Montbello Denver, Colorado
A ULI Advisory Services Panel Reportmontbello cvr 2018.indd 2MontbelloDenver, ColoradoMarch 11–16, 20187/24/18 2:19 PM
A ULI Advisory Services Panel ReportMontbelloDenver, ColoradoPromoting an Equitable and Healthy Cultural Hubin Denver’s Montbello NeighborhoodMarch 11–16, 2018
About the Urban Land InstituteTHE URBAN LAND INSTITUTE is a global, memberdriven organization comprising more than 42,000 realestate and urban development professionals dedicatedto advancing the Institute’s mission of providing leadership in the responsible use of land and in creating andsustaining thriving communities worldwide.ULI’s interdisciplinary membership represents all aspectsof the industry, including developers, property owners,investors, architects, urban planners, public officials, realestate brokers, appraisers, attorneys, engineers, financiers, and academics. Established in 1936, the Institutehas a presence in the Americas, Europe, and the AsiaPacific region, with members in 80 countries.ULI’s extraordinary impact on land use decision making isbased on its members’ sharing expertise on a variety offactors affecting the built environment, including urbanization, demographic and population changes, new economicdrivers, technology advancements, and environmentalconcerns.Peer-to-peer learning is achieved through the knowledgeshared by members at thousands of convenings eachyear that reinforce ULI’s position as a global authority onland use and real estate. In 2017 alone, more than 1,900events were held in about 290 cities around the world.Drawing on the work of its members, the Institute recognizes and shares best practices in urban design and development for the benefit of communities around the globe.More information is available at uli.org. Follow ULI on Twitter, Facebook, LinkedIn, and Instagram.Cover: map, Tatiana Bohdnar; photos (from left), MichaelBrown, Montbello 20/20, Klaus Philipsen. 2018 by the Urban Land Institute2001 L Street, NWSuite 200Washington, DC 20036-4948All rights reserved. Reproduction or use of the whole orany part of the contents of this publication without writtenpermission of the copyright holder is prohibited.2A ULI Advisory Services Panel Report
Colorado Health Foundation’sHealthy Places InitiativeTHE COLORADO HEALTH FOUNDATION is bringinghealth in reach for all Coloradans by engaging closely withcommunities across the state through investing, policy advocacy, learning, and capacity building. For more information, please visit www.coloradohealth.org.Healthy Places is a four-year, 5.3 million initiative to inspire and support the development of healthy communitiesin Colorado. Through a community-led approach, HealthyPlaces helps Colorado communities become healthier bycreating opportunities to increase physical activity. Theinitiative aims to transform the places where we live, work,and play—to make our cities, towns, and neighborhoodssafer and more appealing for walking, bicycling, and otherdaily activities that encourage movement, connection,and fun. The foundation originally launched the initiativein 2012 in three communities—the Westwood neighborhood of Denver, the suburban city of Arvada, and the ruralcity of Lamar—with the goal to increase opportunities forsafe physical activities through improvements to the builtenvironment of the community.The current iteration of Healthy Places is focused on fouradditional Colorado communities—the East Memorialneighborhood of the city of Greeley, historic CommerceMontbello, Denver, Colorado, March 11–16, 2018City, the Montbello neighborhood of Denver, and southeast Colorado Springs. Much has changed since 2012.Most significant, Healthy Places has evolved to betteraddress the foundation’s efforts to advance health equityin all Colorado communities. This evolution reflects notonly the foundation’s values, belief, and vision, but, moreimportant, direct feedback from the three prior HealthyPlaces communities regarding obstacles and challengestheir residents face that extend beyond needed physicalimprovements.Healthy Places supports community-identified solutionsto increasing physical activity by targeting health whereit matters most, with the individual and the community inwhich he or she lives.The ULI Advisory Services program is partnering with theColorado Health Foundation to conduct panels in each ofthe selected Colorado cities. Following each panel visit,the panel’s recommendations will be reviewed by the communities and, working with a consultant, the communitieswill apply for up to 1 million from the Colorado HealthFoundation for implementation funding.3
