Attachment A - Downtown Phoenix Entertainment District Study.pdf

City of Phoenix — Economic Development and the Arts Subcommittee (2026-04-08)

Extracted text (via pymupdf) 282497 characters

DOWNTOWN PHOENIX
ENTERTAINMENT DISTRICT
IMPLEMENTATION PLAN
Prepared by:
Attachment A

2
Margaret T. Hance Park and downtown Skyline / Credit: City of Phoenix

3
Front/back cover image - Aerial of Downtown Phoenix / Credit: Nils Huenerfuerst via Unsplash
Table of Contents
SECTION 4: INTERVENTION AREAS
86
Intervention Areas
89
PCC South Expansion
90
Market Station
92
Diamondbacks Plaza
94
Sonora Field
96
Plaza del Sol
98
The Lot on 3rd
100
Canyon on 3rd
102
The Pavilion
104
Reﬂection Space
106
5th Street Canopy
108
SECTION 5: IMPLEMENTATION MATRIX
110
Implementation Matrix
113
SECTION 6: APPENDIX
132
Public Survey
134
Market Feasibility Analysis
143
SECTION 1: INTRODUCTION
4
Letter from Community and Economic
Development Department
6
Letter from Phoenix Convention Center
7
Acknowledgements
8
Executive Summary
11
SECTION 2: PLAN OVERVIEW
16
Process
19
Strengths + Opportunities
23
Vision Statement
26
Tactical Approach
27
Guiding Themes
29
SECTION 3: TOPIC INTRODUCTION
32
Topic Introduction
35
Topic A: Open Space
39
Topic B: Streetscape
45
Topic C: Shade
53
Topic D: Signage
59
Topic E: Real Estate
63
Topic F: Retail Activation
73
Topic G: Marketing & Branding
77
Topic H: Governance and Funding
81
'5$)7
REAS
REAS
90
92
aza
aza
94
96
96
el Sol
el Sol
e Lot on 3
e Lot on 3rd
rd
Canyon on 3
on on 3rd
rd
The Pavilion
Reﬂection Space
Reﬂection Space
5thth Street Canopy
Street Cano
SECTION 5: IMPL
SECTION 5: IMPL
Implementation
Implementation
SECTIO
SECTI
Pub
Pub
26
2
27
27
29
29
UCTION
32
32
35
35
39
39
pe
pe
45
de
53
53
Signage
59
59
ic E: Real Estate
c E: Real Estate
Topic F: Retail Activation
Topic F: Retail Activation
Topic G: Marketing & Branding
Topic G: Marketing & Brand
Topic H: Governance and Funding
Topic H: Governance and Fu

SECTION ONE
Introduction0

2nd + Van Buren Street - View Looking South / Credit: Robert E via Unsplash

6
The Entertainment District Study provides a roadmap to transform the area
surrounding the Phoenix Convention Center into a vibrant, walkable, and
sustainable urban core. Leading the city to creating a district that can
celebrate the unique identity of Phoenix while harnessing our strengths,
world-class cultural venues, nationally ranked sports arenas, and a growing
residential base to build an inclusive, 24/7 destination for residents,
businesses, and visitors alike. By integrating and elevating the assets of
downtown, this plan will position Phoenix as a premier city for entertainment,
culture, and innovation.
Our momentum is undeniable. Chase Field and Mortgage Matchup Center
attract over four million visitors annually, generating millions in economic
impact. downtown is home to more than 14 live music venues, over 245
restaurants and bars (80% locally owned), and 1.6 million square feet of
retail space, making it a powerful engine for local business growth. Since
2005, we’ve seen over $8.5 billion in public-private investment downtown,
which generated more than $21 billion in economic activity just last year.
With the Entertainment District, we’re building on this foundation investing in
key infrastructure like enhanced shade, mobility, signage, and pedestrian-
friendly streetscapes to improve quality of life and ensure downtown is as
accessible as it is enjoyable.
Phoenix is uniquely positioned to lead the nation in entertainment-driven
economic development. With one of the only downtowns within 15 minutes
of an international airport and key attractions all within walking distance,
we offer a seamless experience for conventioneers, tourists, and locals alike.
Our population downtown has nearly doubled since 2010, supporting a
true live-work-play ecosystem that fuels entrepreneurship and drives job
creation. Over the next ﬁve years, we anticipate adding 6,700 new jobs and
up to 1,200 new hotel rooms to meet growing demand. Through strategic
investment and this plan’s collaborative vision, we are unlocking downtown
Phoenix’s full potential and we invite you to join us in shaping the next
chapter of our city’s evolution.
Ryan Touhill
Director, Phoenix Community and Economic Development Department
Letter from Community and
Economic Development Department
'5$)7
o transform the area
o t tra
rans
nsfoform
rm t the
he
vibrant, walkable, and
vibibra
rantnt, , wa
walklka
ting a district that can
titing
ng a a d disistrtricict t ththatat
e harnessing our strengths,
e h har
arne
nessssining g ou
our r ststrereng
ngt
nked sports arenas, and a growing
ked
ed s spo
portrts s ar
aren
enas
as, , an
and d a a gr
grow
ow
24/7 destination for residents,
24
24/7
/7 d des
estitina
natition
on f for
or r res
esididen
entsts,
egrating and elevating the assets of
eg
egra
ratiting
ng a and
nd e eleleva
vatiting
ng t the
he a assssetets s ofof
n Phoenix as a premier city for entertainment,
n n Ph
Phoe
oeninix x as
as a a p preremi
mierer c citity y fofor r en
entetertrtaiainm
nmen
ent,t,
eniable. Chase Field and Mortgage Matchup C
niniab
ablele. . Ch
Chas
ase e FiFieleld d an
and d Mo
Mo
lion visitors annually, generating millions in eco
sisitotorsrs a ann
nnua
ualllly,y, g gen
enereratat
wn is home to more than 14 live music venues, o
o o mo
morere t tha
han n 14
14 l liviv
nd bars (80% locally owned), and 1.6 million s
lllly y ow
owne
ned)
d), , an
and d
e, making it a powerful engine for local busine
e, , ma
makiking
ng i it t a a po
powe
werfrfulul e eng
nginine e fofor r loloca
cal l b
we’ve seen over $8.5 billion in public-private i
we
we’v’ve e se
seen
en o ove
ver r $8
$8.5.5 b bilillilion
on i in n pu
publblicic-p
-pririva
vatete
ch generated more than $21 billion in economic
ge
gene
nera
rateted d mo
morere t tha
han n $2
$21
1 bibillllioion n inin e eco
cono
nomi
mic
With the Entertainment District, we’re building o
e E Entnterertataininme
mentnt D
Disistrtricict,t, w
we’e’rere b buiuildldining g o
key infrastructure like enhanced shade, mobi
strtruc
uctuturere l likike e en
enha
hanc
nced
ed s sha
hade
de, , mo
mob
friendly streetscapes to improve quality of
ree
eetstsca
cape
pes s toto i imp
mprorove
ve q qua
ualilityty o of
accessible as it is enjoyable.
as s itit i is s en
enjojoya
yablble.e.
Phoenix is uniquely positioned to
Ph
Phoe
oeninix x isis u uniniqu
quelely y po
posisititio
economic development. With
ec
econ
onom
omicic d dev
evelelop
opme
mentnt. . W
of an international airport
ofof a an n ininteternrnatatioiona
nal l aiairp
rpor
ort
we offer a seamless ex
we
we o offfferer a a s sea
eaml
mles
ess s ex
ex
Our population dow
Ou
Our r po
popu
pulalatition
on d dow
ow
true live-work-pl
trtrue
ue l livive-
e-wo
workrk-p
-pl
creation. Ove
Ov
Ove
up to 1,20
up
up
investm
ininve
ves
Pho
Ph
Pho

7
The Downtown Phoenix Entertainment District offers the
opportunity to take the Phoenix Convention Center to new
heights. Already a top-tier, nationally recognized space for
premier meetings and events, the Phoenix Convention Center &
Venues aims to leverage the incredible offerings of downtown
Phoenix to draw in more visitors each year.
Creating and molding a vibrant, walkable and inclusive urban
core around the Phoenix Convention Center reﬂects the energy
and goals of our city. The Convention Center draws hundreds of
thousands of visitors to downtown Phoenix each year, creating
demand for downtown restaurants, businesses and entertainment.
In 2024, the Phoenix Convention Center hosted 62 conventions
with more than 315,000 delegates. The economic impact of
the Convention Center was an estimated $488 million, up
signiﬁcantly from the year before. The Phoenix Convention Center
& Venues also includes Symphony Hall and the historic Orpheum
Theatre Phoenix - both venues host hundreds of shows each year,
drawing thousands of theatre patrons downtown.
The Entertainment District plan is a natural extension of this
success. It will enhance the infrastructure that supports our
growing residential population, improve mobility and wayﬁnding
and create public spaces that invite people to linger, explore,
and return. These are the kinds of forward-thinking investments
that have already transformed our downtown into a hub for
innovation, education and entertainment.
Phoenix has long been a place to do business; we know this
Entertainment District will fortify our downtown as a place for
memorable experiences.
Jerry Harper
Director, Phoenix Convention Center
Letter from Phoenix Convention Center
'5$)7
to new
toto n new
ew
d space for
d s spa
pace
ce f for
or
onvention Center &
on
onve
ventntioion n Ce
Centnterer &
&
ferings of downtown
ererinings
gs o of f do
down
wntotown
wn
year.
ye
year
ar.
walkable and inclusive urban
wa
walklkab
ablele a an
vention Center reﬂects the energy
ven
entition
on C
Cen
enteter r rereﬂe
ﬂec
Convention Center draws hundreds of
Con
onve
ventntioion n Ce
Centnterer d dra
raws
ws
downtown Phoenix each year, creating
dow
owntntow
own n Ph
Phoe
oeninix x ea
each
ch y yea
ea
wn restaurants, businesses and entertainment.
eststau
aura
rantnts,s, b bus
usinines
esse
ses s an
an
Phoenix Convention Center hosted 62 conventi
on n Ce
Centnterer h hos
osteted
than 315,000 delegates. The economic impact
ththan
an 3
315
15,0,000
00 d deleleg
egatates
es. . Th
The e ec
econ
onom
omicic i i
nvention Center was an estimated $488 million
nv
nven
entition
on C
Cen
enteter r wa
was s an
an e eststim
imatated
ed $
$48
488
8 mi
millllioio
iﬁcantly from the year before. The Phoenix Con
ca
cantntlyly f frorom
m ththe e ye
year
ar b befefor
ore.e. T The
he P Pho
hoen
enixix C
Con
on
& Venues also includes Symphony Hall and the
ues
es a alslso o ininclclud
udes
es S Sym
ymph
phon
ony y Ha
Hallll a and
nd t the
he
Theatre Phoenix - both venues host hundreds
Ph
Phoe
oeninix x - - bo
bothth v ven
enue
ues s ho
hostst h hun
undr
dred
eds
drawing thousands of theatre patrons dow
hou
ousa
sand
nds s ofof t the
heatatrere p patatrorons
ns d dow
ow
The Entertainment District plan is a n
Th
The e En
Entetertrtaiainm
nmen
ent t Di
Diststririctct p plala
success. It will enhance the infra
su
succ
cces
ess.s. I It t wi
willll e enh
nhan
ance
ce t th
growing residential populatio
gr
grow
owining g reresiside
dentntiaial l po
popu
pulala
and create public spaces
an
and d crcrea
eatete p pub
ublilic c sp
spac
aces
es
and return. These are th
an
and d reretuturnrn. . Th
Thes
ese e ar
are e thth
that have already tr
ththatat h hav
ave e alalreread
ady y trtr
innovation, educ
ininno
nova
vatition
on, , ed
educ
uc
Phoenix ha
Ph
Ph
Enterta
En
Enteter
mem
me
mem

8
Acknowledgements
City of Phoenix Mayor and Council
Kate Gallego, Mayor
City Council Members:
Ann O’Brien, District 1
Jim Waring, District 2
Debra Stark, District 3
Laura Pastor, District 4
Betty Guardado, District 5
Kevin Robinson, District 6
Anna Hernandez, District 7
Carlos Galindo-Elvira, District 7 (Past)
Vice Mayor Kesha Hodge Washington, District 8
Project Lead:
City of Phoenix, Community and Economic
Development Department
City Manager’s Ofﬁce Staff
Ed Zuercher, City Manager
Jeff Barton, Former City Manager
John Chan, Former Deputy City Manager
Ginger Spencer, Assistant City Manager
Community and Economic Development
Department
Ryan Touhill, Director
Christine Mackay, Former Director
Eric Johnson, Assistant Director
Xandon Keating, Deputy Director
Eric Prochnow, Economic Development Program
Manager
Entertainment District Advisory Committee
John Chan, Former Deputy City Manager, City of
Phoenix
Jerry Harper, Director, Phoenix Convention Center
Christine Mackay, Former Director, City of Phoenix
Mitch Menchaca, Former Executive Director, City of
Phoenix
Andie Abkarian, Downtown Voices Coalition
Steve Betts, Betts Real Estate Advisors
Terry Burke, Live Nation
Faith Burton, Arizona Center
Brian Cassidy, Warehouse District
Cindy Dach, Roosevelt Row CDC
Catrina Kahler, Artlink
Devney Majerle, Downtown Phoenix Inc.
Kaitlin Meyers, Culture Shock Hospitality
Eva Olivas, Phoenix Revitalization Corporation
Amilyn Pierce, Arizona Diamondbacks
Ron Price, Visit Phoenix
Paul Rivers, Player 15 Group
Phoenix Community Alliance
Catrina Kahler, Chair of Arts, Culture & Public Life
Committee
Leah Fregulia, Vice Chair of Arts, Culture & Public Life
Committee
Billy Shields, Co-Chair of Central City Planning &
Development Committee
Matt Seaman, Co-Chair of Central City Planning &
Development Committee
Brian Cassidy, Vice Chair of Central City Planning &
Development Committee
Kyle Foxcroft, Co-Chair of Multi-Modal Connectivity
Committee
Mark McLaren, Co-Chair of Multi-Modal Connectivity
Committee
'5$)7
Manager
eputy City Manager
Assistant City Manager
d Economic Development
Touhill, Direct
Christine Mackay, Former Director
Eric Johnson, Assistant Dire
Xandon Keating, Deputy Dire
Eric Prochnow, Economic Dev
Manager
Entertainment District A
n Chan, Former Depu
er, Dire
oices Coalitio
te Advisors
n
na Center
Warehouse Di
, Roosevelt R
Kahler, Artlin
ey Majerle, Downtown Pho
tlin Meyers, Culture Shock
Olivas, Phoenix Revita
erce, Arizona Di
sit Phoenix
Paul Rivers, Player 15 Group
Phoenix Community A
Catrina Kahler, Chair o
ommittee
Leah Fregulia, Vic
Comm
Billy S
Develo
Ma
D

