deeper consideration of the
means calling for some actions that are not entirely within the control of the
to our neighbors so that our whole region relationship may thrive. between The strength physical of and the human city capital, and acknowledgment that
City government, but they are all steps that are credible and necessary. We
is essential for the strength of the region, the built and strong environment communities has manifest around implications the for not just economic
will not stop pushing for the right thing for our people because some of it is
city make it more competitive nationally growth and and globally. development, but public health and the delivery of essential
services. Improving This the process lives of helped our residents break and down agency “silos” and resulted in an
Leading the Change We Need ambitious future generations set of visions, by cutting
OneNYC is a citywide effort. Nearly all City agencies realized through supporting goals and initiatives,
greenhouse came together gas emissions, in reducing
disruptive While New events, York whether City has physical, a vast and complex which waste, crossed government, protecting the traditional air even and water one boundaries quality of its
cross-cutting of City agencies disruptive While
working
New and events, York their groups whether City focus that
has physical, examined
a vast and complex
underlying which waste, crossed government, protecting trends the and traditional air even and data water one
in boundaries quality of its
cross-cutting of City agencies working and their groups focus that examined underlying trends and data in
economic, scale cannot or social accomplish all that needs areas to and be of done conditions, activity.
its cleaning own. While brownfields, City
economic, scale cannot or social
order to develop new initiatives.
accomplish
The
all that
working
needs areas groups
to and be of done conditions,
were activity.
tasked
its cleaning own.
with
While brownfields, City
order to develop new initiatives. The working groups were tasked with
government will take the lead in every single and enhancing aspect of public OneNYC, open spaces this plan also government will take the lead in every single and enhancing aspect of public OneNYC, open spaces
envisioning how the physical city should be shaped to address a range of
this plan also
social, economic,
calls for action
and environmental
from other levels
challenges
of the public
on the
and
municipal
even private
and
sector. That
regional scale.
means
This
calling
exercise
for some
required
actions
deeper
that are
consideration
not entirely
of
within
the
the control of the
City government, but they are all One steps New York: that The are Plan credible for a Strong and and necessary. Just City
relationship between physical and human capital, and acknowledgment that
We
will not stop pushing for the right thing for our people Resiliency
the built environment has manifest implications for not just economic
because some of it is
REDYNAMISER LE QUARTIER: OneNYC: New UNE Approaches LOGIQUE 24/7
Population growth, real estate
One
development, job creation, and the
Four principles informed
strength of industry sectors
Equity
A Regional Perspective
Growth
24/7
OneNYC: New Approaches
SAMEDI
DIMANCHE
VENDREDI
Equity
social, economic, and environmental Equity challenges nyc.gov/onenyc on the municipal and
Pour développer To make the une changes polarité we need, OneNYC regional recognizes dans scale. Sustainability
that This une we exercise need ville to required reach telle out deeper consideration que New of the York,
to our neighbors so that our whole region relationship may thrive. between The strength physical of and the human city capital, and acknowledgment that
la ville qui ne dort Resiliency jamais, il faut prévoir une stratégie qui Resiliency permette
une activation 24/7 du site. Une stratégie out of qui our control. prévoit tout
is essential for the strength of the region, the built and strong environment communities has manifest around implications the for not just economic
city make it more competitive nationally growth and and globally. development, Fairness and equal but access public to health assets, and the delivery of essential
services. Improving This the services, process lives of resources, helped residents break and and opportunities down agency “silos” and resulted in an
Leading the Change We Need ambitious future generations set so of that visions, all by New cutting realized Yorkers can through reach their supporting goals and initiatives,
d’abord l’intensification The capacity of the city to withstand d’usages greenhouse variés.
full gas potential emissions, reducing
The capacity of the city to withstand
Fairness and equal access to assets,
services, resources, and opportunities
so that all New Yorkers can reach their
full potential
Pour permettre calls for la action mixité from other levels d’usages of the public and even sur private le sector. site That tout au long de la
Sustainability
Sustainability
means calling for some actions that are not entirely within the control of the
journée, il est nyc.gov/onenyc nécessaire d’incorporer un série de programmes
nyc.gov/onenyc
City government, but they are all One steps New York: that The are Plan credible for a Strong and and necessary. Just City
14
We
will not stop pushing for the right thing for our people Resiliency because some of it is
qui s’imbriquent out of our entre control. eux selon l’horaire et la période out of our control. de l’année,
Improving the lives of our residents and
de façon solidaire avec l’environnement
future generations
urbain
by cutting
aux alentours.
Improving the lives of our residents and
future generations by cutting
greenhouse gas emissions, reducing
waste, protecting air and water quality
and conditions, cleaning brownfields,
and enhancing public open spaces
economic, and or social enhancing public open spaces areas of activity.
envisioning how the physical city should be shaped to address a range of
Un nouveau repère urbain, adapté à Long Island City, qui permettrait
de redonner regional scale. This exercise vie required au à deeper ce consideration côté de of the New York à travers
social, economic, and environmental challenges on the municipal and
relationship between physical and human nyc.gov/onenyc capital, and acknowledgment One that New York: The Plan for a Strong and Just City
Resiliency
Resiliency
concerts, compétitions the built environment has sportives, manifest implications for projections, not just economic réunions ou manifestations,
foires services. This et process vente, helped break nourriture, down agency “silos” and repos, resulted in an célébration, activités
growth and development, but public health and the delivery of essential
ambitious set of visions, realized through supporting goals and initiatives,
The capacity artistique, of the city to withstand d’information.
The capacity of the city to withstand
disruptive events, whether physical, which crossed the traditional boundaries of City agencies disruptive and events, their whether focus physical,
60
economic, or social
LUNDI
JEUDI
MARDI
services. This process helped break down agency “silos” and resulted in an
OneNYC is a citywide effort. Nearly all City agencies greenhouse came together gas emissions, in reducing OneNYC is a citywide effort. Nearly all City agencies came together in
ambitious set of visions, realized through supporting goals and initiatives,
cross-cutting working groups that examined The capacity underlying waste, of the protecting trends city to withstand
air data water in quality cross-cutting working groups that examined The capacity underlying of the trends city to withstand
data in
order to develop new initiatives. The working disruptive groups events, and conditions,
were whether tasked
cleaning physical, with
brownfields, which crossed the traditional boundaries of City agencies
order to develop new initiatives. The working disruptive and
groups events, their
were whether focus
tasked physical, with
economic, or social
envisioning how the physical city should be shaped to address a range of
areas of activity.
economic, or social
MERCREDI
growth and development, but public health and the delivery of essential
social, economic, and environmental challenges on the municipal and
regional scale. This exercise required deeper consideration of the
OneNYC: New UNE Approaches development, job creation, and the pillars together will spur the innovation we will need for the next century. We
VARIÉTÉ DE PROGRAMMES POUR LA VIE DE QUARTIER
relationship between physical and human nyc.gov/onenyc capital, and acknowledgment that
the built environment has manifest implications for not just economic
growth and development, but public health and the delivery of essential
services. This process helped break down agency “silos” and resulted in an
ambitious set of visions, realized through supporting goals and initiatives,
which crossed the traditional boundaries of City agencies and their focus
areas of activity.
OneNYC: New Approaches
OneNYC: New Approaches
Four principles informed
Previous PlaNYC reports have focused on the pressing Four issues principles of growth, informed
OneNYC goals and initiatives: sustainability, and resiliency. All of these goals remain OneNYC at the core goals of and OneNYC, initiatives:
but there are three significant differences in the approach taken with this plan.
nyc.gov/onenyc
14 One New York: The Plan for a Strong and Just City
14
calls for action from other levels of the public and even private sector. That
Dans un contexte urbain de petits bâtiments et de grandes
means calling for some actions that are not entirely within the control of the
tours, il est
City
nécessaire
government, but they are
d’intégrer
all steps that are credible
les
and
usages
necessary. We
à travers la mixité
will not stop pushing for the right thing for our people because some of it is
d’échelles, out pour of control. pouvoir recréer une architecture à l’échelle humaine,
accessible OneNYC is a citywide à tous. effort. Nearly all City agencies came together in
envisioning how the physical city should be shaped to address a range of
Pour y parvenir, social, economic, il est and environmental nécessaire challenges on de the municipal promouvoir and et encourager
regional scale. This exercise required deeper consideration of the
le développement de bâtiments
14
relationship between physical and human capital,
denses
and acknowledgment
et
that
polyvalents, capables
the built environment has manifest implications for not just economic
de générer de l’innovation au moyen d’interaction entre divers
growth and development, but public health and the delivery of essential
utilisateurs services. et d’activités This process helped break dans down agency la “silos” proximité.
and resulted in an
ambitious set of visions, realized through supporting goals and initiatives,
which crossed the traditional boundaries of City agencies and their focus
Previous PlaNYC reports have focused on the pressing issues of growth,
sustainability, and resiliency. All of these goals remain at the core of OneNYC,
but there are three significant differences in the approach taken with this plan.
areas of activity.
Il est important d’intensifier les usages qui sont nécessaires à
la création de la vie de quartier, usages que nous trouvons très
14 One New York: The Plan for a Strong and Just City
14
étales dans un territoire sectorisé, ainsi que avec une densité
d’habitations encore très faible.