About ULI Advisory ServicesTHE GOAL OF THE ULI ADVISORY SERVICES programis to bring the finest expertise in the real estate field tobear on complex land use planning and development projects, programs, and policies. Since 1947, this programhas assembled well over 600 ULI-member teams to helpsponsors find creative, practical solutions for issues suchas downtown redevelopment, land management strategies, evaluation of development potential, growth management, community revitalization, brownfield redevelopment,military base reuse, provision of low-cost and affordablehousing, and asset management strategies, among othermatters. A wide variety of public, private, and nonprofitorganizations have contracted for ULI’s advisory services.Each panel team is composed of highly qualified professionals who volunteer their time to ULI. They are chosen for theirknowledge of the panel topic and are screened to ensure theirobjectivity. ULI’s interdisciplinary panel teams provide a holistic look at development problems. A respected ULI memberwho has previous panel experience chairs each panel.The agenda for a five-day panel assignment is intensive.It includes an in-depth briefing day composed of a tourof the site and meetings with sponsor representatives,a day of hour-long interviews of typically 50 to 100 keycommunity representatives, and two days of formulatingrecommendations. Long nights of discussion precede thepanel’s conclusions. On the final day on site, the panelmakes an oral presentation of its findings and conclusionsto the sponsor. A written report is prepared and published.Because the sponsoring entities are responsible for significant preparation before the panel’s visit, including sendingextensive briefing materials to each member and arrangingfor the panel to meet with key local community membersand stakeholders in the project under consideration, participants in ULI’s five-day panel assignments are able to makeaccurate assessments of a sponsor’s issues and to providerecommendations in a compressed amount of time.A major strength of the program is ULI’s unique abilityto draw on the knowledge and expertise of its members,including land developers and owners, public officials,academics, representatives of financial institutions, andothers. In fulfillment of the mission of the Urban LandInstitute, this Advisory Services panel report is intended toprovide objective advice that will promote the responsibleuse of land to enhance the environment.ULI Program StaffThomas W. EitlerSenior Vice President, Advisory ServicesBeth SilvermanVice President, Advisory ServicesPaul AngeloneDirector, Advisory ServicesCali SlepinAssociate, Advisory ServicesJames A. MulliganSenior EditorDavid James RoseManuscript EditorBrandon WeilArt Director, Brand and Digital MarketingAnne MorganLead Graphic DesignerThe ULI panel team.4ZANE SEGAL/ULIDeanna Pineda, Muse Advertising DesignGraphic DesignerCraig ChapmanSenior Director, Publishing OperationsA ULI Advisory Services Panel Report
AcknowledgmentsTHE PANEL ACKNOWLEDGES AND THANKS themore than 80 individuals who were interviewed throughout the week. Representing city and county agencies, thebusiness community, community activists, faith-basedcommunities, and residents, these stakeholders providedvaluable insights into people’s hopes, dreams, and goalsfor the future of Montbello as a place to live, work, play,and pray.On behalf of the Urban Land Institute, the panel would liketo thank its sponsors, the Montbello Organizing Committee—Donna Garnet, Terry Liggins, Mary Etta Curtis, andKhadija Haynes—for showing us your vision and invitingus into your community. Additional thanks to Chris Martinez, Denise Burgess, Willie Shepherd, Esteban RiveroRodriquez, Angelle Fouther, and Khalid Morris for workingclosely with the panel throughout the week.Organizing Committee prepare and for coordinatingso closely with ULI and the host cities for this veryimportant work.Note: This publication contains recommendations by theUrban Land Institute Advisory Services panel that convened in the Montbello neighborhood of Denver the weekof March 11–16, 2018. These recommendations constitutea comprehensive report of the Healthy Places: Designingan Active Colorado initiative for the Montbello communityin Denver. The Healthy Places Initiative was designed topromote policies that incorporate physical activity into landdevelopment and land use. Although the Colorado HealthFoundation contracted with ULI to conduct the AdvisoryServices panel, the complete recommendations do notsignify key funding opportunities for or commitments bythe foundation.Finally, the panel thanks the Colorado Health Foundationfor sponsoring this four-panel series focused on active,healthy communities. The panel also thanks ProgressiveUrban Management Associates (P.U.M.A.), especially J.J.Folsom and Amanda Kannard, for helping the MontbelloMontbello, Denver, Colorado, March 11–16, 20185