9
CONSULTANT TEAM:
HR&A Advisors, Inc.
Cary Hirschstein, Partner-in-Charge
Garrett Rapsilber, Project Manager
Raymundo Cabrera III, Senior Analyst
Samuel Jacobs, Analyst
Alex Stokes, Advisor
Multistudio, Inc.
Krista Shepherd, Principal
Aaron Herring, Principal
Nick Ryan, Project Designer
'5$)7

10
Downtown Phoenix Light Rail Station / Credit: Jared Murray via Unsplash

11
A Different Downtown Plan for a Different Era of Downtown’s Growth
Downtown Phoenix has experienced nearly three decades of public and private investment
to regain its position as the heart of the fast-growing Valley of the Sun. Corporate
and government employers, sports, teams, convention and hotel visitors, and arts and
performance patrons have at different times served as vanguards for a new era of
downtown’s growth. This most recent evolution, though, owes its success to the growing
critical mass of those calling downtown their home. Harkening back to the city’s earliest
days, more and more people are living downtown and establishing it as a collection of
neighborhoods each with their offerings of places to see and things to do. The distinction
between this and other earlier stages of downtown’s growth is a focus on maturation—one of
shedding the awkwardness of its adolescence into a place equally for live, work, and play.
The Entertainment District Implementation Plan sets forth a vision that seeks to, ﬁrst,
acknowledge this maturation, and next to lay out the elements that are hampering the
realization of downtown at its most radiant and livable state. The aim of this plan is to create a
vibrant, walkable, and sustainable urban core that celebrates the unique identity of Phoenix.
This plan is designed to leverage and integrate the assets surrounding the Phoenix Convention
Center, highlighting the area’s strengths, addressing its challenges, and unlocking its full
potential as a premier destination for residents, visitors, and businesses alike.
Context and Process
Downtown Phoenix is home to a rich tapestry of entertainment anchors, including the Phoenix
Convention Center (PCC), Chase Field, and Mortgage Matchup Center. These venues draw
millions of visitors each year, yet the area faces signiﬁcant challenges. Connectivity gaps,
underutilized spaces, and a need for cohesive branding and marketing have hindered the
district’s ability to fully capitalize on its assets. This plan addresses these issues head-on,
proposing strategic interventions to enhance the urban experience.
The development of this plan was a collaborative effort, involving extensive stakeholder
engagement and a thorough analytical process. Over ten months, the project team comprised
of the City of Phoenix’s Community and Economic Development Department, HR&A Advisors,
and Multistudio employed an analytical approach including assessing existing conditions,
exploring feasibility, and developing actionable strategies. Analysis was informed by
community engagement such as interviews, focus groups, and stakeholder meetings to gather
insights and ensure the plan reﬂects the community’s needs and aspirations.
Key Findings and Strategy
Downtown Phoenix boasts numerous strengths, including a diverse array of entertainment
venues, a growing residential community, and recent investments in mobility and shade
infrastructure. These assets provide a strong foundation for further development and their
dense concentration positions downtown as a whole to serve as Phoenix’s entertainment
district. However, challenges such as disconnected public spaces and a lack of cohesive
identity need to be addressed to realize the district’s full potential.
Executive Summary
'5$)7
te investment
te investment
orate
orate
and arts and
and arts and
a new era of
new era of
ccess to the growing
ccess to the g
back to the city’s earliest
back to the cit
blishing it as a collection of
blishing it as
and things to do. The distinction
and things to do. The
growth is a focus on maturation—one of
growth is a focus on matura
a place equally for live, work, and play.
place equally for live, work
n sets forth a vision that seeks to, ﬁrst,
a vision that seeks
lay out the elements that are hampering the
lay out the elements that are hamp
diant and livable state. The aim of this plan is to
diant and livable state. The aim of this plan
urban core that celebrates the unique identity o
urban core that celebrates the unique identity
e and integrate the assets surrounding the Phoe
and integrate the assets surrounding the Phoe
’s strengths, addressing its challenges, and unlo
gths, addressing its challenges, and unlo
stination for residents, visitors, and businesses a
residents, visitors, and businesses a
cess
cess
oenix is home to a rich tapestry of entertainmen
oenix is home to a rich tapestry of enterta
Center (PCC), Chase Field, and Mortgage Ma
Center (PCC), Chase Field, and Mortgage
of visitors each year, yet the area faces signiﬁca
of visitors each year, yet the area faces signiﬁca
rutilized spaces, and a need for cohesive brand
rutilized spaces, and a need for cohesive brand
strict’s ability to fully capitalize on its assets. This
ict’s ability to fully capitalize on its assets. This
proposing strategic interventions to enhance th
sing strategic interventions to enhance th
The development of this plan was a colla
The development of this plan
engagement and a thorough analytic
engagement and a thorough ana
of the City of Phoenix’s Communit
of the City of Phoenix’s Communit
and Multistudio employed an
and Multistudio employed an
exploring feasibility, and de
oring feasibility, and de
community engagement
nity engag
insights and ensure th
and ensu
Key Finding
Key Finding
Downtown
Downtown
venues,
venues,
nfra
nfra

12
Executive Summary
The vision for the Entertainment District is to
create a dynamic urban environment where
locals and visitors can enjoy world-class cultural
offerings and vibrant public spaces. The plan is
guided by principles of enhancing walkability,
promoting cultural vibrancy, ensuring sustainability,
and fostering economic development.
Major Interventions and Implementation Plan
The plan identiﬁes several catalyst projects, some under
way and some proposed, that will serve as the linchpins
for broader improvements to vitality and connectivity.
Key sites include the Phoenix Convention Center South
Building, Jefferson Street Garage, and Chase Field
Plaza. These projects will introduce engaging public
spaces, improve pedestrian experiences, and activate
key locations, transforming downtown Phoenix into a
lively and attractive destination.
A detailed action matrix outlines the speciﬁc steps
needed to bring the plan to life. This includes timelines,
order of magnitude costs, and responsible parties within
and outside of City government, ensuring that the plan
is actionable and trackable. Effective governance and
diverse funding mechanisms are essential for successful
implementation, which will require leveraging existing
tools and exploring new opportunities to support the
proposed interventions.
The Entertainment District Implementation Plan
promises signiﬁcant beneﬁts, including increased
economic activity, improved public spaces, and
enhanced quality of life. By creating a dynamic urban
environment, the plan will attract residents, visitors,
and businesses, fostering a thriving community.
Stakeholders are encouraged to support and participate
in the implementation of the plan, working together
to transform downtown Phoenix into a world-class
entertainment district.
Arizona Wilderness DTPHX Beer Garden in Roosevelt Row / Credit: Arizona Wilderness
'5$
blic
blic
activate
activate
enix into a
x into a
the speciﬁc steps
e. This includes timelines,
e. This includes timelines,
and responsible parties within
and responsible parties within
ernment, ensuring that the plan
ernment, ensuring tha
ckable. Effective governance and
ckable. Effective govern
echanisms are essential for successful
echanisms are essential for successf
n, which will require leveraging existing
which will require leveraging existing
xploring new opportunities to support the
g new opportunities to support the
d interventions.
ns.
e Entertainment District Implementation Plan
e Entertainment District Implementation Pla
promises signiﬁcant beneﬁts, including increas
promises signiﬁcant beneﬁts, including increa
economic activity, improved public spaces
economic activity, improved public spaces
enhanced quality of life. By creating a d
enhanced quality of life. By creating a d
environment, the plan will attract resi
environment, the plan will attr
and businesses, fostering a thrivin
and businesses, fostering a th
Stakeholders are encouraged
Stakeholders are encourage
n the implementation of the
n the implementation of th
ansform downtown
ansform downtown
nment district
nment district

13
Photographer Kyle Ledeboer

14
BACKGROUND
Downtown Phoenix hosts a unique concentration
of anchor entertainment facilities, drawing over 5.2
million visitors each year. The intersection of Jefferson
and 3rd Streets is particularly notable with the Phoenix
Convention Center (PCC), Mortgage Matchup Center,
and Chase Field all sited within just one block of that
key intersection.
The PCC opened in 1972 with 120,000 SF of meeting
and exhibition space and has grown to more than
900,000 SF to meet the event needs of a variety of
users. The PCC also serves as the anchoring facility for
a variety of ancillary activities, including major sporting
events such as the Super Bowl and National Collegiate
Athletic Association (NCAA) playoffs. On average, over
615,000 people visit the PCC each year.
Chase Field, home to Major League Baseball’s Arizona
Diamondbacks, opened in 1998 for the inaugural
season of Phoenix’s professional baseball franchise.
While originally built as a dedicated baseball facility,
the stadium has evolved to host a range of concerts,
motor sports, and college football bowl games, in
addition to MLB and international baseball contests.
Chase Field hosts approximately 2,000,000 people
visitors annually.
Mortgage Matchup Center opened in 1992 as a
multipurpose arena and has since served as the home
to the National Basketball Association’s Phoenix
Suns. Over the years, the arena has delivered on its
multipurpose design, serving as a home for Phoenix’s
professional women’s basketball, hockey, arena
football, as well as professional boxing and mixed-
martial arts matches. Beyond sporting events, the arena
boasts a full schedule of premier musical acts. Mortgage
Matchup Center hosts over 800,000 visitors every year.
These three premier facilities serve as a primary driver of
visitation and activity throughout downtown. However,
the signiﬁcant visitation does not always create broader
vibrancy across downtown as many people opt to
attend their event then go home rather than further
exploring other downtown businesses and attractions.
In recent years, the City has sought opportunities
to maximize the impacts and associated beneﬁts
generated by the colocation of such valuable facilities.
Speciﬁcally, a City-commissioned 2019 market study
of PCC’s competitive position, which was subsequently
updated in 2022, recommended the creation of an
entertainment district. An entertainment district would
provide conventioneers, visitors, and residents a
walkable, vibrant, safe, and navigable area that could
include amenities such as density of restaurants, bars,
attractions, street performers, public art, signiﬁcant
lighting and landscaping, pedal bikes, scooter docks,
and electric vehicle shuttles.
In September 2023, the City of Phoenix issued a
request for proposals for consulting services to study
the creation of an entertainment district in downtown
centered around the PCC, Mortgage Matchup Center,
and Chase Field. This work would explore the following
questions:
• What is the viability of an entertainment district in the
vicinity of the Phoenix Convention Center?
• What would deﬁne the district – how would it be
distinct from other parts of the downtown?
• Where would it be?
• What kind of enhancements or improvements would
be necessary to facilitate its success?
• What kind of barriers have prevented its organic
emergence? Or what kinds of barriers can be
removed to ensure prolonged success and growth?
In December 2023, a consultant team comprised of
HR&A Advisors, Inc. (HR&A), a national economic
and real estate consulting ﬁrm, and Multistudio, a
locally active multidisciplinary architecture, design, and
planning ﬁrm, were selected to undertake this study.
'5$)
ing
ing
egiate
egiate
rage, over
rage, over
Baseball’s Arizona
Arizona
for the inaugural
al baseball franchise.
al baseball franchise.
edicated baseball facility,
edicated baseball facility,
to host a range of concerts,
to host a range of co
lege football bowl games, in
lege football bowl gam
nd international baseball contests.
nd international baseball contes
sts approximately 2,000,000 people
ts approximately 2,000,000 people
ually.
gage Matchup Center opened in 1992 as a
age Matchup Center opened in 1
ultipurpose arena and has since served as the h
ultipurpose arena and has since served a
to the National Basketball Association’s Phoen
to the National Basketball Association’s Phoe
Suns. Over the years, the arena has deliver
Suns. Over the years, the arena has deliver
multipurpose design, serving as a home
multipurpose design, serving as a home
professional women’s basketball, hoc
professional women’s basketb
football, as well as professional b
football, as well as profession
martial arts matches. Beyond s
martial arts matches. Beyond
boasts a full schedule of pre
boasts a full schedule of pr
chup Center hosts ov
chup Center hosts ov
e premie
e premie
)7
ather than further
ather than furt
sinesses and attractions.
sinesses and a
s sought opportunities
s sought opportun
and associated beneﬁts
and associated beneﬁt
ocation of such valuable facilities.
cation of such valuable facili
y-commissioned 2019 market study
y-commissioned 2019 market study
etitive position, which was subsequently
etitive position, which was subsequently
2022, recommended the creation of an
2022, recommended the creation of an
ment district. An entertainment district would
ment district. An entertainment district would
de conventioneers, visitors, and residents a
de conventioneers, visitors,
alkable, vibrant, safe, and navigable area that
lkable, vibrant, safe, and na
include amenities such as density of restaurant
de amenities such as de
attractions, street performers, public art, sig
ons, street perform
lighting and landscaping, pedal bikes, s
d landscaping, p
and electric vehicle shuttles.
ehicle shuttles.
In September 2023, the City o
In September 2023, the City o
request for proposals for co
request for proposals for co
the creation of an entert
he creation of an enter
centered around the
entered around the
and Chase Field.
and Chase Field.
questions:
questio
• Wha
W
v

15
Downtown and its Entertainment Destinations

SECTION TWO
Plan Overview0

Baseball Fans Gathering at Chase Field Plaza / Credit: City of Phoenix

18
Team Storyboarding

19
PROCESS TIMELINE
The Phoenix Entertainment District Implementation Plan is the result of a 10-month process
that included existing conditions analyses, extensive stakeholder engagement, and close
collaboration with the City of Phoenix Community and Economic Development Department
(CED) as well as leaders from downtown’s key institutions. The Consultant Team followed a
three-step analytical process to answer the study’s foundational questions and shape this
Implementation Plan, supported by ongoing stakeholder engagement.
1.
District Analysis and Vision Plan: Assessed the existing conditions that shaped
this area of downtown (shown in map) and set a vision to guide the remainder of the
project and eventual implementation.
2.
District Concepts & Feasibility Analysis: Identiﬁed the physical and
programmatic interventions that could support a cohesive downtown as the
‘Entertainment District’ and assessed the feasibility of each intervention based on their
scale and the availability of existing or potential funding mechanisms.
3.
Implementation Strategies: Developed speciﬁc strategies and associated actions
grounded in economic, ﬁnancial, political, and physical realties to advance the
creation of an Entertainment District.
Process
'5$)7
nth process
nth process
ent, and close
ent, and close
opment Department
opment Department
ltant Team followed a
ant Team followed a
uestions and shape this
uestions and shape this
gement.
gement.
the existing conditions that shaped
the existing conditions
a vision to guide the remainder of the
a vision to guide the remai
nalysis: Identiﬁed the phy
entiﬁed the physical and
sic
uld support a cohesive downtown as the
esive downtown
ssed the feasibility of each intervention based o
ssed the feasibility of each intervention b
existing or potential funding mechanisms.
existing or potential funding mechanisms.
ategies:
gies: Developed speciﬁc strategies and as
Developed speciﬁc strategies and as
mic, ﬁnancial, political, and physical realties to a
cial, political, and physical realties to a
ertainment District.
istrict.