ÎLOTS MONOFONCTIONNELS --> OneNYC: PLURIFONCTIONNELS
New Approaches
nyc.gov/onenyc
Equity
La zone autour du bâtiment To make the changes de we need, Silvercup OneNYC recognizes Studios Sustainability
that we need to héberge reach out certainement
un éventail d’utilisations Resiliency
to our neighbors so that our whole region may thrive. The strength of the city
is essential for the strength of the region,
plus
and
large
strong communities
que
around
le reste
the
de la
Fairness and equal access to assets, city make it more competitive nationally and globally.
ville, principalement monofonctionnel. Les zones résidentielles out of our control. à
services, resources, and opportunities
Improving the lives of our residents and
so that all New Yorkers can reach their Leading the Change We Need future generations by cutting
haute full potential densité nécessitent The capacity of un the city usage to withstand plus greenhouse intense.
gas emissions, reducing
Il est nécessaire de promouvoir calls for action from other un levels of centre-ville the public and even private plus sector. That diversifié, un
Sustainability
means calling for some actions that are not entirely within the control of the
développement qui ne
nyc.gov/onenyc
City government, soit pas but they are all One steps New York: that The are Plan credible for a Strong and and necessary. Just City We
will not stop pushing for the right thing for our people Resiliency because some of it is
exclusivement axé sur out of le our travail, control. mais qui permette de combiner
Improving the lives of our residents and
des utilisations
future generations by cutting
traditionnelles OneNYC is a citywide et effort. innovantes Nearly all City agencies came visant together in à améliorer le
greenhouse gas emissions, reducing
waste, protecting air and water quality cross-cutting working groups that examined The capacity underlying the trends city to withstand
data in
quotidien and conditions, des cleaning brownfields, résidents du quartier en offrant une multitude de
order to develop new initiatives. The working disruptive groups events, were whether tasked physical, with
and enhancing public open spaces
economic, or social
areas of activity.
envisioning how the physical city should be shaped to address a range of
possibilités.
nyc.gov/onenyc
Resiliency
La variété des utilisations the built environment augmentera has manifest implications «l’urbanité» for not just economic et le niveau
growth and development, but public health and the delivery of essential
de résilience économique services. This de process la helped ville, break down attirant agency “silos” de and resulted nouveaux in an investissements
ambitious set of visions, realized through supporting goals and initiatives,
The capacity of the
et
city to
stimulant
withstand
l’économie locale.
but there are three significant differences in the approach taken with this plan.
PRINCIPES A Focus on Inequality URBAINS • STRATÉGIE GÉNÉRALE
because a widening opportunity gap threatens the city’s future. These four
Population growth, real estate
development, job creation, and the pillars together will spur the innovation we will need for the next century. We
strength of industry sectors
know that a drive for a sustainable environment leads to innovations that create
Four principles informed
Previous PlaNYC reports have focused on the pressing issues of growth,
whole new businesses, while driving out poverty leads to healthier people, and
OneNYC goals and initiatives: sustainability, and resiliency. All of these goals remain at the core of OneNYC, safe neighborhoods spur businesses to grow. They all grow together.
but there are three significant differences in the approach taken with this plan.
Equity
A Regional Perspective
A Focus on Inequality
To make the changes we need, OneNYC recognizes that we need to reach out
With the poverty rate remaining high and income inequality continuing to grow, to our neighbors so that our whole region may thrive. The strength of the city
Growth
Introduction and Evolution
equity has come to the forefront as a guiding principle. In this plan, we envision is essential for the strength of the region, and strong communities around the
a city that is growing, sustainable, resilient, and Fairness equitable—a and equal place access where to assets, city make it more competitive nationally and globally.
everyone has a fair shot at success. The explicit services, addition resources, of equity and is opportunities
critical,
OneNYC: so that all New Yorkers New can Approaches
reach their
because a widening opportunity gap threatens the city’s future. These four Leading the Change We Need
Population growth, real estate
full potential
One
development, job creation, and the pillars together will spur the innovation we will need for the next century. We While New York City has a vast and complex government, even one of its
Four principles informed
Previous PlaNYC reports have focused on the pressing issues of growth,
strength of industry sectors
know that a drive for a sustainable environment leads to innovations that create scale cannot accomplish all that needs to be done on its own. While City
OneNYC goals and initiatives: sustainability, and resiliency. All of these goals remain at the core of OneNYC,
whole new businesses, while driving out poverty leads to healthier people, and government will take the lead in every single aspect of OneNYC, this plan also
but there are three significant differences in the approach taken with this plan.
safe neighborhoods spur businesses to grow. They all grow together.
calls for action from other levels of the public and even private sector. That
Sustainability
means calling for some actions that are not entirely within the control of the
A Focus on Inequality
Introduction and Evolution
Equity
A Regional Perspective
City government, but they are all steps that are credible and necessary. We
With the poverty rate remaining high and income inequality continuing to grow,
To make the changes Growth we need, OneNYC recognizes that we need to reach out will not stop pushing for the right thing for our people because some of it is
equity has come to the forefront as a guiding principle. In this plan, we envision
to our neighbors so that our whole region may thrive. The strength of the city out of our control.
a city Improving that is growing, the lives of sustainable, our residents resilient, and and equitable—a place where
is essential for the strength of the region, and strong communities around the
OneNYC: New Approaches
everyone future generations has a fair shot by cutting at success. The explicit addition of equity is critical,
Fairness and equal access to assets, city make it more competitive nationally and greenhouse globally. gas emissions, reducing OneNYC is a citywide effort. Nearly all City agencies came together in
because a widening opportunity gap threatens the city’s future. These four
Four principles informed
services, Previous resources, PlaNYC and reports opportunities have focused on Population the pressing growth, issues real of estate growth,
waste, protecting air and water quality cross-cutting working groups that examined underlying trends and data in
so that all New Yorkers can reach their development, job creation, and the pillars together will spur the innovation we will need for the next century. We
OneNYC goals and initiatives: sustainability, and resiliency. All of these Leading goals strength remain the
of industry at Change the sectors core of We OneNYC, Need and conditions, cleaning brownfields, order to develop new initiatives. The working groups were tasked with
full potential
know and that enhancing a drive public for a sustainable open spaces environment leads to innovations that create
but there are three significant differences
While
in the
New
approach
York City
taken
has a
with
vast
this
and
plan.
complex government, even one of its envisioning how the physical city should be shaped to address a range of
scale cannot accomplish all that needs to
whole
be done
new
on
businesses,
its own. While
while
City
driving out poverty leads to healthier people, and
social, economic, and environmental challenges on the municipal and
safe neighborhoods spur businesses to grow. They all grow together.
A Focus on Inequality government will take the lead in every single aspect of OneNYC, this plan also regional scale. This exercise required deeper consideration of the
With the poverty rate remaining high calls and income for action inequality from other continuing levels of to the grow, public and even private sector. That relationship between physical and human capital, and acknowledgment that
Growth
Sustainability
Equity
A Regional Resiliency Perspective
equity has come to the forefront as a guiding means calling principle. for In some this actions plan, we that envision are not entirely within the control of the the built environment has manifest implications for not just economic
To make the changes we need, OneNYC recognizes that we need to reach out
a city that is growing, sustainable, resilient, City government, and equitable—a but they place are where all steps that are credible and necessary. We growth and development, but public health and the delivery of essential
to our neighbors so that our whole region may thrive. The strength of the city
everyone has a fair shot at success. The will explicit not stop addition pushing of equity for the is right critical, thing for our people because some of it is services. This process helped break down agency “silos” and resulted in an