ContentsPanel and ULI Project Staff.8Background and the Panel’s Assignment.9Guiding Principles.12Market Analysis.14Visioning for a Healthier and More Equitable Montbello .19The Montbello Cultural Hub.27Implementation.34Conclusion.41About the Panel.42Montbello, Denver, Colorado, March 11–16, 20187
Panel and ULI Project StaffPanel ChairMichael BannerPresident and CEOLos Angeles LDC Inc.Los Angeles, CaliforniaPanel MembersTatiana S. BendeckProject ManagerBeyer Blinder BelleWashington, D.C.Michael BrownPlanning SupervisorMontgomery County Planning DepartmentSilver Spring, MarylandGeoff KoskiPresidentBleakly Advisory GroupAtlanta, GeorgiaJuanita HardySenior Visiting Fellow, Creative PlacemakingUrban Land InstituteWashington, D.C.8Jeremy HudsonPartner and CEOSpecialized Real Estate GroupFayetteville, ArkansasKlaus PhilipsenArchPlan Inc.Philipsen ArchitectsBaltimore, MarylandZane SegalProject DirectorNorthGulf ZSPHouston, TexasULI Project StaffThomas W. EitlerSenior Vice President, Advisory ServicesCali SlepinAssociate, Advisory ServicesMichaela KadonoffAssociate, Meetings and EventsA ULI Advisory Services Panel Report
Background and the Panel’s AssignmentMONTBELLO IS A 3.5-SQUARE-MILE neighborhood inULIfar northeast Denver. It is home to around 34,000 peopleand comprises 8,894 households. Montbello is a community that prides itself on diversity and claims a small-townfeel. It is also characterized by its young population, withalmost 50 percent of the residents under the age of 25.Most households comprise multiple generations and manyhave multiple families sharing a house. Montbello and itsadjacent area represent a major employment center for thecity of Denver, hosting more than 14,000 jobs and 12 percent of the city’s manufacturing business.ULIWith recent explosive regional population and employment growth driving transformations throughout theregion, Montbello finds itself on the precipice of change.During the past two decades, Denver has grown by over130,000 people, nearly 4 percent annually, making it oneof the fastest-growing big cities in the nation. Montbello’sdemographics have also shifted from a predominantlyAfrican American population to today’s population, whichbreaks down to 61 percent Latino, 24 percent AfricanAmerican, 11 percent white, and 4 percent other races. AsDenver and Montbello continue to change, concerns aboutkeeping the area affordable and diverse push to the frontStudy area.of residents’ minds. At the same time, Montbello seesresources streaming into other city neighborhoods andwould like its fair share for its residents.Chambers Rd.Peoria St.ULIHavana St.E. 56th Ave.Montbello, Denver, Colorado, March 11–16, 2018Map of the Denver metropolitanregion.A main focus of this dynamic is the creation of a locationthat can both bring together the entire Montbello community and provide access to fresh food. The MontbelloOrganizing Committee (MOC) received a grant from theKresge Foundation’s FreshLo Initiative to “support [the]creation of a cultural hub to serve as a community gathering place and includes a new fresh food market and space9
Race and Ethnicity, 2017Hispanic originWhite aloneAfrican American aloneSome other race aloneTwo or more racesAsian aloneAmerican Indian alonePacific Islander aloneSource: American Community Surveys.for artistic demonstrations, displays, and performancescelebrating cultural heritage and neighborhood unity.”Analyzing the numbers, the panel found that local residentexpenditures show that residents are leaving the area tobuy their groceries; only about 40 percent of Montbelloresidents’ food and beverage expenditures take place inthe neighborhood. If unique food and retail options areoffered within the neighborhood, an opportunity appears toexist to recapture a portion (20 percent) of the food spending that “leaks” to areas outside Montbello.The Panel’s AssignmentThe Montbello Organizing Committee (MOC) asked theAdvisory Services panel to examine the particular 1.4-acreRegional Transportation District (RTD) Park-and-Ride site(henceforth referred to as the RTD site) to see if implementing a FreshLo project would be feasible andaccomplish the goals of creating a healthier community.They asked the panel the following:be addressed, and what is a reasonable time framefor full implementation? Specifically, how can we takeadvantage of public and private financing?2. What are the most effective structural mechanismsfor realizing the FreshLo plan—nonprofit organization,community development corporation, business improvement district, etc.?3. How can we create a healthier community in Montbellousing the FreshLo Initiative?4. What steps can residents take to mitigate the effectsof gentrification so that this community-driven initiativecan take precedence over the “mission-driven” prioritiesof outside developers and investors?5. How can this initiative be positioned so that it leveragesfurther economic development?6. How can we work effectively with other communitypartners to accomplish the goals of FreshLo and theemerging goals for the Montbello community?1. What is the feasibility of implementing the FreshLoplan, what resources are needed, what barriers must10A ULI Advisory Services Panel Report