20
Process
PRIOR PLANS
This Implementation Plan is heavily guided by and seeks
to leverage the extensive planning efforts and initiatives
already completed or underway in downtown, delivered
by the City of Phoenix, Phoenix Convention Center,
Downtown Phoenix Inc., and key downtown institutions.
Plans referenced in developing this Plan include:
Market Feasibility Study for the Phoenix Convention
Center and Surrounding Hospitality Assets (2022)
Phoenix Convention Center & Venues
Five-Year Strategic Plan (2024)
Shade Phoenix: An Action Plan for
Trees and Built Shade (2024)
Downtown Phoenix Comprehensive
Parking Study (2022)
Shade and Entertainment - Arizona Diamondbacks Gameday /
Credit: Nick Ryan
'5$)7
eavily guided by and seeks
eavily guided b
planning efforts and initiatives
planning efforts and
underway in downtown, delivered
underway in downtown, d
ix, Phoenix Convention Center,
, Phoenix Convention Center,
nix Inc., and key downtown institutions.
nix Inc., and key downtown institutions
ed in developing this Plan include:
ed in developing this Plan include:
Market Feasibility Study for the Pho
asibility Study fo
Center and Surrounding Hospit
Center and Surrounding Hos
P

21
TECHNICAL ANALYSIS
Building on previous planning efforts, the Team studied
seven topics reﬂective of the diverse needs of downtown:
1.
Real Estate Market
2.
Mobility Interventions
3.
Programming and Interim Activation
4.
Tenanting Strategies
5.
Code and Regulation Changes
6.
Funding and Financing Mechanisms
7.
Physical Study of the Public/Private Interface
ENGAGEMENT APPROACH
In conjunction with CED, the Consultant Team established
a robust calendar of stakeholder engagement to serve
as a critical input in shaping the recommendations and
implementation actions within this Study. Over the course
of the Study, the Consultant Team conducted:
• 12 interviews of representatives of City departments,
downtown entertainment anchors, and economic
development organizations.
• 5 focus groups, including the Enhanced Municipal
Services District Board, Phoenix Community
Alliance Arts, Culture, and Public Life Committee,
Downtown Phoenix Inc. CEO Roundtable, and City
departmental leadership.
• 2 Advisory Committee meetings, as described
further below.
• 2 community meetings open to the public, attended
by 30+ members of the Phoenix community.
In particular, the Advisory Committee was central
to the analytical process. The Consultant Team, in
collaboration with the City, established the Advisory
Committee as a set of informed stakeholders from
a wide range of backgrounds to provide input
and guidance on the development of this Plan. The
Advisory Committee included representatives of City
Process
leadership, anchor institutions, arts organizations, local
business, and community advocates. For a full list of
Advisory Committee members, please reference the
Acknowledgements section.
Advancing the Plan centered around milestone
engagement sessions with the Advisory Committee,
which provided insight into the needs of downtown
Phoenix and shaped the pathway to implementation. In
November 2024, the Consultant Team convened the ﬁrst
Advisory Committee meeting to present an assessment
of existing market and built environment conditions as
well as takeaways from initial stakeholder engagement
to solidify a vision statement to guide the project. In
January 2025, the second meeting offered Advisory
Committee members the opportunity to respond to
preliminary recommendations while highlighting areas
that may require additional study to inform the ﬁnal
Implementation Plan.
For more details on the Entertainment District Study
process and outcomes such as the market scan and
community meeting survey results, please reference
the Appendix.
12 Interviews
5 Focus Groups
2 Advisory Committee
Meetings
2 Community Meetings
'5$)
$
e
Team established
stablished
agement to serve
serve
commendations and
s and
his Study. Over the course
s Study. Over the course
Team conducted:
Team conducted
presentatives of City departments,
presentatives of City departments,
rtainment anchors, and economic
tainment anchors, and econ
nt organizations.
nt organization
s groups, including the Enhanced Municipal
, including the Enhanced Municipal
vices District Board, Phoenix Communit
oard, Phoenix Community
Alliance Arts, Culture, and Public Life Committe
Alliance Arts, Culture, and Public Life
Downtown Phoenix Inc. CEO Roundtable, a
Downtown Phoenix Inc. CEO Roundtable
departmental leadership.
departmental leadersh
• 2 Advisory Committee meetings, as
2 Advisory Committee meetings, as
further below.
furth
• 2 community meetings open
2 community meetings op
by 30+ members of the P
by 30+ members of the
rticular, the Adviso
rticular, the Adviso
nalytical pro
nalytical pro
on wit
on wit
$)7
s organizations, lo
s organization
ocates. For a full list of
ocates. For a fu
ers, please reference the
ers, please refere
tion.
tion.
an centered around milestone
an centered around milestone
essions with the Advisory Committee,
essions with the Advisory Committee,
ded insight into the needs of downtown
ded insight into the needs of downtown
and shaped the pathway to implementation. In
and shaped the pathway to implementation. In
mber 2024, the Consultant Team convened the
mber 2024, the Consultant Team convened the
dvisory Committee meeting to present an assess
visory Committee meeting to
of existing market and built environment condi
xisting market and built e
well as takeaways from initial stakeholder e
takeaways from i
to solidify a vision statement to guide the
a vision statemen
January 2025, the second meeting o
5, the second mee
Committee members the opportun
Committee members the opportu
preliminary recommendations
preliminary recommendations
that may require additional
that may require additional
Implementation Plan.
mplementation Plan.
For more details o
For more details o
process and ou
process
community
comm
the
the Appe
Ap

23
Phoenix is growing rapidly, ascending to the status of 5th largest city in the United States
within the last decade. As the city’s population and proﬁle increases, downtown in particular
is undergoing a signiﬁcant evolution. Bolstered by the inﬂux of residents in new housing
options in the downtown area and new developments such as Cityscape, the Phoenix
Bioscience Core, Arizona State University’s Downtown Phoenix Campus, and Central
Station, cultural vibrancy and a density of activity are beginning to ignite among the many
longstanding, iconic entertainment anchors and their environs. In the face of both citywide
and local changes, downtown currently faces an inﬂection point – an opportunity to capture
the momentum of recent growth, invert the history of dispersed regional development, and
embrace an urban identity beﬁtting Phoenix’s world class status.
Rooted in Phoenix’s multicultural history, a collection of strengths shaped and will continue
to inform the city’s growth. Similarly, in the face of recent changes, the city is presented with
opportunities that when embraced will enable Phoenix’s ascension as a world class city.
The table below summarizes an assessment of the strengths and opportunities that informed
planning efforts for the Entertainment District and will continue to inform the future of
downtown Phoenix.
Strengths + Opportunities
Pop-up Art, Entertainment, F+B, Retail Vendors - First Friday at Roosevelt Row / Credit: Nick Ryan
'5$)7
States
States
n in particular
n in particular
ew housing
ew housing
e, the Phoenix
e, the Phoenix
pus, and Central
us, and Central
o ignite among the many
o ignite among the many
n the face of both citywide
n the face of both citywide
point – an opportunity to capture
point – an opportunity to capture
ersed regional development, and
ersed regional deve
lass status.
lass status.
ction of strengths shaped and will continue
of strengths shaped and
ace of recent changes, the city is presented with
t changes, the city
nable Phoenix’s ascension as a world class city.
cension as a wor
sment of the strengths and opportunities that info
sment of the strengths and opportunities th
ent District and will continue to inform the future
ent District and will continue to inform the future

24
STRENGTHS
OPPORTUNITIES
MARKET
• Downtown is increasingly becoming a residential
community, adding over 7,000 housing units in the last
decade.
• A diversity of entertainment anchors and assets drive
visitation to downtown from residents across the Valley
(sports and entertainment, arts and culture, etc.).
• Downtown hosts a concentration of locally owned
businesses that celebrate and enhance Phoenix’s unique
identity.
• Downtown’s Roosevelt Row has emerged as a vibrant,
arts-rich, walkable retail corridor supported by a variety
of local food and beverage options.
• The area west of the Convention Center has a signiﬁcant
local food and beverage retail program that provides
local ﬂavor to downtown ofﬁce workers and residents.
• Downtown’s collection of subdistricts (Roosevelt Row,
Evans Churchill, Warehouse District), sports venues, arts
institutions offer a series of distinct experiences, catering
to the diverse interests of downtown residents or visitors.
• There is a diversity across downtown users unmatched by
any other location across the Valley. These users include
residents, workers, students, event attendees, tourists,
fans of national sports teams, and conventioneers.
• As the downtown residential population continues
to grow, it will drive increased demand for
additional amenities (variety of retail, food and
beverage options, increased walkability, signature
open space, and quantity and diversity of
entertainment destinations).
• Demand for a new large-scale “headquarter”
convention hotel and luxury hotel will support
the Phoenix Convention Center by enabling
downtown to draw larger events and better
compete with other entertainment destinations
across the Valley, nationally, and globally for
convention audiences.
• An increased diversity of retail types (shopping,
casual food and beverage, ﬁne dining) and
locations within downtown can ﬁll gaps in activity,
better connect anchor institutions, and provide
amenities to patrons of entertainment anchors.
• Expanded hours of use, further diversiﬁcation
of downtown uses and widening demographic
composition can increase market resiliency,
offsetting a potential decline in downtown’s
daytime ofﬁce worker population due to national
ofﬁce market challenges.
PHYSICAL
• Downtown has a unique concentration of world class
entertainment assets, including: Mortgage Matchup
Center, Chase Field, Symphony Hall, Herberger Theater,
Arizona Financial Theater, Arizona Science Center, and
the Phoenix Children’s Museum. This dense collection
of diverse entertainment anchors serves as a draw for
a variety of regional residents as well as national and
international visitors.
• Many downtown entertainment assets align along key
corridors (3rd Street, Jefferson Street, and Washington
Street) that have already experienced recent investments
to improve mobility (i.e., light rail, bike lanes, etc.),
providing a strong foundation for further connections
and investment.
• There are a number of key sites available
for activation and improvements adjacent to
entertainment assets that create a concentration
to support greater energy for redevelopment
or reactivation (including PCC South, Jefferson
Street Garage, and Regency Garage). Mutually
reinforcing corridors with a new density of
residents and downtown users and amenities is
building greater vibrancy.
• The existing PCC South building site currently
provides—and its suggested redevelopment can
be—a site and funding mechanism for expanded
open space or increased retail space to support a
diversity of food and beverage options.
Strengths + Opportunities
'5$)7
'5$)7
'5
'5$
5$
5$
NITIES
nt,
variety
s a signiﬁcant
s a signiﬁcant
that provides
hat provides
ers and residents.
nd residents.
ricts (Roosevelt Row,
velt Row,
istrict), sports venues, arts
enues, arts
distinct experiences, catering
stinct experiences, catering
downtown residents or visitors.
downtown residents or visitors.
crcross downtown users unmatched by
oss downtown users unmatched by
across the Valley. These users include
across the Valley. These users include
ers, students, event attendees, tourists,
ers, students, event attendees, tourists,
nal sports teams, and conventioneers.
nal sports teams, and conventioneers.
residential population continues
residential population co
rive increased demand for
rive increased demand for
menities (variet
menities (varie y of retail, food and
retail, food and
options, increased walkability, signature
options, increased walkability, signature
pace, and quantity and diversity of
pace, and quantity and diversity of
tainment destinations).
tainment des
Demand for a new large-scale “headquarter”
Demand for a new large-scale “headquarter”
convention hotel and luxur
convention hotel and luxu y hotel will suppor
the Phoenix Convention Center by enablin
the Phoenix Convention
downtown to draw larger events and be
downtown to draw la
compete with other entertainment de
mpete with other
across the Valley, nationally, and g
ss the Valley, nati
convention audiences.
ion audiences.
• An increased diversity of re
An increased diversity of re
casual food and beverag
casual food and beverag
locations within down
locations within down
better connect anch
better connect an
amenities to patr
amenities to patr
• Expanded ho
Expanded ho
of downto
of
compo
offse
d
PHYS
wntown has a unique concentration of world cl
unique concentration of world cl
entertainment assets, including: Mortgage Matc
ntertainment assets, including: Mort
Center, Chase Field, Symphony Hall, Herber
Center, Chase Field, Symphony Hall, H
Arizona Financial Theater, Arizona Scienc
Arizona Financial Theater, Arizona Scien
the Phoenix Children’s Museum. This de
the Phoenix Children’s Museum. This de
of diverse entertainment anchors serv
of diverse entertainment anchors serv
a variety of regional residents as w
a variety of regional resid
international visitors.
international visitors.
• Many downtown entertainm
Many downtown enterta
corridors (3
corridors (3rd Street, Jeffe
Street, Jef
Street) that have alrea
Street) that have alrea
o improve mobility
o improve mobility
viding a stron
viding a stron
vestme
vestme