is essential for the strength of the region, and strong communities around the
because a widening opportunity gap threatens out of our the control. city’s future. These four
ambitious set of visions, realized through supporting goals and initiatives,
Population growth, real estate
Improving the lives of our residents and Fairness and equal access to assets, city The make capacity more of the competitive city to withstand nationally and globally.
development, job creation, and the future pillars generations together will by cutting spur the innovation we services, will need resources, for the and next opportunities century. We disruptive events, whether physical, which crossed the traditional boundaries of City agencies and their focus
strength of industry sectors
greenhouse know that a gas drive emissions, for a sustainable reducing environment
OneNYC so that is all leads
a New citywide
to Yorkers innovations
effort. can reach Nearly
that their create
all City agencies came together in
Leading economic, the or social Change We Need areas of activity.
waste, protecting air and water quality full potential
whole new businesses, while driving out
cross-cutting
poverty leads
working
to healthier
groups
people,
that examined
and
underlying trends and data in
and conditions, cleaning brownfields,
While New York City has a vast and complex government, even one of its
safe neighborhoods spur businesses to
order
grow.
to
They
develop
all grow
new
together.
initiatives. The working groups were tasked with
and enhancing public open spaces
scale cannot accomplish all that needs to be done on its own. While City
envisioning how the physical city should be shaped to address a range of
government will take the lead in every single aspect of OneNYC, this plan also
A Regional Perspective social, economic, and environmental challenges on the municipal and One New York: The Plan for a Strong and Just City
calls for action from other levels of the public and even private sector. That
regional scale. This exercise required deeper consideration of the
means calling for some actions that are not entirely within the control of the
relationship between physical and human capital, and acknowledgment that
City government, but they are all steps that are credible and necessary. We
the built environment has manifest implications for not just economic
will not stop pushing for the right thing for our people because some of it is
growth and development, but public health and the delivery of essential
ambitious set of visions, realized through OneNYC supporting is a goals citywide and effort. initiatives, Nearly all City agencies came together in
disruptive While New events, York whether City has physical, a vast and complex which waste, crossed government, protecting the traditional air even and water one boundaries quality of its
cross-cutting of City agencies working and their groups focus that examined underlying trends and data in
economic, scale cannot or social accomplish all that needs areas to and be of done conditions, activity.
its cleaning own. While brownfields, City
order to develop new initiatives. The working groups were tasked with
government will take the lead in every single and enhancing aspect of public OneNYC, open spaces this plan also
envisioning how the physical city should be shaped to address a range of
social, economic, and environmental challenges on the municipal and
regional scale. This exercise required deeper consideration of the
relationship between physical and human capital, and acknowledgment One that New York: The Plan for a Strong and Just City
disruptive events, whether physical, which crossed the traditional boundaries of City agencies and their focus
economic, or social
areas of activity.
services. This process helped break down agency “silos” and resulted in an
OneNYC: New Approaches
Four principles informed
Previous PlaNYC reports have focused on the pressing issues of growth,
OneNYC goals and initiatives: sustainability, and resiliency. All of these goals remain at the core of OneNYC,
With the poverty rate remaining high and income inequality continuing to grow,
Growth
equity has come to the forefront as a guiding principle. In this plan, we envision
Introduction and Evolution
a city that is growing, sustainable, resilient, and equitable—a place where
Introduction and Evolution
everyone has a fair shot at success. The explicit addition of equity is critical,
social, economic, and environmental challenges on the municipal and
regional scale. This exercise required deeper consideration of the
14
relationship between physical and human capital, and acknowledgment that
the built environment has manifest implications for not just economic
growth and development, but public health and the delivery of essential
services. This process helped break down agency “silos” and resulted in an
ambitious set of visions, realized through supporting goals and initiatives,
which crossed the traditional boundaries of City agencies and their focus
UNE PERSPECTIVE ÉCOLOGIQUE POUR LES PARKINGS
a city that
everyone
because a
Population growth, real estate
One
development, job creation, and the pillars tog
Four p
strength of industry sectors
know that
OneN
whole new
safe neigh
Introduction and Evolution
Equity
A Regio
To make t
to our nei
is essentia
OneNYC: New Approaches
Fairness and equal access to assets, city make
Four principles informed
services, Previous resources, PlaNYC and reports opportunities have focused on Popula the p
so that all New Yorkers can reach their
OneNYC goals and initiatives: sustainability, and resiliency. All of these Leading develo
full potential
goals strengt r
but there are three significant differences
While
in the
Ne
scale cann
A Focus on Inequality governme
With the poverty rate remaining high calls and incom for a
Growth
Sustainability
equity has come to the forefront as a guiding means cal pr
a city that is growing, sustainable, resilient, City gove and
everyone has a fair shot at success. The will explicit not st
because a widening opportunity gap threatens out of ourt
Population growth, real estate
Improving the lives of our residents and Fairnes
development, job creation, and the future pillars generations together will by cutting spur the innovation we service will
strength of industry sectors
greenhouse know that a gas drive emissions, for a sustainable reducing environment
OneNYC so that
waste, protecting air and water quality full pot
whole new businesses, while driving out
cross-cut
povert
and conditions, cleaning brownfields,
safe neighborhoods spur businesses to
order
grow.
to
Th
d
and enhancing public open spaces
envisionin
A Regional Perspective social, eco
To make the changes we need, OneNYC regional recogn s
to our neighbors so that our whole region relationsh may
Resiliency
is essential for the strength of the region, the built and se
city make it more competitive nationally growth and an g
services, resources, and opportunities
services. ImprovT
so that all New Yorkers can reach their Leading the Change We Need ambitious future g
full potential
The capacity of the city to withstand greenh
disruptive While New events, York whether City has physical, a vast and complex which waste, cro g
scale cannot accomplish all that needs areas to and be of do co a
government will take the lead in every single and en a
14
Equity
La vaste zone recouverte d’asphalte ou de béton est l’un des
principaux problèmes écologiques dans une partie de la ville
Fairness and equal access to assets,
dotée principalement d’infrastructures.
La grande majorité des terrains de stationnement sont
economic,
imperméables
à l’eau, ce qui pose un problème pour le traitement des
or social
Sustainability
eaux de surface contaminées et des eaux de pluie. En
nyc.gov/onenyc
utilisant
des techniques d’aménagement paysager, il est possible out of our d’augmenter
progressivement la surface perméable
control.
Improving the lives of our residents and
future generations by cutting
tout en traitant
greenhouse gas emissions, reducing
waste, protecting air and water quality
les eaux de ruissellement. Cela réduit and la conditions, contamination cleaning brownfields, et la
and enhancing public open spaces
nécessité de convoyer la même eau vers la principale usine de
traitement des eaux.
14
Resiliency
Les parcs de stationnement offrent également une excellente
occasion d’inclure plus de végétation et d’améliorer le climat et
le confort du tissu urbain qui les entoure.
The capacity of the city to withstand
OneN
Four principles informed
Previous P
OneNYC goals and initiatives: sustainab
but there
A Focus
With the p
Growth
Introdu
equity has
calls for action from other levels of the public a
means calling for some actions that are not ent
City government, but they are all One steps New York: that The areP
will not stop pushing for the right thing for ou
OneNYC is a citywide effort. Nearly all City ag
cross-cutting working groups that examined The cau
order to develop new initiatives. The working disrup
econom
envisioning how the physical city should be sh
social, economic, and environmental challeng
regional scale. This exercise required deeper c
relationship between physical and human nyc.gov cap
the built environment has manifest implicatio
growth and development, but public health an
services. This process helped break down agen
ambitious set of visions, realized through supp
61
disruptive events, whether physical, which crossed the traditional boundaries of C
economic, or social
areas of activity.