Summary of the Panel’sRecommendationsThrough talking to residents, hearing the MOC’s vision,and running the numbers, the panel believes that the needfor a fresh food market and community hub in Montbello isstrong. The panel proposed three different complementaryscenarios, which build off each other and show the effectsof different levels of planning and time commitments. Thethree scenarios are all based on the acquisition or rentingof the proposed RTD site.In responding to the requirements of the FreshLo Initiative,the panel’s scenarios all include best practices and principles that incorporate the following characteristics: Theimportance of food and art in placemaking isaffirmed. Themarket demand for a fresh food market in Montbellois verified. Itis confirmed that the core program of the cultural hubfits on the RTD site. Thecultural hub needs a robust governance structurefor the implementation of the FreshLo program. Thecultural hub must be embedded in contextimprovements: Internaland external connectivity needs to beimproved for better access to healthy food and ahealthy lifestyle consistent with the Colorado HealthFoundation and ULI Building Healthy Places Initiative. Createa walkable loop throughout the neighborhoodthat connects different community assets, and activatethe loop through signage indicating exercise stop points. Increasecommunication throughout the communityand between its different subsections. In particular,resources should be shared and communicated betweenthe African American and Latino communities.Key Focus AreaThe key focus area for the panel within the Montbelloneighborhood was around the RTD site, 4690 PeoriaStreet, proposed for the cultural hub. Developing thecultural hub at the RTD site along Peoria Street bringsexciting opportunities to the redevelopment of the entiresurrounding area. The economic investment in the southern area along Peoria Street is fundamentally connected tothe creation of the cultural hub through the following: An ideal location for the creation of affordable housing,additional services, and jobs due to its proximity to I-70and the RTD rail. Further housing development in this areawould not replace existing housing and cause displacement. Developingand investing in the area can fix the“food desert.” Anopportunity exists to vastly improve connectivityacross the I-70 barrier.The RTD site on Albrook Roadis the primary focus for a freshfood market in the Montbelloneighborhood. Landuse on Peoria Street needs to be improved tosupport the cultural hub and to create better accessto the RTD rail system.Other recommendations include the following:immediate art programs throughout the community to create a sense of where and what Montbellois (e.g., support putting community art in gateways intoMontbello through creative placemaking).Montbello, Denver, Colorado, March 11–16, 2018ULI Support11
Guiding PrinciplesFOOD CONNECTS US TO OUR CULTURES, the sto- Freshries of our ancestors, and the recipes of our grandparents.Food also connects us to the land where it is grown andto the people and businesses that grow, transport, prepare, sell, or share it. Food is what brings us together asfamily, friends, and strangers. (Denver Food Vision 2017,Introduction) FoodPartners’ PrinciplesBased on the priorities and guidelines provided by theColorado Health Foundation, Kresge’s FreshLo Initiative, and the Montbello Organizing Committee, the panelbelieves that the following principles provide guidelines forcreating a successful community hub. The developmentneeds the four aspects—healthy food access, culture andarts, physical activity, and responsible development—towork in tandem to create a successful project.Below the four aspects are described in detail: Healthyfood access Providefresh food access to all residents. Foodoptions need to meet traditional demand(i.e., Latino specialties as well as African Americanspecialties).need to be locally grown to the extent thatis possible. Cultureofferings nee
Colorado Health Foundation’s Healthy Places Initiative THE COLORADO HEALTH FOUNDATION is bringing health in reach for all Coloradans by engaging closely with communities across the state through investing, policy ad-vocacy, learning, and capacity building. Fo
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