25
STRENGTHS
OPPORTUNITIES
• Downtown is well connected, by freeways and transit,
to the airport, and regional cities that have recently
invested in light rail infrastructure.
• Largely favorable climate with lots of sun and pleasant
temperature outside of summer makes being outdoors
viable almost year-round and allows for unique desert
ﬂora not found elsewhere in the nation.
• In recent years, the City of Phoenix has invested in
signiﬁcant planning efforts that lay a strong foundation
for implementing improvements to downtown’s shade
infrastructure (Shade Phoenix | 2024) and parking
strategy (Downtown Phoenix Comprehensive Parking
Study | 2022).
• Continued improvements to existing infrastructure
will encourage more locals and visitors to
travel downtown, while new opportunities for
micromobility options and a circulator could
incentivize them to stay downtown longer.
• Many smaller open spaces adjacent or connected
to key entertainment anchors present opportunities
for design interventions that transform
underutilized spaces into social hubs, provide
additional shade, and improve thermal comfort.
• The Rio Salado is a crucial element of natural
infrastructure that connects cities and tribal
nations via open space and habitat restoration
of the riparian ﬂora and fauna. A regional effort
is underway to leverage this infrastructure for
greater sustainability and tourism.
• Increase the deployment of shade strategies along
streets, parks and other shared open spaces to
increase the opportunities for social activities
among residents, events, and visitors.
GOVERNANCE
• The City of Phoenix is supported by very active and
committed partners focused on the promotion and
betterment of downtown. Strong partnerships already
exist in marketing, events programming, and streetscape
maintenance.
• The Streetscape Improvement District offers a proven
model for long term success in funding capital
improvement and maintaining enhanced streetscape
corridors.
• The City has proven tools that can support further
economic development in the area and fund capital-
intensive investments. Established City funding structures
such as General Obligation Bonds (G.O. Bond),
Government Property Lease Excise Tax (GPLET), or
the Streetscape Improvement District can support key
interventions.
• An existing infrastructure of artists, and art centered
community organizations (e.g., Latino Cultural Center,
Phoenix Center for the Arts, Phoenix Theater, Children’s
Museum, ArtLink) can support the City’s Ofﬁce of Arts
and Culture in advancing arts programming and public
art across downtown.
• Several prominent sites are located on public land
allowing for easier coordination on long-range
planning for the Entertainment District.
• Downtown Phoenix Inc.’s signiﬁcant marketing
experience in support of downtown events
and programming can support downtown
entertainment anchors (sports teams, performance
venues, and arts and cultural destinations) in
considering opportunities for cross promotion of
downtown attractions.
• Community organizations and entertainment
destinations across downtown are interested in
expanding events and programming if supported
by a more accessible permitting process.
• Downtown has an opportunity to commit to
a large-scale public art program that creates
landmark art installations (beyond mural making),
which express the City’s cultural identity and
invites locals and visitors to experience the City
through this arts lens.
Strengths + Opportunities
'5$)7
5$
5$
5$
5$
5$
NITIES
ng
nts to existing infrastructure
nts to existing inf
e locals and visitors to
e locals and visitors to
, while new opportunities for
, while new opportunities fo
options and a circulator could
options and a circulator could
them to stay downtown longer.
them to stay downtown longer.
smaller open spaces adjacent or connected
smaller open spaces adjacent or connected
ey entertainment anchors present opportunities
ey entertainment anchors present opportunities
r design inter
r design inte ventions that transform
ions
underutilized spaces into social hubs, provide
underutilized spaces into social hubs, provide
additional shade, and improve thermal com
additional shade, and im
• The Rio Salado is a crucial element of n
The Rio Salado is a c
infrastructure that connects cities and
rastructure that c
nations via open space and habit
ns via open spac
of the riparian ﬂora and fauna.
parian ﬂora and
is underway to leverage this
y to leverage th
greater sustainability and
greater sustainability and
• Increase the deploym
Increase the deploym
streets, parks and o
streets, parks and
incr
increase the opp
ease the opp
among reside
among reside
OVERNANCE
x is supported by very active and
x is supported by very active and
ers focused on the promotion and
ers focused on the prom
downtown. Strong partnerships already
downtown. Strong partnerships already
rketing, events programming, and streetscape
keting, events programming, and streetscape
ance.
Streetscape Improvement District offers a pr
Improvement District offers a prov
ov
model for long term success in funding capital
odel for long term success in fundi
improvement and maintaining enhanced stree
improvement and maintaining enhance
corridors.
corridors.
• The City has proven tools that can supp
The City has proven tools that can supp
economic development in the area a
economic development in the area a
intensive investments. Established
intensive investments. Esta
such as General Obligation Bo
such as General Obligat
Government Property Lease
Government Property Le
the Streetscape Improvem
the Streetscape Improve
interventions.
interventions.
An existing infrastr
An existing infrastr
munity or
munity orga
ga
x Cent
x Cent
A
• Sev
a

26
The downtown Phoenix Entertainment District Implementation Plan will shape downtown’s
physical, civic, and social fabric to enhance downtown’s collection of entertainment
destinations, celebrating the unique identity of each. These destinations will be joined by
proximity and allure – a string of interests that enable locals and visitors to have a memorable
experience of Phoenix’s world-class cultural offerings, planned and serendipitous.
Vision Statement
Street Activation Adjacent to Light Rail Station - Jefferson Street Garage / Credit: Nick Ryan
Plan will shape downtown’s
Plan will shape downtown’s
ollection of entertainment
ollection of
ese destinations will be joined by
ese destinations will b
e locals and visitors to have a memorab
e locals and visitors to h
ings, planned and serendipitous.
, planned and serend

27
DOWNTOWN IS “THE DISTRICT.”
Downtown Phoenix exists as a network of distinctive
areas, from Roosevelt Row to the Warehouse District,
encompassing a wealth of destinations for living,
working, entertainment, and culture. This plan deﬁnes
a strategy to enhance the area surrounding the PCC,
Mortgage Matchup Center, Chase Field, and the arts
and cultural destinations surrounding these venues.
While the charge of this strategy is to enhance an
“entertainment district,” the recommendations herein are
formed by understanding that downtown contains great
places, and the primary job of this work is to highlight
and connect them.
TACTICAL STITCHING  A FRAMEWORK IN
LIEU OF A MASTER PLAN
Downtown has grown outward (physically and socially)
over time. As a relatively young city, investments have
focused on dispersed development. As the city matures
beyond its current adolescence, now is the ideal
moment to develop the texture of its public realm. This
texture, created by the layering of history and different
types of uses, requires a tactical approach rather than
a sweeping master plan. The act of stitching brings
together many great destinations in a dynamic way.
Downtown boasts numerous great places, but they
are often isolated, with unclear and unimproved
paths connecting them. Visitors may question, “Is
it worth the walk through this area?” to reach a
destination found on Google. In older cities, a quick
glance around can reveal interesting paths with
various sights, making the journey feel shorter.
Tactical Approach
A tactical focus for an entertainment district prioritizes
developing the interface between public and private
realms – the sidewalks for pedestrians, public land and
buildings, and the edges of private buildings and sites
that connect these destinations.
ENHANCED CONNECTIONS
Through conceptual and technical reviews, along
with input from the Advisory Committee and public
engagement, speciﬁc pedestrian connections were
identiﬁed as priorities to link visitors to various existing
entertainment venues. These connections vary in
condition – some feature well-crafted public edges and
sidewalks, while others are ready for improvement. The
tactical approach aims to preserve what works well
and create new interventions at identiﬁed opportunity
sites, addressing speciﬁc conditions such as building
shade, tree canopy, sidewalk width, storefront
activity, wall openings, lighting, and programming.
This approach builds on existing investments and acts
as a catalyst for further change. It supports small,
medium, and large investment opportunities that can
occur on different timelines, emphasizing that all city
occupants have a role in creating a vibrant public realm.
Business owners, property owners, non-proﬁts, cultural
institutions, sports teams, and City departments can
all contribute to welcoming the public and promoting
public life.
The approach proposed is like
stitching together a string of
pearls – it seems appropriate
for downtown.
– STEVE BETTS
The thing that determines
whether a trip is too far to walk
isn’t distance, or comfort –
it’s interest. I walk until I’m no
longer interested.
– CINDY DACH
'5
owntown boasts numero
owntown boasts numero
ten isolated, with
ten isolated, with
nnecting th
nnecting th
walk
walk
'5$)7
N
y and socially)
d socially)
nvestments have
have
. As the city matures
atures
now is the ideal
re of its public realm. This
e of its public realm. This
yering of history and different
yering of history and different
a tactical approach rather than
a tactical approach ra
plan. The act of stitching brings
plan. The act of stitching b
reat destinations in a dynamic way.
reat destinations in a dynamic way.
ENHANCED CONNECTIO
ENHANCED CONNECTIO
Through conceptual and t
Through conceptual an
with input from the Adv
th input from the Adv
engagement, speci
engagement, speci
identiﬁed as prio
identiﬁed
entertainmen
entert
condition
condi
sidewa
sidewa
tact
tact
$)7
ent district prioritize
ent district prio
een public and private
een public and
pedestrians, public land and
pedestrians, publi
s of private buildings and sites
s of private buildings an
stinations.
tinations.
approach proposed is like
approach proposed is like
tching together a string of
tching together a
pearls – it seems appropriate
earls – it seems a
for downtown.
downtown.
– STEVE BETTS
BETTS
'
thing that determines
hing that determine
hether a trip is too far to walk
hether a trip is too far to
isn’t distance, or comfort –
isn’t distance, or comfort –
it’s interest. I walk until I’m
it’s interest. I walk until I’m
longer interested.
longer interested.
– CINDY DACH
– CINDY

NEEDS DAILY USE RETAIL - VAN BUREN STREET IS UNWELCOMING - VENUES - FARMERS MARKET
HIDDEN GEMS

RESTAURANTS AND STORES CLOSE TOO EARLY - SAFE
CORPORATE CHAINS - BIOSCIENCE HUB - WALKABLE - WELCOMING

DIFFICULT TO ACCESS - HOT

CLEAN - TOO CAR FOCUSED
UNDISCOVERED - TRANSFORMATION - ECLECTIC - LIVABLE - RELEVANT - LACK COHESIVENESS - ART
EXPENSIVE PARKING - DISJOINTED - INNOVATIVE - DEVELOPING

LIVELY

GROWING - SPORTS - CLEAN - BIKING - BLENDED - EVOLVING
A COMMUNITY
FUN - DIRTY
CAPITAL - DISCONNECTED - COMMUNITY FOCUSED - IDENTITY CRISIS - TOO MUCH PARKING - TRAINS
EMPTY PARKING LOTS - LOCAL - MORE RETAIL

UP AND COMING - APPROACHABLE

MATURING - GHOST TOWN AT NIGHT - NOT ENOUGH DIVES
DOWNTOWN PHX ITSELF IS NOT A DESTINATION - ARTSY - A CENTRAL PLACE FOR BUSES - SUSTAINABLE
MANHATTAN OF THE SOUTHWEST - MORE HIGH END - VIBRANT

DENSE
COSMOPOLITAN - PUBLIC SPACE - SHADE CORRIDORS - GREAT POTENTIAL - DIVERSE - CONNECTED

PEDESTRIAN FIRST - LIVE-WORK-PLAY

MUSIC SCENE - POCKETS OF ACTIVITY
WALKABLE CONNECTIONS - MORE TRANSIT - UNIQUE - THRIVING - CHARMING - MORE RESIDENTS
REGENERATIVE - BAR CARS - ACCESSIBLE - MAJOR METRO - SHADE

LONG TERM - OPEN LATE - EASY TO GET IN AND OUT

ART GALLERIES - GREEN SPACE - AN URBAN DESERT
RESTROOMS FOR VISITORS - WALKABLE WINTER PARADISE

LIGHT RAIL

OUTDOOR LIVING SPACE - FRIENDLY - MULTICULTURAL
EXPRESSIVE - SUNSETS - RESILIENT - PATIOS

STRONG - FOOD
OUTDOOR CONCERTS AND EVENTS - BIKING CULTURE - TRANSPARENT - AUTHENTIC - AIR CONDITIONING
TIMES WITH FAMILY
MUSIC - ACTIVATE
NO 3-LANE AVENUES - DISCONNECT TO RECONNECT - ENJOYING THE MOMENT - STIMULATING - ESCAPE
CULTURAL FESTIVALS - ENTERTAINMENT VENUE

CLUBS

REDUCE CAR SPACE - MULTIMODAL TRANSPORTATION - VACATIONS
CONVENTIONS - FAMILY FRIENDLY - EXISTING INFRASTRUCTURE - CONNECTIONS TO THE RIO SALADO
PARKS AND OPEN SPACE - ART MURALS - ADAPTIVE - NATIVE PLANTS - EVENT DRIVEN - LIGHT
CIVICALLY + PHYSICALLY CONNECTED
CULTURALLY + ENVIRONMENTALLY ROOTED
WORLD CLASS SOPHISTICATION
PHX HISTORY + STORIES
WALKABILITY + UNEXPECTED MOMENTS
CONNECTIONS TO SOUTH PHX
LOCAL BUSINESS
SCALABLE EVENTS
INTERGENERATIONAL
SIDEWALK AMENITIES
NEIGHBORHOOD CONNECTIONS
SAFER STREETS
SOCIAL ACTIVITY
UNIQUE EXPERIENCES
LATIN-AMERICAN INFLUENCE
INDIGENOUS
SONORAN DESERT CITY
RIPARIAN CONNECTION
28
Community Engagement Takeaways - Stakeholder Meetings, Public Outreach Meetings/Surveys
'5
ROOMS FOR VISITORS - WALKABLE W
ROOMS FOR VISITORS - WALKABL
LIGHT RAIL