STRATÉGIE GÉNÉRALE • DÉVELOPPEMENT ET CONCEPT
RÉPERAGE DES SOURCES DE POLLUTION SONORE
PROTECTION DES SOURCES DE BRUITS EXTÉRIEURES
62
INTÉGRATION À L’ÉCHELLE URBAINE LOCALE
CROISEMENT DYMANIQUE DES ESPACES PUBLICS

DÉVELOPPEMENT ET CONCEPT • STRATÉGIE GÉNÉRALE
COUVERTURE ÉTAGE TECHNIQUE ET INTÉGRATION RAMPE
SURÉLÉVATION ET AUGMENTATION DES CONNEXIONS
INSTALLATION DES PROGRAMMES
ÎLOT À USAGE MIXTE AVEC INFRASTRUCTURE INTEGRÉE
63

STRATÉGIE GÉNÉRALE • SILVERCUP RED STRIPE
64
LA BANDE ROUGE
Silvercup Red Stripe nait comme un projet
qui veut créer une fusion physique et programmatique
entre les différents éléments
qui se présentent déjà sur site. La proposition
un modèle alternatif de développement
du site de Silvercup Studios, en tissant
des relations fonctionnelles et sociales
entre la communauté des habitants locale
et le développement de l’industrie cinématographique.
Une hybride entre aménagement
urbain, infrastructure et architecture,
une stratégie écologique et respectueuse
de l’identité locale.
Le concept c’est de réaliser une bande
de couleur rouge, pour faire echo à une
renaissance du rouge du signal de Silvercup
Studios. Une intervention forte à
l’échelle du territoire, un mur rideau colorié
qui marque le paysage urbain local, ainsi
qu’une révolution de la vie de quartier. La
création d’une nouvelle polarité au sein de
Long Island City, l’innovation qui respecte
un héritage industriel à récuperer, ré-valoriser,
ré-dynamiser.
Le création d’un objet coherent mais
complexe, d’un dispositif urbain qui se
configure comme un super-ilot ouvert vers
le quartier. Accessible par ses programmes
et ses flux, intégré aux fonctions des voires
automobiles, des espaces construits et
naturels, de l’expérience de l’usager.
CONSIDERATIONS PRÉLIMINAIRES
L’ilot de propriété de Silvercup Studios
voit l’interaction de 3 éléments principaux
qui caractérisent le site: l’infrastructure, les
constructions existantes, et l’espace urbain.
L’ ilot est est actuellement occupée par les
deux bâtiments de Silvercup Studios Main,
Studio X et la Tender School de formation
OPC, ce deux dernières proposés à la
démolition. Les deux immeubles, d’hauteur
maximale de 9m, ne présentent pas des
restrictions au niveau de patrimoine.
En particulier, la Tender School et les
activités qui y sont installées aujourd’hui
peuvent facilement être déplacées dans
des typologies de bâtiments similaires, des
entrepôts typiques du quartier inoccupées
suite à la crise économique mondiale du
2008.
La partie de l’ilot traversée par la rampe
qui donne accès du Queensboro Bridge à
la 21st Street de LIC, comprenant aussi le
volume isolée du Studio X, sera la base de
développement pour la nouvelle extension
du site.
ERP AUGMENTÉ
Dans ce cadre, le projet architecturale
sera développé en particulier sur les
dynamiques du bâtiment qui constitue la
charnière de l’ensemble: la nouvelle Silvercup
Main Tower, et ses connexions avec les
autres typologies et programmes considérés
dans le système de projet.
Le projet prends en compte les critères de
base de l’aménagement urbain institués
par la Ville de New York, dont le développement
de l’industrie, la planification de
l’économie locale et de la vie de quartier,
ainsi que la construction de nouveaux
développements immobiliers.
Le nouveau développement à été dessiné
compte tenu du développement d’une
partie du site de Silvercup Studios, notamment
la parcelle qui concerne le Studio X,
et le réaménagement des espaces de parking
sous les routes surélevées existantes
sur la Henri Suna Plaza (22nd Street).
Le bâtiment veut se configurer comme
un ensemble de fonctions différentes, et
pourtant, comme un dispositif urbain avec
caractères différents pour la définition
des façades, conditions de vie intérieures,
connexions intérieur-extérieur.
Ce nouveau bâtiment-charnière se
configure comme une architecture qui
se dessine autour des parcours entre les
différents niveaux du bâtiment et des programmes
existants et proposés.
L’intervention principale est constituée
d’un bâtiment ERP augmenté, qui hébergera
des usages mixtes. Ce bâtiment veut
être proposé comme un exemple

