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The Queen City Hub: Volume II (The Work Plan)
The Work Plan is available as a .pdf file (if you'd like to print the document or you prefer .pdf files for reading online) or you can read it as a series of webpages. The link below will open the file if you have Adobe Reader installed. If not, get Adobe Reader here.
What follows is the full text of Volume II of the Queen City Hub. Use the sidebar to move from section to section (you are currently at the Preface). Some pages contain menus partly down the page which allow you to view sections of that page before moving to the next item in the sidebar.
If a graphic is too small to read, it may have a larger version available. Click the image, and if available, the larger image will open in a new window. Close that window to return to the main document.
Preface
The Queen City Hub plan is incorporated by reference in Queen City in the 21st Century: City of Buffalo Comprehensive Plan. As such, it will serve as the basis for the additional work needed to give the Downtown strategy the force of law in zoning ordinances and design review procedures. To be fully effective, it is tied to the City’s capital program and budget. It will also be part of the Generic Environmental Impact Statement (GEIS) review process to be developed for the Buffalo Comprehensive Plan as specified in the State Environmental Quality Review Act (SEQRA). The Queen City Hub plan tells us what to do and where – as well as what not to do – to advance Downtown as a regional center and as the neighborhood of neighborhoods for our city.
The Queen City Hub builds on its predecessor, the 1999 Strategic Plan for Downtown Buffalo, as well as the extensive public review of that plan managed by the Downtown Buffalo 2002! implementation campaign. The campaign set clear priorities for work on living, working, and accessing Downtown. The Queen City Hub strategy responds to a number of concerns that were raised in the review of the 1999 plan, the vast majority of which were not part of what the original plan was commissioned to address. For example, the authors of that plan were not supported to develop the detailed plans related to activity programs for Downtown or for policy development. They also were not tasked with identifying performance measures such as those represented in this plan. Perhaps even more important, the initial plan was not intended to address the structure of implementation. The vision, organizational structure, implementation plans, and resources described in The Queen City Hub will all be critical to the future success of Downtown Buffalo.