LIGHT RAIL

EXPRESSIVE - SUNSETS - RESILI
EXPRESSIVE - SUNSETS - RESILI
OUTDOOR CONCERTS AND EVEN
OUTDOOR CONCERTS AND EV
MES WITH FAMILY
MES WITH FAMILY
- ACTIVATE
- ACTIVATE
'5$
ONS - MORE TRANSIT - UNIQUE - T
ONS - MORE TRANSIT - UNIQUE -
BAR CARS - ACCESSIBLE - MAJOR M
BAR CARS - ACCESSIBLE - MAJOR M
L
5$)7
DENTITY CRISIS
DENTITY CRISIS - TOO MUCH PARKING
- TOO M
UP AND COMING
UP AN
- A
ATURING - GHOST TOWN AT NIGHT
OST TOWN AT
- N
ON
ON - ARTSY
ARTSY - A CENTRAL PLACE FOR
RAL PLACE FO
ORE HIGH END - VIBRANT
RE HIGH END - VIBRANT
SHADE CORRIDORS
E CORRIDORS - - GREAT POTENT
GREAT POTEN
PE
PE
)7
LT TO A
LT TO A
AN
AN - TOO CAR F
TOO CA
LACK COHESIVENESS
LACK COHES
-
LIVELY
BIKING
IKING - BLENDED
LENDED - EVOLVING
EV
AVENU
AVENU
)7
ONMENTALLY ROOTE
5$
S SOPHISTICATION
'5
ORY + STORIES
'
LOCAL
LOCAL
INTERGENERATIO
INTERGENERATIO

SAFER STREETS
SAFER STREETS

NDIGENOUS
ENOUS

29
Guiding Themes
The Consultant Team’s tactical design response to “stitching” together great destinations
throughout downtown was informed by themes that emerged from stakeholder engagement
and were conﬁrmed through existing conditions analysis. These themes provide guidance on
how best to achieve this in ways that reinforce Phoenix’s unique identity.
CULTURALLY AND ENVIRONMENTALLY ROOTED
The climate, geography, and people of the Southwest, especially those of the Sonoran
Desert, shape distinctive and responsive cultures. Residents adapt their activities in tune
with the dramatic and subtle shifts in weather. Visitors are captivated by the exotic beauty
and overwhelming intensities of scale, trafﬁc, sun, landscape, ﬂora, and fauna. Rich desert
places thrive through their connection to water, which is life-giving. Despite irrigation and
reclamation efforts distancing residents and visitors from it, Phoenix and the surrounding
Valley owe their existence and survival to the Rio Salado. downtown’s proximity to the river
offers opportunities to experience a unique landform and riparian micro-climate that reminds
us of the importance of water in an arid
land. This distinctive landscape, combined
with the region’s unique sociological
makeup—including signiﬁcant concentrations
of Indigenous and Latin-American
communities—and the rapid growth of
Phoenix and its metropolitan area, creates a
popular destination for visitors. Interventions
to improve public space should emphasize
the diverse cultures, distinct landscapes, and
unique materials of this place.
CIVICALLY AND PHYSICALLY CONNECTED
Downtown’s growth has created much-
needed interior space, but less attention
has been paid to the relationship between
activities inside air-conditioned buildings
and the city’s public realm. Programming
and designing the edges of private buildings
and sites to allow for the improvisation of
unexpected uses and spaces is crucial for
generating interest. Externalizing social
activities and community gatherings in
these spaces will create opportunities for
unexpected moments and small wonders
unique to each visit to the Entertainment
District, whether it’s a ﬁrst-time visitor or a
lifelong resident of the city.
Visitors ask us where they
can take their picture next
to a Saguaro cactus or where
they can see the desert.
– DPI DOWNTOWN AMBASSADOR
Phoenix has an authentic
culture that the Entertainment
District can tap into to create
unplanned moments.
– MEMBER OF THE PCA ARTS, CULTURE, AND
PUBLIC LIFE COMMITTEE
'5$)7
ations
ations
engagement
engagement
de guidance on
de guidance on
ally those of the Sonoran
ally those of
adapt their activities in tune
adapt their activi
e captivated by the exotic beauty
e captivated by the exo
ndscape, ﬂora, and fauna. Rich desert
ndscape, ﬂora, and fauna. R
hich is life-giving. Despite irrigation and
ch is life-giving. Despite irri
sitors from it, Phoenix and the surrounding
m it, Phoenix and the
he Rio Salado. downtown’s proximity to the rive
downtown’s prox
que landform and riparian micro-climate that re
que landform and riparian micro-clima
rid
rid
ombined
ombined
ogicalal
ant concentrations
entrations
American
e rapid growth of
etropolitan area, creates a
etropolitan area, creates a
ation for visitors. Interventions
ation for visitors. Interventions
public space should emphasize
public space should e
se cultures, distinct landscapes, and
se cultures, distinct lands
e materials of this place.
e materials of this place.
CIVICALLY AND PHYSICALLY CONNEC
ALLY AND PHYSICALLY CONNEC
Downtown’s growth has created much-
Downtown’s growth has created much-
needed interior space, but less attentio
needed interior space, but less
has been paid to the relationship b
has been paid to the relationship
activities inside air-conditioned
activities inside air-conditioned
and the city’s public realm. P
d the city’s public realm. P
and designing the edges
esigning the
and sites to allow for th
s to allow
unexpected uses an
unexpected uses
generating intere
generating inter
activities and
activities and
these spac
these spac
unexpe
unexpe
niq
niq
$
Visitors ask
Visitors ask
can take t
can take t
to a Sag
to a Sag
they c
th
– DP
– D
$)

30
WORLDCLASS SOPHISTICATION
Phoenix’s position as the largest city of the Southwest
and the ﬁfth largest in the United States, confer on it a
certain expectation for sophistication. Visitors expect
to ﬁnd a full range of experiences in one place. A
sophisticated experience in Phoenix can be as simple
as enjoying a taco stand with authentic local ﬂavors
or dining at a ﬁne restaurant. Sophistication in public
space welcomes people of all economic and social
backgrounds and supports a variety of cultural
experiences, from pop-up street artists and performers
to galleries and museums. The city’s sophistication is
also evident in how residents voluntarily share public
spaces for entertainment and leisure. downtown’s
sports, performing arts, and other entertainment venues
contribute to this inclusive sophistication, offering a wide
range of unique experiences across different costs and
levels of participation.
WALKABILITY
What makes a city walkable depends on multiple
factors, including cultural perceptions of acceptable
mobility modes, convenience and time, the desirability
or hostility of the pedestrian environment, and safety
and the perception thereof. Having useful destinations
that attract people can create activity, visual interests,
and comfort that enhances both interest and
security through having more eyes on the street.
Creating interest, diversity, variability and separation
from trafﬁc along urban streets are essential for
desirable walking conditions. The details matter: quality
of shade, nighttime, easy access points to buildings, and
public amenities for trash and pet-waste disposal.
Climate, particularly sun and heat, affects walkability.
All cities face environmental challenges, and Phoenix
is no exception. In downtown Phoenix, addressing
thermal comfort is crucial and can be accomplished
through various methods, including public investments
in street trees and shade structures. Incentivizing private
property owners to incorporate shade elements like
awnings and structural features in the public right of way
through sensible use-permits and stronger enforcement
of landscape plans can enhance comfort and visual
interest without straining public resources. As new
construction and redevelopment occur in the downtown
area, careful attention, shade provisioning, landscape
opportunities, building orientation, and materials choice
during the design process can help improve thermal
comfort and the walkability of public and private
spaces.
Safety, whether from actual or perceived risks, is vital
for creating walkable places. The growing residential
population downtown and additional “eyes on the
street” will enhance safety. As the quality of the walking
environment improves and supports resident and pet
needs, a greater sense of safety may result. downtown
Phoenix Inc.’s Ambassador and Clean and Green
Team programs foster a sense of hospitality even as
the critical mass of downtown residents grows.
Guiding Themes
Phoenix as the major city
of the Southwest has the
opportunity to be the place
where you come to see the
big show along with all the
major cultural happenings.
– CHRISTINE MACKAY
No one ever goes to
New York City and says, wow,
that city has great ‘through-
put’ on traﬃc.
– RICK NAIMARK
'5$)7
enues
enues
ng a wide
ng a wide
nt costs and
costs and
depends on multiple
depends on m
perceptions of acceptable
perceptions of acce
nience and time, the desirability
nience and time, the d
destrian environment, and safety
destrian environment, and
on thereof. Having useful destinations
on thereof. Having useful destinations
eople can create activity, visual interests,
ple can create activity, visual interests,
rt that enhances both interest and
nhances both interest and
y through having more eyes on the street.
g more eyes on the street.
Creating interest, diversity, variability and separ
Creating interest, diversity, variability and sep
from trafﬁc along urban streets are essential
from trafﬁc along urban streets are essential
desirable walking conditions. The details
desirable walking conditions. The details
of shade, nighttime, easy access point
of shade, nighttime, easy acc
public amenities for trash and pet-w
public amenities for trash and
Climate, particularly sun and
Climate, particularly sun an
cities face environmen
cities face environmen
exception. In dow
exception. In dow
comfort is c
comfort is c
ous
ous
)7
major city
major city
west has the
west has the
y to be the place
y to be the place
ou come to see the
ou come to see the
ow along with all the
ow along with all the
r cultural happenings.
r cultural hap
RISTINE MACKAY
RISTINE MACKAY
$
No one ever goe
No one ever goe
New York City
New York City
that city has
that city has
put’ on tra
put’ on tra
– RICK NAIM
– RIC
$)

31
Private property owners have a remarkable opportunity
to create ‘inviting edges’ that present a welcoming
face to public spaces and right of ways. Caring for the
public realm in front of private properties can greatly
promote a desirable walkable space. A sense of
ownership, investment, and loyalty to responsive private
property owners who personalize and give character to
the city through property maintenance, monitoring local
activities, edge activation, and investments in the right
of way for desired amenities can create a rich tapestry
of the public realm.
Guiding Themes
I feel safe when I see other
people around in a city.
– MARK METTES
THEMATIC FOCUS OF STRATEGIES & RECOMMENDATIONS
'5$)7
)7
n I see other
n I see other
nd in a city.
nd in a city.
S
RECOMMENDATIONS
ECOMMENDATIONS

SECTION THREE
Topic Introduction0

Pop-up Art, Entertainment, F+B, and Retail Vendors - First Friday at Arizona Center / Credit: Nick Ryan

35
PURPOSE OF THE TOPICS
The Consultant Team identiﬁed nine distinct yet interconnected topics as lenses through which
to observe the existing conditions of downtown and to propose tactical inventions to realize the
vision for the Entertainment District. For each topic in this section, the key strategies will advance
the guiding themes underlying the plan’s vision and the ability of key partners, both public and
private, to facilitate a public realm that serves as a stronger foundation and connector for the
many entertainment anchors and institutions that call downtown home.
The speciﬁc topic areas are as follows:
Topic Introduction
Topic A. Open Space
Open space refers to outdoor gathering areas, both public and private, which serve
as an amenity to all of downtown’s users. Whether public, private, or somewhere in
between, this space can come in a range of sizes, from pocket parks to plazas to
signature destination parks. Open space can incorporate green space into the urban
environment and, perhaps most importantly, serves as a publicly accessible gathering
space capable of hosting an assortment of events that bring vibrancy to a city.
Topic B. Streetscape
The streetscape includes the public right of way, serving the comprehensive
transportation needs of pedestrians, cyclists, transit riders, and drivers, including the
ways in which each user experiences nature, lighting, and sidewalk activity along
their journey.
Topic C. Shade
The reality of Phoenix’s climate necessitates critical resources for the shade throughout
the urban realm. Shade can be provided as a natural element with trees or as a
manufactured asset in the form of shade structures and creative architecture. Tall
building forms also provide shading on the ground and, when clustered together as in
downtown, create an environment of shaded corridors.
Topic D. Signage
Signage refers to the physical elements that can announce the identity of a place,
direct people throughout downtown, or provide additional vibrancy to public spaces
as a design element. Signage includes a wide range of scales, from the monumental,
to a directional marker in the pavement, and can exist on both public right of way and
private property.
Topic E. Real Estate
Real estate includes the entire built environment outside of the public right of way and
public parks. Speciﬁcally, real estate is housing, ofﬁces, retail, hotels, entertainment
venues, and public institutions.
'5$
'5$)7
through which
through which
entions to realize the
entions to realize the
strategies will advance
strategies will advance
partners, both public and
artners, both public and
ation and connector for the
ation and connector for the
n home.
n home.
hering areas, both public and private, which se
eas, both public and
wn’s users. Whether public, private, or somewh
ther public, priva
me in a range of sizes, from pocket parks to pla
me in a range of sizes, from pocket par
ks. Open space can incorporate green space i
ks. Open space can incorporate green spac
haps most importantly, serves as a publicly acc
haps most importantly, serves as a publicly acc
hosting an assortment of events that bring vibra
ng an assortment of events that bring vibra
treetscape
etscape includes the public right of way, serving
tscape includes the public right of way, serving
portation needs of pedestrians, cyclists, transit
portation needs of pedestrians, cyclists,
ways in which each user experiences nature, ligh
ways in which each user experiences natu
their journey.
their journey.
Topic C. Shade
Topic C. Shade
The reality of Phoenix’s climate nec
The reality of Phoenix’s climate nec
the urban realm. Shade can be
the urban realm. Shade can be
manufactured asset in the fo
manufactured as
building forms also provid
ding forms also p
downtown, create an
downtown, create an
Topic D. Sign
Topic D. Sign
Signage ref
Signa
direct pe
direct
as a
as a
toto

36
Topic F. Retail Activation
A key, publicly oriented component of real estate is retail space. Retail activation
refers to the density and variety of retail businesses and the value of this activity
in creating a vibrant downtown. This retail is pedestrian-oriented for easy access
from the street that is not dependent solely on automobile patronage.
Topic G. Marketing & Branding
Marketing and branding refers to the ways in which downtown stakeholders
leverage the story of a place to attract existing and new users to the
many entertainment options in downtown. This includes existing ways that
entertainment anchors tell downtown’s story as the go-to place for special
events, and more subtle ways of talking to resident groups and convention
visitors about downtown as a collection of neighborhoods with opportunities
for more spontaneous experiences.
Topic H. Governance & Funding
Governance is the set of policy or partnership mechanisms used to implement
actions recommended in this Plan whereas funding is the set of tools that can
be used to pay for each action.
Topic Introduction
Pop-up Art, Entertainment, F+B, Retail Vendors - First Friday at Roosevelt Row / Credit: Nick Ryan
Retail activation
Retail activat
alue of this activity
alue of this activity
riented for easy access
riented for easy access
ile patronage.
e patronage
n which downtown stakeholders
n which downtow
xisting and new users to the
xisting and new users to
own. This includes existing ways that
own. This includes existing wa
wn’s story as the go-to place for special
’s story as the go-to place
f talking to resident groups and convention
to resident groups an
a collection of neighborhoods with opportunitie
neighborhoods w
periences.
perien
nance & Funding
ance & Funding
s the set of policy or partnership mechanisms us
et of policy or partnership mechanisms us
ommended in this Plan whereas funding is the se
d in this Plan whereas funding is the s
to pay for each action.
h action.