SILVERCUP RED STRIPE • STRATÉGIE GÉNÉRALE
d’infrastructure ouverte, une sorte de place
équipée favorisant l’autonomie citoyenne. Il
permettra l’accès à l’eau et à la lumière,
mais aussi aux espaces de stockage, aux
outils et aux installations.
INFRASTRUCTURE INTEGRÉE
L’infrastructure traversante l’îlot sera étendue
sur le périmètre du projet, pour donner
accès au nouveau parking automatique
intégré. Ainsi, le projet propose un nouveau
niveau d’infrastructure, par l’extension
d’une rampe depuis la principale issue
du Queensboro Bridge, qui desservira les
nouveaux studios cinématographiques sur
la toiture de Silvercup Studios Main.
La zone située au sud-Ouest, occupée par
les actuels parkings de Silvercup Studios
sur la 22nd Street, seront reconvertis en
parc et zones en plein air pour la communauté
et pour le quartier. La fonction
de parking sera intégrée dans la nouvelle
extension du bâtiment de Silvercup Studios,
qui hébergera plus de 320 places de
parking contre les 250 extérieurs existants
aujourd’hui.
Le projet se pose ici deux objectifs: augmenter
la qualité de vie de la communauté
des habitants et donner une perspective
écologique à des espaces qui seront
autrement inexploitables par l’industrie
de la construction. Pour répondre à ces
enjeux, le projet inclut aussi la reconversion
de l’existante Henri Suna Plaza sur la
22nd Street dans un parc urbain intégré au
paysage infrastructurel.
LES TERRACES DE SILVERCUP STUDIOS
Le projet propose l’intensification d’usage
des terrasses au-dessus du bâtiment existant
hébergeant les studios et bureaux de
Silvercup Studios. Les trois axes principaux
de conception prévoient l’installation
d’un système de parcours, d’escalier et de
rampes, l’installation d’une couche végétale
à différents niveaux, et la connexion
avec le bâtiment charnière.
La terrasse du signal de Silvercup Studios
restera inaltérée pour en protéger l’importance
historique, ainsi que pour préserver
le paysage de signalétique urbaine. La
base de ce volume, qui héberge les studios
cinématographiques, peut être étendue en
aménageant la toiture.
Le projet prévoit la réalisation d’un plancher
au dessus des installations techniques
existantes sur la toiture, pour permettre
l’aménagement d’une nouvelle extension.
Le toit abritera des installations pour la
production cinématographique, les foncions
de charge/décharge des scénographies
et matériaux, et des toitures végétalisées
accessibles.
La couverture de la toiture existante de
Silvercup Studios a été faite selon deux
considérations: d’un côté, le terrasses
existantes ne sont pas praticables, et la
présence des systèmes de ventilation sur le
toit limite la surface exploitable.
ACTEURS ET FAISABILITÉ
Le promoteur principal du projet est Silvercup
Studios, qui dispose d’un budget
de 1 milliard de dollars pour le réaliser. Des
partenariats entre Silvercup Studios et
autres entités du locales et de la ville de
New York naissent pour donner place à la
réalisation du projet, dans l’intérêt général
de la diffusion culturelle et artistique.
Grâce à une programmation mixte et
variée, réalisé en partenariat entre des
producteurs cinématographiques, des associations
d’habitants et d’artistes locaux,
et l’acteur public, l’intervention s’installe
sur site pour formaliser une volonté de la
communauté locale d’établir un espace
dédiée à la vie de quartier.
Programmer un développement urbain
durable, conserver le caractère industriel
du site, intégrer les résidents, actuels
et futurs. Réinventer et re-dynamiser le
quartier, à travers une programmation de
proposer un rééquilibrage territorial des
fonctions, pour réaliser une mixité urbaine
et paysagère.
65

SILVERCUP RED STRIPE
AXONOMETRIE GÉNÉRALE
66

61

STRATÉGIE GÉNÉRALE • IMPLANTATION ET PROGRAMMES
68 61

IMPLANTATION ET PROGRAMMES • STRATÉGIE GÉNÉRALE
21st Street
Metro F
Manhattan
59th Street
Queens Plaza
Metro N,Q,R,7
LÉGENDE
CIRCULATION EXTERIEURE
CIRCULATION INTERIEURE
ARRIVéE 21ST STREET
ACCèS PARKING
ACCèS LOGISTIQUE STUDIOS
Long Island
Highway
ACCèS PARKING
ACCèS LOGISTIQUE 0 25 STUDIOS 50 100 150 m
69

STRATÉGIE GÉNÉRALE • IMPLANTATION ET PROGRAMMES
SPORTS
EN PLEIN AIR
MARCHÉ
SPORTS
D’EQUIPE
SPORTS
EN PLEIN AIR
COMMERCES
SE RENCONTRER
RÉGIE
RESIDENCE
VÉLO
PARKING
VÉLO
BUREAU
COWORKING
BUREAU
ÉVÉNEMENTS
EDUCATION
ÉVÉNEMENTS
SUPERMARCHÉ
COMMERCES
RESTORATION
YOGA
SPORTS
D’EQUIPE
DANCER
YOGA
SALLE DE SPORT
MARCHÉ
JOUER
SE RENCONTRER
SE BALADER
JOUER
SUPERMARCHÉ
DANCER
RÉGIE
RESIDENCE
PARKING
COWORKING
EDUCATION
RESTORATION
SALLE DE SPORT
SE BALADER
PRODUCTION
CINÉMA
ET TÉLÉVISION
RESIDENTIEL MOBILITÉ ESPACES DE
TRAVAIL
EQUIPEMENTS
CULTURELS
COMMERCES
ET SERVICES
EQUIPEMENTS
SPORTIFS
ESPACES
VERTS ET
PLACES
70

IMPLANTATION ET PROGRAMMES • STRATÉGIE GÉNÉRALE
PROGRAMMATION
Au niveau des programmes, le projet veut
créer une nouvelle polarité urbaine en s’appuyant
sur les espaces et activités pour
la vie de quartier, par la communauté des
habitants, ce qui n’existe quasiment pas du
tout aujourd’hui dans Long Island City. Espaces
sportifs, espaces culturels, espaces
de travail et bureaux partagés, commerces
et services, résidences, ainsi que des
nouveaux espaces verts, font partie d’une
stratégie qui veut concentrer et augmenter
les usages quotidiens des espaces privés
et publics.
Le projet prend en charge l’extension du
projet paysager déjà réalisé par Balmori
Associates sur le toit du bâtiment de Silvercup
Studios. L’installation des parcours
pour animer et harmoniser la circulation
entre les bureaux existants et la mécanique
du bâtiment, et des nouveaux terrains
verts, des espaces de détente, des terrains
de jeux et d’échange social.
Ces programmes sont liés à ceux abrités
dans l’ERP principal: espaces commerciaux,
ateliers de création de scénographie,
espaces de production de montage
et photographie, ateliers de production
artistique, crèche. Mais aussi, Des espaces
sportifs intérieurs et extérieurs: piscine,
terrains sportifs dédiés, pistes, skatepark,
escalade.
Le projet prévoit aussi un développement
vertical, qui se concrétise dans une tour
de programmation mixte, accessible au
aussi au public. Elle héberge trois fonctions
principales: cinéma, espaces de travail,
logements.
Entre les différentes parties, la présence de
places publiques vegétalisées accessibles,
qui abriteront des espaces de détente et
d’activités, liées aux programmes de la
tour principale.
Le premier volume au dessous du socle
intègre le cinéma. La façade en verre matte
sera couverte en partie par un écran, avec
des fonctions d’information et publicité. La
position visible depuis l’infrastructure des
Queensboro Ramps, ainsi que une nécessité
réduite de surface vitrée permettent
à cette solution d’être très adapte à un
paysage urbain en rapide transformation.
Le deuxième volume hébergera des
espaces de travail partagés, ainsi que des
nouveaux bureaux pour le promoteur principal
du projet Silvercup Studios.
Le troisième et dernier volume, abritera
la zone résidentielle de typologie mixte
et accessible, dans un quartier où le loyer
moyen est de 1900$/mois pour un studio.
STRATEGIE D’IMPLANTATION
I
N
F
R
A
S
T
R
U
C
T
U
R
E
AUGMENTATION ET INTÉGRATION AU NOUVEAU
A
R
C
H
I
T
E
C
T
U
R
E
ADAPTATION À NOUVEAUX PROGRAMMES
E
S
P
A
C
E
P
U
B
L
I
C
TERRACES ET SURFACES VERTES ACCESSIBLES
71

6.7538
STRATÉGIE GÉNÉRALE • IMPLANTATION ET PROGRAMMES
4
3
2
TERRACE RÉSIDENTIEL
R+41
172.00
R+40
168.50
TECHNIQUE
R+39
165.00
R+38
161.50
R+37
158.00
R+36
154.50
R+35
151.00
R+34
147.50
R+33
144.00
R+32
140.50
R+31
137.00
R+30
133.50
RESIDENTIEL
R+29
130.00
R+28
126.50
R+27
123.00
R+26
119.50
7
6
5
1
R+25
116.00
R+24
112.50
R+23
109.00
R+22
104.00
PLAZA RÉSIDENTIEL
12 11 10
9
8
R+21
100.00
R+20
96.00
R+19
92.00
R+18
88.00
R+17
84.00
COWORKING
R+16
80.00
R+15
75.00
UPPER PLAZA
TECHNIQUE
R+14
70.00
R+13
65.00
SPORT
R+12
60.00
TECHNIQUE
R+11
55.00
R+10
50.00
R+9
45.00
R+8
40.00
CINÉMA
BUREAUX
R+7
35.00
R+6
30.00
PARC EN TOITURE
TECHNIQUE
R+5
25.00
R+4
20.00
R+3
15.00
STUDIOS
PARKING 4
12.50
R+2
10.00
PARKING 2
7.50
RETAIL
APS
R+1
5.00
RDC
0.15
RDC OUVERT
72

73

21st Street
20
19
18
17
16
15
14
12
11
10
9
8
7
6
5
4
3
2
1
UP
S1 S2 S3 S4
S5
FPSC
FPSC
STUDIO 3
A B C D E F G H I J K L M N
O
S6
UP
DN
P
SPRINKLER VALVE
W
S7
FPSC
DN
DN
STRATÉGIE GÉNÉRALE • RDC RETAIL + APS + SKATE PARK
Queens Plaza South
shop
STUDIO
1
STUDIO 2
café
22nd Street
STUDIO
10
STUDIO
6
loading
dock
loading
dock
shop
STUDIO
4
STUDIO
7
STUDIO
5
loading
dock
STUDIO
A
STUDIO
9
STUDIO
8
STUDIO
B
13th Street
21st Street
retail
APS
tech
bar
skate park
plaza
22nd Street
23rd Street
43rd Avenue 43rd Avenue
22nd Street
74

20
19
18
17
16
15
14
12
11
10
9
8
7
6
5
4
3
2
1
S1 S2 S3 S4
S5
A B C D E F G H I J K L M N
O
S6
P
S7
DN
DN
STUDIOS + SILVERCUP PLAZA L3 • STRATÉGIE GÉNÉRALE
STUDIO
AX
UP
Silvercup
Offices
STUDIO
BX
SILVERCUP
PLAZA
accueil
storage
Silvercup
Offices
back office
mid-stage
production
dressing
dressing
dressing
STUDIO
CX
STUDIO
DX
STUDIO
EX
STUDIO
FX
techical
75

UP
DN
G H I J
STRATÉGIE GÉNÉRALE • L 7-11 CINÉMA + SILVERCUP OFFICES
O
P
12
11
10
9
8
7
6
5
4
3
2
C D
E
F
K L
76

2
L 12-14 • SPORT + TECHNICAL • STRATÉGIE GÉNÉRALE
O
P
O
P
6.70
7.10 7.90
6.70
7.10 7.90
12
12
7.00
7.00
11
11
6.45
6.45
10
10
7.05
7.05
9
9
6.30
6.30
8
8
6.65
6.65
7
7
6.55
6.55
storage
6
6
6.45
6.45
5
5
6.45
6.45
4
4
technical
6.75
6.75
UP
DN
UP
DN
3
3
6.50
6.50
2
7.45 7.20 2.70 8.85 2.70 7.30
7.45 7.20 2.70 8.85 2.70 7.30
E F G H I J K
E F G H I J K
77

STRATÉGIE GÉNÉRALE • L 16-22 COWORKING
7
6.55
6
6.45
5
6.45
4
6.75
3
6.50
2
6.30
1
7.45 7.20 2.70 8.85 2.70 7.30
E F G H
I
J
K
78

6.45
3
6.75
4
6.45
2
L 23-40 • RESIDENTIEL • STRATÉGIE GÉNÉRALE
3
3.00
7.45 7.20 2.70 8.85 2.70 7.30 3.00
6.75
D E F G
H
I
J
2
4
6.75
7.45 7.20 2.70 8.85 2.70 7.30 3.00
D E F G
H I
J
3.00
7.45 7.20 2.70 8.85 2.70 7.30 3.00
D E F G
H
I
J
MICRO 15 m 2 - 162 sq.ft
1 salle de bain
3,25 m x 4,6 m
SMALL 25 m 2 - 270 sq.ft
1 salle de bain
6,6 m x 7,25 m
3
3.00
6.50
6.45
6.75
2
4
3
2
7.45 7.20 2.70 8.85 2.70 7.30
E F G H
I
J
K
MEDIUM 45 m 2 - 485 sq.ft
1 chambre
1 salle de bain
6,75 m x 7,40 m
79

80
STRATÉGIE GÉNÉRALE • AMBIENCES
SPORT • RUNNING TRACK

STRATÉGIE GÉNÉRALE • AMBIENCES
SPORT • PISCINE
73 81

82
STRATÉGIE GÉNÉRALE • AMBIENCES
SILVERCUP PARK • UPPER OPEN PLAZA

STRATÉGIE GÉNÉRALE • AMBIENCES
COWORKING • ESPACES DE TRAVAIL
83

84

BIBLIOGRAPHIE
85

86
BIBLIOGRAPHIE
Rem Koolhaas, Delirious New York, Oxford
University Press, 1978
D. Harvey, Rebel Cities: From the Right
to the City to the Urban Revolution, 2012,
New York
J.M. Montaner, Z. Muxi, Arquitectura y
Política. Ensayos para mundos alternativos,
Editorial GG, Barcelona, 2016
T. Schropfer, DENSE+GREEN. Innovative
Building Types for Sustainable Urban Architecture,
Birkhauser, Basel, Switzerland,
2016
The Plan, Architectura en Contexto, Soluciones
arquitectónicas contemporáneas
basadas en los aspectos ambientales,
sociales y culturales, Promopress, 2018
Gilles Clément, Manifeste du Tiers Paysage,
Sens&Tonka, Paris, 2014
Ecosistema Urbano, DreamHamar. A
network design process for collectively reimagining
public space, Logadero, Madrid,
2013
Michele Matteo Marcotulli, Madrid Collective
Machine, Mémoire de Recherche R9,
Paris, 10 janvier 2019
SITOGRAPHIE OFFICIELLE NYC
ZoLa - New York City’s Zoning & Land Use
Map
https://zola.planning.nyc.gov/
about?layer-groups=%5B%22building-footprints%22%2C%22commercial-overlays%22%2C%22street-centerlines%22%2C%22subway%22%2C%22t
ax-lots%22%2C%22zoning-districts%22%
5D#9.72/40.7125/-73.733
LIC Comprehensive Plan
https://longislandcityqueens.com/licplan/
LIC Neighborhood Snapshot June 2018
https://longislandcityqueens.com/media/
filer_public/26/42/26423f44-6221-4549-
8b58-9f624772f251/lic_neighborhood_
snapshot_june_2018.pdf
SITOGRAPHIE
Silvercup Studios Offical Website, https://
www.silvercupstudios.com/
Van Alen Institute, https://www.vanalen.org
AIA New York, https://www.aiany.org
The Municipal Art Society, https://www.
mas.org
MoMA Department of Architecture and
Design,
https://www.moma.org/collection/about/
curatorial-departments/architecture-design
Queens Community Board 2: Sunnyside -
Woodside - Long Island City,
https://www1.nyc.gov/site/queenscb2/
index.page
Arts Org NYC
http://www.artsorg.nyc
5050 SkatePark, Brooklyn Banks Ledge
Project, 11/03/2017 https://5050skatepark.
com/2017/11/brooklyn-banks-ledge-project/
ARTICLES
SILVERCUP STUDIOS WEST Rogers Stirk
Harbour + Partners, 2006
https://archello.com/project/silvercup-studios-west
John Shepley/Balmori Associates, Producing
Green at Silvercup Studio, 2005
https://greenroofhannahliu.wordpress.
com/2015/05/15/silvercup-studios/
Long Island City Starts Reinventing Itself,
GlobesSt.com, 11/08/2016
https://longislandcityqueens.com/media/
filer_public/3e/e0/3ee0e2cb-3344-4501-
85e4-f43fed84ebfb/long_island_city_
starts_reinventing_itself___law.pdf