37
Shade, Streetscape and Micro-Mobility - ASU Downtown Campus / Credit: Nick Ryan

38
'

39
Topic A: Open Space
IMPACT STATEMENT
Downtown’s open space will be cemented as one of the critical elements of a vibrant
and widely accessible public realm experience. A range of open space, including a new
signature park and stronger connections between the existing network of City parks and
quasi-public plazas, will enable locals and tourists alike to experience downtown in ways
unique to them within collectively shared public spaces.
OBSERVATIONS
Downtown’s open spaces have evolved in recent decades. The longstanding civic gathering
space at Block 23 and park space at Patriots Park transitioned to accommodate new
development and signiﬁcant City investments opened Civic Space Park (2009) and a
revitalized Margaret T. Hance Park (2023). Key investments increased options for increased
programming as well as daily use of open space, but the parks remain concentrated in the
northern half of downtown, further from key entertainment anchors and cultural institutions.
While many downtowns have centrally located, signature open spaces, this area of
downtown Phoenix lacks that central gathering space. Instead, the public gathers in smaller
plazas, streets, and interstitial spaces, all which can be leveraged as a network. Across
these public spaces there is a lack of public amenities such as restrooms, pet waste stations,
and trash receptacles are limited, and stakeholders consistently call for more public art and
performance spaces.
It is important to understand that the impact of open space on the public realm is not directly
attributable to a larger size. The former Block 23 site served as a large event gathering space
previously and downtown’s current comparable space are the streets themselves. Several sites
identiﬁed in this study may propose large-scale civic spaces that present opportunities for the
extension of districtwide events and downtown activation. However, the smaller transitional
spaces between public and private developments are just as impactful, providing intimate
connections to local businesses and creating spaces for street performers, art installations,
and other unexpected moments essential to the characteristics of an enriched public space.
OPPORTUNITIES
Open space interventions focused on the history of downtown Phoenix and the region’s
Sonoran Desert will reﬂect the identity of the city’s community, culture, and environment in
the identiﬁed zones for improvement. downtown businesses and developers can partner
with local artists to activate their underutilized spaces, while redevelopment and adaptive
reuse projects can focus on protecting the historic elements that tell the story behind
downtown Phoenix’s past. Street closures for events and the transformation of parking lots
into farmers markets are examples of temporary activation of shared open spaces that are
important to Phoenix’s downtown community and must continue to be associated with the
Entertainment District.
'5$)7
vibrant
vibrant
cluding a new
cluding a new
f City parks and
f City parks and
e downtown in ways
downtown in ways
des. The longstanding civic gathering
des. The longstanding civ
ransitioned to accommodate new
ansitioned to accommodate
ened Civic Space Park (2009) and a
d Civic Space Park (2009
Key investments increased options for increased
ents increased opt
space, but the parks remain concentrated in th
arks remain conc
key entertainment anchors and cultural instituti
key entertainment anchors and cultural
ntrally located, signature open spaces, this area
trally located, signature open spaces, this area
central gathering space. Instead, the public ga
al gathering space. Instead, the public ga
tial spaces, all which can be leveraged as a ne
s, all which can be leveraged as a n
re is a lack of public amenities such as restroom
public amenities such as restroom
s are limited, and stakeholders consistently call
are limited, and stakeholders consistently call
ces.
ces.
ant to understand that the impact of open space
ant to understand that the impact of open spa
able to a larger size. The former Block 23 site se
able to a larger size. The former Block 23 site se
iously and downtown’s current comparable spa
iously and downtown’s current comparable spa
dentiﬁed in this study may propose large-scale c
tiﬁed in this study may propose large-scale c
extension of districtwide events and downtow
on of districtwide events and downtow
spaces between public and private develo
tween public and private develo
connections to local businesses and cre
connections to local businesse
and other unexpected moments esse
and other unexpected moments e
OPPORTUNITIES
PPORTUNIT
Open space intervention
space inter
Sonoran Desert will re
n Desert w
the identiﬁed zone
the identiﬁed zon
with local artists
with local artist
reuse projec
reuse projec
downtow
downtow
into fa
into fa

40
A unique opportunity exists to align the critical
redevelopment of the Phoenix Convention Center’s
South Building with an investment in a new signature
downtown open space. The signature space can support
a greater balance of parks and open space across
downtown. The space’s ability to host large scale civic
gatherings while serving as a daily amenity for nearby
residents, workers, tourists, and conventioneers will
establish an unparalleled asset for downtown beﬁtting
of Phoenix’s status as a world class city.
Opportunities to transform vacant lots into parks or
plazas with native landscaping will provide visitors with
an immersive experience into the desert environment,
without leaving the urban core of the city. While current
trends prioritize—and should continue to favor—
broader-leaf, desert-adapted street trees, due to their
ease of maintenance and bounty of shade, intentional
efforts in areas that are suitable can incorporate our
native desert ﬂora, offering an opportunity to celebrate
our unique ecosystem and express the exotic nature of
our region to visitors. To be successful in this harsh urban
environment, desert trees and plants need to be properly
sized, appropriately selected to suit their speciﬁc
location, and installed and maintained effectively.
Maintenance is the cost of a climate responsive city
much like snow removal in mountain cities, hurricane
debris in coastal cities. It is a demonstration of care and
pride in the city.
As downtown embraces a hybrid ecology where desert
vegetation enhances the people-made structures and
non-native vegetation, there is also the opportunity
to provide visitors with access to other aspects of the
region’s unique desert ecology with access to open
space outside of downtown. The are opportunities to
better connect visitors and promote Phoenix speciﬁc
open spaces, such as Rio Salado, South Mountain, and
Papago Park in addition to downtown’s signature open
space assets.
Topic A: Open Space
Open Space and Shade - Roman Catholic Diocese of
Phoenix Virginia G. Piper Plaza / Credit: Nick Ryan
Shaded Open Space for F+B/Retail - The Churchill /
Credit: Nick Ryan
'5$)7
gn the critical
gn the critical
Convention Center’s
Convention C
stment in a new signature
stment in a new si
The signature space can support
The signature space can
parks and open space across
parks and open space across
pace’s ability to host large scale civic
pace’s ability to host large scale civic
le serving as a daily amenity for nearby
le serving as a daily amenity for nearby
orkers, tourists, and conventioneers will
orkers, tourists, and conventioneers will
an unparalleled asset for downtown beﬁtting
an unparalleled asset for downtown beﬁtting
oenix’s status as a world class city.
oenix’s status as a world cl
Opportunities to transform vacant lots into par
portunities to transform v
plazas with native landscaping will provide
with native landsc
an immersive experience into the desert
ve experience in
without leaving the urban core of the
g the urban core
trends prioritize—and should con
trends prioritize—and should co
broader-leaf, desert-adapted
broader-leaf, desert-adapted
ease of maintenance and b
ease of maintenance and b
efforts in areas that are s
efforts in areas that are
native desert ﬂora, o
ative desert ﬂora, o
our unique ecosys
our unique ecosys
our region to v
our reg
environmen
envir
sized, ap
sized,
locat
locat
for F+B/Retail - The Churchill /
Churchill /
Credit: Nick Ryan
ick Ryan

41
Topic A: Open Space
ACTIONS
A1. Increase the number of events at outdoor parks or plazas by designating new and
revitalizing existing civic gathering spaces. The promotion of new and existing gathering spaces should
align with downtown’s portfolio of events.
Due to the current lack of an iconic, centralized, downtown open space with regular programming, the City and
its partners must designate gathering spaces to enable a mix of events in terms of type, scale, and location. In
highlighting and, as necessary, revitalizing designated civic gathering spaces the City will further emphasize nodes
of activity and enable expanded programming. Specifying locations and cultivating different themes of activity will
provide a clearer roadmap for local community organizations to contribute more to the activation of downtown.
DPI event types include: family friendly, activating public spaces, inclusive, promoting downtown businesses,
budget-friendly, multi-cultural, and arts-centric.
Locations for civic gathering include: Chase Field plazas, Herberger Theater East Lawn, Mortgage Matchup
Center East Parking Lot, CityScape, St. Mary’s Basilica, Heritage Square, and Civic Space Park.
A2. Establish a streamlined permitting process for downtown events that reduces time and offers a
clear, accessible, and affordable path for community organizations to secure permits. Speciﬁcally, a coordinated
working group comprised of relevant City departments involved in the permitting process (e.g., zoning, ﬁre,
police, and streets) should meet monthly to provide the community with a single forum for permitting and improve
interdepartmental coordination. Additionally, the process should expand the approval duration associated with
permits to allow a series of events to be approved under a single process.
Incorporating informative signage to advertise the accessible temporary use permitting process of parking lots,
vacant sites, and other locations frequent of temporary uses will raise awareness and help facilitate an increase in
community led programming and events.
The following zoning ordinance adjustments would support a more effective and efﬁcient temporary permitting
process, and thus enable more downtown events:
• City will review Section 307.B to explore if the permit application can be streamlined.
• Section 708.C.3 should include the following amendments:
- allow a reduction in parking beyond zoning requirements when events are held outside of operational hours
- increase the maximum of ﬁve events per calendar year and two events per month on commercial properties,
particularly allowing reoccurring events to be covered under a single permit remove the requirement for
events to not emit direct light greater than one foot candle at the property line or broadcast sound beyond
the boundaries of the property
Reference Section 708.C, Section 708.D, and Section 708.M of the Phoenix Zoning Ordinance for Administrative
Temporary Use Permits, Temporary Use Permits, and Interim Vacant Land Uses
'5$)7
$)
'
ating new and
ating new and
ng gathering spaces should
ng gathering spaces sh
regular programming, the City and
regular programming, the City and
rms of type, scale, and location. In
rms of type, scale, and location. In
paces the City will further emphasize nodes
paces the City will further emphasize nodes
and cultivating different themes of activity will
and cultivating different themes of activity will
ontribute more to the activation of downtown.
ontribute more to the activation of downtown.
es, inclusive, promoting downtown businesses,
es, inclusive, promoting down
s, Herberger Theater East Lawn, Mortgage Ma
r Theater East Law
ca, Heritage Square, and Civic Space Park.
are, and Civic Sp
rocess for downtown events
rocess for downtown events that reduces
that red
mmunity organizations to secure permits. Speciﬁ
mmunity organizations to secure permits. Speci
departments involved in the permitting process (
partments involved in the permitting process (
to provide the community with a single forum fo
ovide the community with a single forum fo
ionally, the process should expand the approva
he process should expand the appro
o be approved under a single process.
ed under a single process.
age to advertise the accessible temporary use p
e to advertise the accessible temporary use p
ions frequent of temporary uses will raise aware
ons frequent of temporary uses will rais
ing and events.
ing and events.
ordinance adjustments would support a more e
ordinance adjustments would support a more
enable more downtown events:
enable more downtown e
view Section 307.B to explore if the permit app
view Section 307.B to explore if the permit app
708.C.3 should include the following amendm
.C.3 should include the following amendm
llow a reduction in parking beyond zoning req
ion in parking beyond zoning req
- increase the maximum of ﬁve events per cale
- increase the maximum of ﬁve event
par
particularly allowing reoccurring events to
ticularly allowing reoccurring even
events to not emit direct light greater th
events to not emit direct light greater th
the boundaries of the property
the boundaries of the property
Reference Section 708.C, Section 70
Reference Section 708.C, Section 70
Temporary Use Permits, Temporary
Temporary Use Permits, Temp

42
ACTIONS
A3. Establish a pilot or temporary navigator position within the City of Phoenix to serve as a
designated point person capable of guiding members of the community through the event permitting and planning
process.
A designated contact at the City, in close collaboration with DPI, will pair with a streamlined permitting process
to enable more grassroots events and programming across downtown. Currently, the City’s permitting process for
a basic event without a stage or tents includes 8 steps costing $2.5K+. In addition to the likely prohibitive cost, a
speciﬁc point of contact, the process will remain inaccessible for any smaller scale community organizations or
groups looking to plan an event for the ﬁrst time. This position could look similar to that in the City of Tempe, which
hosts a dedicated Special Events Ofﬁce to efﬁciently facilitate programming and events across the City.
Sections of the Zoning Ordinance and Phoenix City Code related to temporary use permits and temporary use
of the right of way should include amendments to reference the event permit navigator position as a resource for
organizations planning events.
A4. Incorporate a new, iconic downtown open space, into the Phoenix Convention Center
South redevelopment plan, capable of hosting large gatherings and accessible to both conventioneers and
the general public.
An additional iconic downtown gathering space will provide the platform to host increased events and
programming adjacent to the PCC, Mortgage Matchup Center, and Chase Field. The iconic space can also serve
as an additional day to day public amenity/open space outside of events and programming and serve as a
central civic gathering space for residents, regional visitors to downtown, and conventioneers and tourists.
• Community and Economic
Development
• Ofﬁce of Arts and Culture
• Planning and Development
Department
• Parks and Recreation Department
• Phoenix Convention Center
• Ofﬁce of Heat Response and
Mitigation
• Downtown Phoenix Inc.
• Phoenix Art Museum
• Heard Museum
• Phoenix Suns
• Arizona Diamondbacks
• Herberger Theater Center
• St. Mary’s Basilica
KEY PARTNERS
Topic A: Open Space
'5$)7
$)
5$
hoenix
hoenix to serve as a
to serve
event permitting and planning
event permitting and pl
a streamlined permitting process
a streamlined permitting process
rrently, the City’s permitting process for
rrently, the City’s permitting process for
n addition to the likely prohibitive cost, a
n addition to the likely prohibitive cost, a
smaller scale community organizations or
smaller scale community organizations or
d look similar to that in the City of Tempe, which
d look similar to that in the City of Tempe, which
rogramming and events across the City.
rogramming and events acro
elated to temporary use permits and temporary
ed to temporary use perm
ce the event permit navigator position as a reso
ent permit navigator
open space, into the Phoenix Conventio
open space, into the Phoenix Con
osting large gatherings and accessible to both c
osting large gatherings and accessible to both
g space will provide the platform to host increa
ace will provide the platform to host increa
ortgage Matchup Center, and Chase Field. The
Matchup Center, and Chase Field. T
amenity/open space outside of events and pro
en space outside of events and pro
residents, regional visitors to downtown, and c
al visitors to downtown, and c
'5$
y and Econo
ment
s and Culture
Planning and Development
Department
• Parks and Recreation Department
• Phoenix Conventio
• Ofﬁce of Heat
Mitigation
t
•
PARTNER