The Wall Street Journal, Long Island City
Aims to Manage Momentum, 11/07/2016
https://longislandcityqueens.com/media/
filer_public/79/ba/79ba94ae-40f7-4e47-
acea-6292ac63eff9/long_island_city_
aims_to_manage_momentum_-_wsj.pdf
The Wall Street Journal, New York City
Tries Modular Construction for Affordable
Homes, 03/03/2019, https://www.wsj.
com/articles/new-york-city-tries-modular-construction-for-affordable-homes-11551643200
J. Self, archdaily.com, Home Economics:
Inside the British Pavilion at the 2016 Venice
Biennale, 14 June 2016, https://www.
archdaily.com/788711/home-economics-inside-the-british-pavilion-at-the-2016-venice-biennale
The New York YIMBY, How The City Is Encouraging
Office Development And Manufacturing
In North Williamsburg, 15/01/2016
https://newyorkyimby.
com/2016/01/1810218.html
CODE URBAIN NEW YORK CITY
THE NEW YORK CITY PLANNING COM-
MISSION, ZONING MAP
https://www1.nyc.gov/assets/planning/
download/pdf/zoning/zoning-maps/
map9b.pdf
DEPARTMENT OF CITY PLANNING NYC,
Manufacturing Districts Zoning Data Tables
https://www1.nyc.gov/assets/planning/
download/pdf/zoning/districts-tools/manufacturing_zoning_data_tables.pdf
DEPARTMENT OF CITY PLANNING NYC,
Zoning Resolution, Appendix A: Index of
Uses, 09/09/2004
https://www1.nyc.gov/assets/planning/
download/pdf/zoning/zoning-text/appendixa.pdf
Jorge Fontan, MIXED USE BUILDING DESI-
GN, 21/11/2017
https://jorgefontan.com/mixed-use-building-design-nyc-far-calculations/
Jorge Fontan, COMMUNITY FACILITY
USES, 30/10/2018
https://jorgefontan.com/community-facility-zoning-nyc/
NYC,gov, M1 (M1-5 to M1-6)
https://www1.nyc.gov/assets/planning/
download/pdf/zoning/districts-tools/
m1_5_6.pdf
Jorge Fontan, M1-6 ZONING, 12/08/2018
https://jorgefontan.com/m1-6-zoning-nyc/
NYC,gov, M1-6D Text Amendment,
21/09/2011
https://www1.nyc.gov/assets/planning/
download/pdf/plans/m1-6d/m1_6d.pdf
DEPARTMENT OF CITY PLANNING NYC,
Zoning Text
https://www1.nyc.gov/site/planning/zoning/access-text.page
https://www1.nyc.gov/assets/planning/
download/pdf/zoning/zoning-text/allarticles.pdf?v=0311
DEPARTMENT OF CITY PLANNING NYC,
Article III: Commercial District Regulations
Chapter 7 - Special Regulations,
22/03/2018
https://www1.nyc.gov/assets/planning/
download/pdf/zoning/zoning-text/art03c07.pdf?r=1102
DEPARTMENT OF CITY PLANNING NYC,
Article IV: Manufacturing District Regulations
Chapter 1 - Statement of Legislative
Intent, 21/09/11
https://www1.nyc.gov/assets/planning/
download/pdf/zoning/zoning-text/art04c01.pdf
DEPARTMENT OF CITY PLANNING NYC,
Article IV: Manufacturing District Regulations
Chapter 2 - Use Regulations, 12/20/18
https://www1.nyc.gov/assets/planning/
download/pdf/zoning/zoning-text/art04c02.pdf
Nyc.gov, A GUIDE TO NEW YORK CITY’S
NOISE CODE, http://www.nyc.gov/html/
dep/pdf/noise_code_guide.pdf
87

88
DEPARTMENT OF CITY PLANNING NYC,
Article IV: Manufacturing District Regulations
Chapter 3 - Bulk Regulations,
22/03/18
https://www1.nyc.gov/assets/planning/
download/pdf/zoning/zoning-text/
art04c03.pdf?r=0322
DEPARTMENT OF CITY PLANNING NYC,
Article IV: Manufacturing District Regulations
Chapter 4 - Accessory Off-Street
Parking and Loading Regulations, 12/19/17
https://www1.nyc.gov/assets/planning/
download/pdf/zoning/zoning-text/
art04c04.pdf
DEPARTMENT OF CITY PLANNING NYC,
Article VI: Chapter 3 - Special Regulations
Applying to FRESH Food Stores,
22/03/2016
https://www1.nyc.gov/assets/planning/
download/pdf/zoning/zoning-text/
art06c03.pdf?r=1102
DEPARTMENT OF CITY PLANNING NYC,
Article XI: Special Purpose Districts, Chapter
7: Special Long Island City Mixed Use
District, art. 117-50 - 117-57, 22/03/16
https://www1.nyc.gov/assets/planning/
download/pdf/zoning/zoning-text/art11c07.
pdf
DEPARTMENT OF CITY PLANNING NYC,
CAN INDUSTRIAL MIXED-USE BUILDINGS
WORK IN NYC?, Report, Novembre 2018
https://www1.nyc.gov/assets/planning/
download/pdf/about/dcp-priorities/data-expertise/can-industrial-mixed-use-buildings-work-in-nyc.pdf
RÉFÉRENCES DE PROJET
MIXED-USE
OMA + Metro, RPJ Mixed Use Building, Sao
Paolo, Brésil, 2016
https://afasiaarchzine.com/2016/11/
oma-metro/
Albo Liberis, The William Vale Hotel, Mixed
Use and Hotel, Brooklyn, New York City,
New York, USA, 2018, http://www.alboliberis.com/wvh
SHoP Architects, 325 Kent Avenue, Brooklyn,
New York City, New York, USA
https://www.archdaily.com/899489/325-
kent-avenue-shop-architects
Ecosistema Urbano, The Banyan Hub, West
Palm Beach, Miami, Florida, USA, 2016
http://ecosistemaurbano.com/portfolio/
banyan-hub/
Ecosistema Urbano, FEBRES CORDERO
MIXED-USE BUILDING, Cuenca, Ecuardor,
2017
http://ecosistemaurbano.com/portfolio/
febres-cordero/
Diller Scofidio + Renfro, Roy and Diana
Vagelos Education Center, Manhattan, New
York City, New York, USA, 2016
https://www.archdaily.com/793971/
roy-and-diana-vagelos-education-center-diller-scofidio-plus-renfro
MVRDV, WERK12, Munich, Allemagne, 2017
http://www.arquitecturaviva.com/en/Info/
News/Details/11345
Ensamble Studio, Urban Shelve @PopLab.
MIT West Campus, MA, 2013
https://www.ensamble.info/urbanshelve
PARKING
Herzog & De Meuron, 1111 Lincoln Road,
Miami, Florida, USA
https://www.archdaily.com/59266/1111-lincoln-road-herzog-de-meuron
JAJA Architects, Park’n’Play,
https://www.archdaily.com/884956/parkn-play-jaja-architects/
Behnisch + Studio Jantzen, Santa Monica
parking structure #6, Santa Monica, California,
USA, 2013
https://www.designboom.com/architecture/behnisch-studio-jantzen-santa-monica-parking-structure-07-09-2014/
Paul Rudolph, Temple Street Parking garage,
New Haven, Connecticut, 1959

Paul Rudolph, Temple Street Parking garage,
New Haven, Connecticut, 1959
http://newhavenmodern.org/temple-street-parking-garage
THÉÂTRES
Ensamble Studio, Telcel Theatre. Mexico
City, México D.F., 2013
https://www.ensamble.info/telceltheatre
RPBW, RENOVATION AND EXPANSION
OF THE MORGAN LIBRARY, Manhattan,
New York City, New York, USA, 2006
http://www.rpbw.com/project/renovation-and-expansion-of-the-morgan-library
Herzog & De Meuron, CAIXAFORUM MA-
DRID, Madrid, Espagne, 2008
https://www.dezeen.com/2008/05/22/
caixaforum-madrid-by-herzog-de-meuron/
M. Tavanti, F. Lorenzo, Espai Arnau, Projet
de Master pour un théâtre expérimental à
Barcelone,
Barcelona, Espagne
https://www.archistart.net/portfolio-item/
espai-arnau-progetto-per-un-teatro-sperimentale-a-barcellona/
Amid.cero9, Fundación Giner de los Ríos,
Madrid, Espagne, 2015
http://www.arquitecturaviva.com/es/Info/
News/Details/9297
Peter Haimerl Architektur, BlaiBach Concert
Hall, BlaiBach, Allemagne
https://www.archdaily.com/567635/concert-hall-blaibach-peter-haimerl-architektur
RETAIL
Steven Holl, Storefront for Art and Architecture,
Manhattan, New York City, New
York, USA, 1993, http://www.stevenholl.
com/projects/storefront-for-art-and-architecture
RESIDENTIEL
MVRDV, Edificio Mirador, Madrid, Espagne,
2005
https://www.mvrdv.nl/projects/mirador/
J. Self, archdaily.com, Home Economics:
Inside the British Pavilion at the 2016 Venice
Biennale, 14 June 2016, https://www.
archdaily.com/788711/home-economics-inside-the-british-pavilion-at-the-2016-venice-biennale
SPORT
York and Sawyer, The New York Athletic
Club, Manhattan, New York City, New York,
USA, 1929
http://s-media.nyc.gov/agencies/lpc/
lp/2075.pdf
CO-WORKING
nARCHITECTS, A/D/O, Brooklyn, New York
City, New York, USA, 2016
http://narchitects.com/work/ado/
Gaztelu Arquitectos, TWISTTT, Madrid,
Espagne, 2018
http://gazteluarquitectos.com/portfolio_
page/coworking-twisttt-princesa-5/
Ensamble Studio, Casa del Lector - Matadero
Madrid, Madrid, Espagne, 2010
CANOPÉES
b720 Fermín Vázquez Arquitectos, Mercat
Encants, Barcelona, Espagne, 2013
https://www.plataformaarquitectura.cl/
cl/02-314925/mercat-encants-b720-fermin-vazquez-arquitectos
Studio Associato Bernardo Secchi Paola
Viganò, Theatreplein, Antwerp, Belgique,
2008
https://www.metalocus.es/en/news/theaterplein-studio-bernardo-secchi-paola-vigano
Bernard Tschumi Architects, Le Fresnoy
Art Center, Le Fresnoy, France, 1997
http://www.tschumi.com/projects/14/
TERRACES
89

90
Le Altane di Venezia, 1224
https://evenice.it/venezia/storie-tradizioni/
le-altane-i-liago
UNDER-WAY PROMENADE
Public Work and Gensler, The Bentway,
Toronto, Ontario, Canada, 2019
https://www.archdaily.com/912942/thebentway-public-work
James Corner Field Operations, The Underline,
Miami, Florida, USA, 2018
https://www.architectmagazine.com/
project-gallery/the-underline_o
PFS Studio, Underpass Park, Toronto, Ontario,
Canada, 2012
http://pfsstudio.com/project/underpass-park/
Basurama + BoaMistura, AUTOBARRIOS
SANCRISTOBAL, Madrid, Espagne, 2012
http://basurama.org/proyecto/autobarrios-sancristobal/
PAYSAGE URBAIN
Ensamble Studio, UNEVEN
GROWTH: Tactical Urbanisms for Expanding
Megacities,MoMa,NY, 2014
https://www.ensamble.info/unevengrowth
Ensamble Studio, Suprablock @PopLab.
Boston, MA, 2014
https://www.ensamble.info/suprablock
Ecosistema Urbano, Ecological Reconfiguration
of an Urban Center, Philadelphia,
Pennsylvania, USA, 2006
https://ecosistemaurbano.com/portfolio/
ecological-reconfiguration-of-an-urban-center/
MVRDV, Taipei Twin Towers, Taipei, Taiwan,
2019
https://www.dezeen.com/2019/01/10/mvrdv-taipei-twin-towers-taiwan/
BIG Bjarke Ingels Group, The BIG U,
Manhattan, New York City, New York, USA,
2010
https://www.archdaily.com/493406/thebig-u-big-s-new-york-city-vision-for-rebuild-by-design
Diller Scofidio + Renfro, The High Line,
Manhattan, New York City, New York, USA,
2009
https://dsrny.com/project/high-line
Ecosistema Urbano, OPEN SHORE, West
Palm Beach, Miami, Florida, USA, 2016
http://ecosistemaurbano.com/portfolio/
open-shore/
PAYSAGE LOCAL
John Shepley/Balmori Associates, Producing
Green at Silvercup Studio, 2005
http://www.balmori.com/portfolio/silvercup-studios

91

© Michele M. Marcotulli. Tous droits réservés.

Silvercup Red Stripe est un exemple innovant d’îlot urbain qui explore
la relation entre architecture, infrastructure et espace public.
En intégrant le bâtiment historique de Silvercup Studios, le plus
gros producteur cinématographique aux USA, le projet explore la
convergence entre les éléments constituant le paysage urbain local.
Situé dans l’arrondissement du Queens, en particulier dans le quartier
de Long Island City, qui longe l’Est de l’East River, Midtown Manhattan
et Roosevelt Island, des lieux avec un développement économique
croissant, mais aussi en transformation sociale et politique.
En réponse au manque de programmes pour la vie de quartier
et d’espace publics, Silvercup Red Stripe se propose comme un
dispositif urbain de ré-équilibrage et réactivation territoriale.
Le projet est composé d’un socle ouvert et d’une tour de 40 étages
(172 m). L’intervention intègre l’infrastructure existante du Queensboro
Bridge à un mélange de 8 programmes publics et privés.
Un tiers du projet est constitué de places et d’espaces publics
équipés, favorisant la relation à l’environnement urbain newyorkais,
ainsi qu’une expérience unique à l’usager, entre terre et ciel.