43
Open Space and Shade - Chase Field Plaza - Credit: Nick Ryan

44
'

45
Topic B: Streetscape
IMPACT STATEMENT
Strengthening downtown’s streetscape, the interface between buildings and the street, while
promoting diverse mobility options, will help aggregate a critical mass of people downtown,
creating a more concentrated, yet diverse urban fabric. Enhancing multimodal connections
through streetscape and mobility interventions will improve the experience between existing
and new entertainment venues. A pedestrian-ﬁrst approach is necessary to consider the transit
modalities that pedestrians take to and from the district emphasizing sidewalks, lighting, shade,
and street activation making moving between sites more comfortable, safe, and inviting.
OBSERVATIONS
Sidewalks are essential to mobility and deﬁning the pedestrian experience, with the ability
to activate the public realm and create a connected downtown. Wide sidewalks with shade,
ample lighting, landscaping, seating, and dining opportunities create important third spaces and
enhance pedestrian comfort and engagement.
While generally clean and well-maintained, many sidewalks remain utilitarian, lacking the
comfort and character more suited to a vibrant entertainment district. Lighting is inconsistent,
impacting safety and ambiance, especially during peak nighttime activity. Moreover, narrow
sidewalks in critical locations make it difﬁcult for people to walk together or pass and are less
desirable for circulation. Additionally, the network is fragmented with circulation around the PCC
unclear and connections to adjacent neighborhoods like Roosevelt Row and the Warehouse
District spotty or underdeveloped, often with poor signage. Public amenities such as restrooms,
pet waste stations, and trash receptacles are limited, and stakeholders consistently call for more
public art and performance spaces.
Existing Streetscape - 3rd + Jackson Street Looking West / Credit: Nick Ryan
5$)7
e street, while
e street, while
eople downtown,
eople downtown,
modal connections
modal connections
ience between existing
nce between existing
essary to consider the transit
essary to consider the transit
izing sidewalks, lighting, shade,
izing sidewalks, lighting, shade,
mfortable, safe, and inviting.
mfortable, sa
the pedestrian experience, with the ability
pedestrian experience, w
nected downtown. Wide sidewalks with shade,
wntown. Wide side
dining opportunities create important third spac
ties create impor
gement.
gement.
maintained, many sidewalks remain utilitarian, l
aintained, many sidewalks remain utilitarian, l
uited to a vibrant entertainment district. Lighting
to a vibrant entertainment district. Lighting
ance, especially during peak nighttime activity
ecially during peak nighttime activit
ations make it difﬁcult for people to walk togeth
difﬁcult for people to walk togeth
tion. Additionally, the network is fragmented wi
on. Additionally, the network is fragmented wi
nections to adjacent neighborhoods like Roosev
nections to adjacent neighborhoods like
or underdeveloped, often with poor signage. P
or underdeveloped, often with poor sign
stations, and trash receptacles are limited, and s
stations, and trash receptacles are limited, an
art and performance spaces.
art and performance spac

46
Topic B: Streetscape
Since the redevelopment of the Block 23 site that
had served as downtown’s large public gathering
space for events like NCAA Final Four and NFL Super
Bowl Fan Fest, downtown no longer has a ﬂexible
gathering space for civic events. Public places are
increasingly being utilized to accommodate these
needs, but the lack of dedicated gathering spaces
in the public realm hinders opportunities for the
unexpected moments that make a place special to
occur. Relatedly, event-related clutter, such as trafﬁc
signs and barracades, often remain in public spaces
long after the event has concluded, which detracts from
the streetscape and impedes non-vehicular mobility.
Much of downtown’s streetscape improvements to date
have been conducted in a piecemeal fashion out of
necessity. downtown’s entertainment district has over
the past two decades been the nucleus of many large-
scale development projects, evolving as needed as one
project begins construction while another completes its
redevelopment. These projects, private and public, often
responded to singular site conditions with an inward
focus rather than interacting with and enhancing the
surrounding environment. The entertainment district is at
a point where more holistic design and implementation
planning for streetscape improvements are needed. The
City of Phoenix must employ high level design thinking
in interactions between City departments and with
private landowners to ensure that the resulting public
realm (whether built by the City directly or by private
developers) reﬂects a long-term and cohesive visual
identity instead of one that is disconnected.
OPPORTUNITIES
Downtown’s streetscape, the interface between buildings
and public streets, can play a crucial role as the venue
for entertainment at the individual or group levels. To
encourage greater connectivity between entertainment
anchors and provide opportunities for more
spontaneous experiences, new streetscape interventions
should be employed at a range of scales, from tactical
and site-speciﬁc, to comprehensive district wide.
Streetscape Shade and Cooling - Blanco Cocina + Cantina / Credit: Nick Ryan
Streetscape and Shade - Renaissance Phoenix Downtown Hotel / Credit: Nick Ryan
'5$)7
date
date
ut of
ut of
has over
as over
many large-
y large-
as needed as one
as one
nother completes its
es its
private and public, often
rivate and public, often
)7
ons with an inward
ons with an inw
ith and enhancing the
ith and enhan
he entertainment district is at
he entertainment d
stic design and implementation
stic design and impleme
ape improvements are needed. The
pe improvements are needed
ust employ high level design thinking
ust employ high level design thinking
between City departments and with
between City departments and with
downers to ensure that the resulting public
downers to ensure that the resulting public
whether built by the City directly or by private
whether built by the City directly or by private
opers) reﬂects a long-term and cohesive visual
opers) reﬂects a long-term and cohesive visual
entity instead of one that is disconnected.
ntity instead of one that is di
OPPORTUNITIES
RTUNITIES
Downtown’s streetscape, the interface
streetscape, the
and public streets, can play a cruci
and public streets, can play a cr
for entertainment at the individu
for entertainment at the individu
encourage greater connectiv
encourage greater connectiv
anchors and provide opp
anchors and provide opp
spontaneous experien
ontaneous experien
should be employe
should be employe
and site-speciﬁc
and site-

47
These interventions must result in streets that more
effectively serve those traveling to and within downtown
on foot, by bike, and via other micromobility options.
This includes creating more visual interest via
more ﬂexible use of materials by public and
private landowners and investing in amenities
that promote comfort and encourage interaction in the
public realm. For example, paving materials, shade
amenities, chilled water stations, street and
venue lighting, signage, and well-maintained,
diverse landscape zones can be creatively utilized
as visual identiﬁers that establish interest along the
ground plane. This promotes clearer walking paths,
evoking the idea of a yellow brick road or trail of
breadcrumbs between destinations. In addition, these
strategies can be applied to the interior corridors and
spaces that have direct connections to the streetscape
and various opportunity sites. The connection from
Adams to 5th Street through the Phoenix
Convention Center is one opportunity to integrate
these design strategies and create a new, thermally
protected corridor that can provide adjacent art space
or food vendors to conventioneers, locals, and visitors.
Opportunities to experience art installations
and performances in the public realm should
be incorporated into streetscape
improvements. Underutilized space and blank
walls around downtown are ideal opportunity sites
and corridors for art and performance spaces to
strengthen connections between existing areas
of activity and become destinations of their own.
Whether through murals, sculptures, or interactive
installations (temporary or permanent), artists can
respond to existing conditions by utilizing these spaces
as a canvas for their expression and encourage
further evolution of downtown’s cultural identity.
In addition to the need for more art, the support for
having day-to-day street performers and vendors was a
high priority voiced by community stakeholders. Residents
and visitors expressed the desire to have a changing
experience with each visit to downtown Phoenix.
Topic B: Streetscape
Street Lighting and Open Space - Roman Catholic Diocese
of Phoenix Virginia G. Piper Plaza / Credit: Nick Ryan
Shaded Sidewalk and Public Art - Local Studio / Credit: Nick Ryan
Streetcape Lighting and Activity - Arizona Center / Credit: Nick Ryan
Street Lighting - 2nd Street / Credit: Nick Ryan
'5$)7
ese
ese
rs and
rs and
reetscape
etscape
ction from
n from
Phoenix
rtunity to integrate
ate
ate a new, thermally
e a new
provide adjacent art space
provide adjacent art space
ntioneers, locals, and visitors.
ntioneers, locals, and visitors.
o experience art installations
o experience art installat
ances in the public realm should
ances in the public realm should
rated into streetscape
ed into streetscape
ements. Underutilized space and blank
Underutilized space and blank
around downtown are ideal opportunity sites
ound downtown are ideal opportunity sites
d corridors for art and performance spaces to
d corridors for art and performance spa
strengthen connections between existing areas
strengthen connections between existing area
of activity and become destinations of their o
of activity and become destinations of their o
Whether through murals, sculptures, or in
Whether through murals, sculptures, or in
installations (temporary or permanent
installations (temporary or pe
respond to existing conditions by u
respond to existing conditions
as a canvas for their expression
as a canvas for their expressi
further evolution of downtow
further evolution of downtow
ition to the need
ition to the need
ay-to-day
ay-to-day
voic
voic
Street Lighting
Street L
- 2nd Street / Credit
)7

48
Topic B: Streetscape
major events in the public right-of-way.
This need was made more apparent following the
development of the former Block 23 site that previously
hosted large gatherings for concerts and major sports
events. The use of Block 23 occurred in response to the
loss of the original Patriot’s Square open space that was
replaced by the CityScape development. If changes
are made to existing streets to serve as the home
for large, temporary events, those improvements
must incorporate street design elements that
make use safe and attractive outside of event
closures. The resulting street improvements should
create better conditions for the everyday user, not just
event attendees.
Encouraging pop-up musical performances
in open space from local artists, food trucks
along streets, and other activation strategies
in the public realm will build the audience
for and further strengthen the identity of the
Entertainment District.
Beyond streetscape interventions that create safer
conditions, enhance visual interest, and strengthen
connectivity for the day-to-day user, downtown
stakeholders are exploring ways to enable ﬂexible
use of the existing streetscape to accommodate civic
gatherings and special events of all sizes. Currently, the
goal of this exercise is to identify an appropriate
location that can host civic gatherings and
'5$)7
ght-of-way.
ght-of-way.
parent following the
parent followin
Block 23 site that previously
Block 23 site that
for concerts and major sports
for concerts and major
ock 23 occurred in response to the
ck 23 occurred in response to
l Patriot’s Square open space that was
l Patriot’s Square open space that w
e CityScape development. If changes
e CityScape development. If changes
o existing streets to serve as the home
o existing streets to serve as the home
, temporary events, those
, temporary events, t
improvements
ents
t incorporate street design elements tha
t incorporate street design elements tha
ake use safe and attractive outside of e
ake use safe and attract
closures.
ures. The resulting street improvements sh
The resulting stree
create better conditions for the everyday u
better conditions f
event attendees.
dees.

49
ACTIONS
B1. Conduct a streetscape master planning exercise and associated implementation plan that
builds upon the priorities and recommendations in this report. This plan will guide DPI’s and the City’s shade and
streetscape investments in downtown’s public rights-of-way. Capital investments for priority corridors designated
in the plan should be included in the City’s Capital Improvement Plan and in the next GO Bond effort, with
maintenance agreements executed between the City and DPI in coordination with the Street Transit Department
and Ofﬁce of the City Engineer.
DPI is a trusted partner who works closely with various City departments and private property owners to plant
and maintain trees, landscaping, and some street furniture on behalf of the wider district. This work often unfolds
on an ad-hoc basis, aligned with funding availability and coordination with partners. A master plan could go
beyond replacement of trees in existing tree wells to include a kit of parts that improve streetscape environment
at differing levels of intensity and investment. This could include expanded corners with seating and benches,
rain gardens/stormwater collection sites, and structural shade elements where right-of-way conﬂicts are not
amenable tree planting.
B2. Leverage the proposed Street Outdoor Event Space project to prioritize day-to-day pedestrian
safety and comfort, trafﬁc calming measures, and enhanced streetscape and beautiﬁcation.
Streets Department and Downtown Phoenix Inc. are working together to plan improvements to a corridor
in downtown that will enable greater ﬂexibility for hosting major events in the public right-of-way. These
improvements must include greater investment in street design elements that make this a safe and attractive
corridor outside of event closures. Downtown Phoenix Inc.’s commitment to replacing the palm trees and
other landscaping being removed in the median with shade trees on the sidewalks are a good start, but other
design elements should be incorporated including mid-block crossings with special paving, bulb-outs, ﬂexible
landscape planters, and street furniture as coordinated by the Street Transportation Department.
Topic B: Streetscape
Equally important to streetscape improvements are
the policy tools that support long-term investment in
mobility and access. The City’s Parking Master
Plan outlines strategies to reinvest parking
revenues into infrastructure that supports
walking, biking, and last-mile connections—
critical components of a thriving entertainment
district. By dedicating a portion of on-street meter
revenue to a special fund, in collaboration with the
Street Transportation Department and with City Council
approval, the City can ensure a sustainable source of
funding for these improvements.
Additionally, updating the Sunburst Event
Management Plan to reﬂect the district’s
growing residential population and
multimodal transit options will help balance the
needs of visitors and locals, making downtown more
livable and accessible for all.
'5$)7
5$
'
ACTIONS
pe master planning exercise and asso
pe master planning exercise and
and recommendations in this report. This plan
and recommendations in this report. Th
ts in downtown’s public rights-of-way. Capital
ts in downtown’s public rights-of-way. Cap
be included in the City’s Capital Improvement
be included in the City’s Capital Improvement
reements executed between the City and DPI
reements executed between the City and DPI
the City Engineer.
he City Engineer.
usted partner who works closely with various C
artner who works closely with various C
aintain trees, landscaping, and some street furn
landscaping, and some street furn
n ad-hoc basis, aligned with funding availabi
ad-hoc basis, aligned with funding availabi
eyond replacement of trees in existing tree we
eyond replacement of trees in existing tr
at differing levels of intensity and investment.
at differing levels of intensity and investmen
rain gardens/stormwater collection sites, a
rain gardens/stormwater collection sites, a
amenable tree planting.
amenable tree planting.
B2. Leverage the proposed S
B2. Leverage the propo
safety and comfort, trafﬁc calmi
safety and comfort, trafﬁc c
Streets Department and Dow
Streets Department and Do
n downtown that will ena
n downtown that will ena
rovements must inc
rovements must inc
or outside of e
or outside of e
dscapin
dscapin
en
en
burst Event
burst Event
ect the district’s
ect the distri
pulation and
pulation and
ptions
ptions will help balance the
will help balanc
locals, making downtown more
ocals, making downtown mor
ible for all.
ible for all.

50
ACTIONS
B3. Invest in on-street storage solutions paired with public art to house trafﬁc signs and barriers
used in facilitating event trafﬁc.
Currently, the trafﬁc maintenance signs to facilitate the Sunburst Plan are left out on the street in between uses,
creating a less visually appealing atmosphere and presenting the risk of theft or vandalism. Storage units, containers,
or mobile trailers could remove the signs and barriers from the public eye and provide a canvas for increased public
art.
B4. Create a pedestrian-oriented east-west connection from 3rd Street to Heritage Square, from
the PCC and across 5th Street to increase visual interest, access, and clarity of connections along the corridor. The
pairing of Washington Street as a complimentary pedestrian-oriented east-west corridor will support circulation
when the PCC is hosting events. Streetscape improvements and integration of art along Washington Street will help
improve the pedestrian experience and create more connections throughout the Entertainment District.
The creation of a new, thermally protected corridor can provide pedestrians with spaces for art, food vendors, and
other unexpected moments in a unique way. The use of paving as a visual identiﬁer, through different materials and
patterns as approved by the Streets Department, will help encourage exploration along a speciﬁc route or deﬁne
a space to invite activation along this interior corridor. Incorporating shade structures and utilizing existing building
shade can create extensions of the corridor, strengthening pedestrian connections to adjacent entertainment
venues/sites.
B5. Invest in amenities identiﬁed in the streetscape master planning exercise, as described in Action
B1. These amenities should include water stations, furniture, pet stations, and trash receptables and have clear
locations identiﬁed for their placement.
The location for these amenities should be considered under the master planning exercise listed under Action B1.
B6. Continue to invest in 3rd Street as an intensiﬁed pedestrian-oriented north-south corridor,
connecting the anchor entertainment destinations of Mortgage Matchup Center and Chase Field with the PCC,
Canyon on Third, Herberger Theater, Roosevelt Row, and the Warehouse District to Rio Salado 3rd Street Pedestrian
Bridge. This can be accomplished through improved conditions from shade, lighting, art murals/installations, and
other streetscape interventions to enhance the pedestrian experience and encourage circulation along 3rd Street.
Working with adjacent stakeholders to transition form a car centric street, Transitioning from a car-centric street
to a multimodal street that promotes the use of micromobility programs and shared circulators, where compatible
with Canyon on Third’s use as rentable space for PCC events, will improve accessibility and connections to all
the adjacent entertainment destinations. Increased activation of the public realm in this primary corridor will help
populate the spaces that stitch public and private developments together, while the transformation of existing
entertainment venues will create opportunities for unexpected moments that attract exploration and wonder.
Reference details of opportunity sites for PCC South, Canyon on Third, and The Lawn in Section 4 of Implementation
Plan for site speciﬁc streetscape interventions.
Topic B: Streetscape
'5
'5$)7
)7
$
5$
rafﬁc signs and barriers
rafﬁc signs and
on the street in between uses,
n the street in between uses,
or vandalism. Storage units, containers,
or vandalism. Storage units, containe
nd provide a canvas for increased public
nd provide a canvas for increased public
from 3
from 3rd
rd Street to Heritage Square,
Street to Heritage Square, from
from
and clarity of connections along the corridor. Th
and clarity of connections along the corridor. Th
oriented east-west corridor will support circulat
riented east-west corridor w
and integration of art along Washington Street
ntegration of art along W
nections throughout the Entertainment District.
roughout the Enter
an provide pedestrians with spaces for art, foo
trians with space
use of paving as a visual identiﬁer, through diffe
use of paving as a visual identiﬁer, throug
nt, will help encourage exploration along a spe
nt, will help encourage exploration along a sp
r corridor. Incorporating shade structures and u
corridor. Incorporating shade structures and u
or, strengthening pedestrian connections to adj
trengthening pedestrian connections to adj
iﬁed in the streetscape master planning
treetscape master planning
ude water stations, furniture, pet stations, and tr
de water stations, furniture, pet stations, and tr
placement.
placement.
enities should be considered under the master
enities should be considered under the
nvest in 3
nvest in 3rd
rd Street as an intensiﬁed pede
Street as an intensiﬁed ped
nchor entertainment destinations of Mortgage M
nchor entertainment destinations of Mortgage M
rd, Herberger Theater, Roosevelt Row, and the
rd, Herberger Theater, Roosevelt Row, and the
can be accomplished through improved condi
be accomplished through improved condi
eetscape interventions to enhance the pedestria
nterventions to enhance the pedestria
king with adjacent stakeholders to transition form
ng with adjacent stakeholders to transition form
a multimodal street that promotes the use of mic
a multimodal street that promotes the us
with Canyon on Third’s use as rentable space f
with Canyon on Third’s use as rentable spac
the adjacent entertainment destinations. Incr
the adjacent entertainment destinations. Incr
populate the spaces that stitch public and
populate the spaces that stitch public and
entertainment venues will create oppo
entertainment venues will create oppo
Reference details of opportunity site
Reference details of opportu
Plan for site speciﬁc streetscape i
Plan for site speciﬁc streetsca

51
• Community and Economic Development
Department
• Planning and Development Department
• Ofﬁce of Heat Response and Mitigation
• Arts and Culture
• Phoenix Convention Center
• Arizona Diamondbacks
• Phoenix Suns
• Downtown Phoenix Inc.
• Street Transportation Department
• Parks and Recreation Department
• Police Department
KEY PARTNERS
ACTIONS
B7. Establish Jefferson and Washington Streets as primary pedestrian-oriented east-west
corridors for the Entertainment District. Along Jefferson Street, this will connect the Collier Center to the PCC,
Mortgage Matchup Center, and Chase Field with activations of sidewalks through improved landscaping, shade
structures, lighting, and extensions of entertainment venues, retail, and food and beverage space as approved by
appropriate City departments. Streetscape improvements and integration of art along Washington Street will help
improve the pedestrian experience and create more connections throughout the Entertainment District.
Activation of sidewalks through improved landscaping, shade structures, and outdoor extensions of entertainment
venues, retail, and food and beverage space will change the character of Jefferson Street and continue the
momentum developing along Washington Street. Transformation of parking lots, garages, and underutilized sites
into parks, cultural hubs, and new developments will create opportunities to further build upon the success of the
major venues along the Jefferson Street Corridor. New, innovative strategies for signage will assist with circulation
through the corridor during the day, while interactive lighting methods activate open spaces and animate the
corridor at night. Reference details of opportunity sites for Market Station, Sonora Field, Plaza del Sol, and Lot on
3rd in Section 4 of Implementation Plan for site speciﬁc interventions.
B8. Coordinate with Street Transportation Department and Active Transportation to reevaluate.
The City should assess the existing micromobility options to ensure full coverage of downtown, including strategic
placement of adjacent to existing transit infrastructure, entertainment attractions, residential communities, hotels, and
dining locations.
Reintroduce micromobility options, like the E-Bike, to pair with the electric scooters to diversify options to accommodate
downtown Phoenix’s intergenerational community. A series of micromobility “stations” should be located strategically
along key corridors and venues to promote continued exploration to/from other entertainment locations.
B9. Launch a pilot for a private downtown circulator in partnership with a corporate sponsor, connecting
major destinations and enhancing accessibility in a way that is additive to the City’s existing public transit
investments.
Topic B: Streetscape
'
• Community and Econ
Department
Planning and D
ce of H
5$
5$)7
$)
5$
riented east-west
riented east-we
ect the Collier Center to the PCC,
ect the Collier Center to
h improved landscaping, shade
h improved landscaping, sha
d beverage space as approved by
d beverage space as approved by
art along Washington Street will help
art along Washington Street will help
out the Entertainment District.
out the Ente
res, and outdoor extensions of entertainment
res, and outdoor extensions of entertainment
acter of Jefferson Street and continue the
acter of Jefferson Street
n of parking lots, garages, and underutilized site
n of parking lots, garages, a
pportunities to further build upon the success of
portunities to further build u
ovative strategies for signage will assist with ci
ve strategies for signage
hting methods activate open spaces and anima
ds activate open
s for Market Station, Sonora Field, Plaza del S
ion, Sonora Field
ciﬁc interventions.
ciﬁc int
tion Department and Active Transportat
tion Department and Active Transportat
bility options to ensure full coverage of downtow
ty options to ensure full coverage of downtow
nfrastructure, entertainment attractions, residentia
ucture, entertainment attractions, residentia
like the E-Bike, to pair with the electric scooters
to pair with the electric scooters
ational community. A series of micromobility “sta
ional community. A series of micromobility “sta
ues to promote continued exploration to/from ot
ues to promote continued exploration to/
or a private downtown circulator
or a private downtown circulator in part
in
nd enhancing accessibility in a way that is addi
nd enhancing accessibility in a way that is ad

53
Topic C: Shade
IMPACT STATEMENT
All great cities prioritize interesting, walkable corridors between destinations, despite their
own unique climate or weather conditions. By investing in and incentivizing new shade
infrastructure while maintaining existing shade assets, downtown Phoenix will reach its fullest
potential for connectivity, ensuring that entertainment and other destinations are walkable,
regardless of the unique challenges posed by its Sonoran Desert climate.
OBSERVATIONS
Downtowns in cities of all climates and geographies largely rely on plentiful “free” shade
that results from existing buildings and structures. Shade trees, awnings, balconies, and
other shade structures add to create a comfortable environment for those walking or biking
the city’s streets. And while Phoenix is not unique in this regard, its climate elevates the
importance of shade infrastructure for making walking safe and comfortable. Like other
elements of downtown’s streetscape, the amount and quality of shade varies by location and
is largely dependent on site ownership, deployment of scarce resources, and coordination
among parties in control.
Shade Structure along Open Space - Arizona Center / Credit: Nick Ryan
'5$)7
despite their
despite their
new shade
new shade
x will reach its fullest
x will reach its fullest
nations are walkable,
tions are walkable,
climate.
climate
rgely rely on plentiful “free” shade
rgely rely on plentiful “fre
ade trees, awnings, balconies, and
ade trees, awnings, balconie
ble environment for those walking or biking
nvironment for those wal
que in this regard, its climate elevates the
regard, its climate e
king walking safe and comfortable. Like other
and comfortable
e amount and quality of shade varies by locatio
e amount and quality of shade varies by
hip, deployment of scarce resources, and coord
hip, deployment of scarce resources, and coo

54
Essential corridors connecting downtown’s entertainment
anchors, for example, are especially devoid of shade
infrastructure. Intersections along much of Jefferson
Street lack natural or built shade and the street light
timing is such that pedestrians may be waiting on four
corners of what feels like an extended period on a
sunny day. Neglected trees can be found throughout
downtown reducing the potential for shade and
negatively impacting the visual quality and character
of the district. Empty planting zones are also scattered
throughout the district, drawing attention to areas where
trees once lived. One corridor that provides consistent
built shade to pedestrians from existing high-rise
buildings is Washington Street. However, pockets of
retail and business dispersed along this corridor that
are paired with a lack of activation at the ground plane,
currently challenge the creation of a strong East-West
connection for the Entertainment District.
In a rapidly changing environment like downtown
Phoenix, growing and mature street trees are often
victims of progress. Development projects consistently
remove mature trees along tree lined streets, often
sanctioned by City of Phoenix, going against the
city’s stated goals and regulations. While these trees
are typically replaced, this restarts the long and slow
process of a young tree’s struggle to adapt to the harsh
heat island of downtown. This also has the effect of
reducing the visual quality of a street with a consistent
tree canopy derived from trees planted together at the
same time. Trees not only provide shade for people, but
also provide habitats for small birds, and visually soften
the walking experience. Building robust shade requires
diligence and close collaboration among all downtown
players to maintain mature trees and work around
them to ensure widespread shade coverage and curb
appeal. Downtown Phoenix Inc.’s advocacy for greater
street tree coverage and investment in tree plantings
throughout its district are notable bright spots that need
far wider deployment.
Topic C: Shade
Natural Shade along Open Space - ASU downtown Campus /
Credit: Nick Ryan
Building Shade along Streetscape - 2nd Avenue + Monroe Street /
Credit: Nick Ryan
'5$)7
wntown’s entertainm
wntown’s ente
ecially devoid of shade
ecially devoid
along much of Jefferson
along much of Jef
ilt shade and the street light
ilt shade and the street l
destrians may be waiting on four
estrians may be waiting on fo
els like an extended period on a
els like an extended period on a
glected trees can be found throughout
glected trees can be found throughout
reducing the potential for shade and
reducing the potential for shade and
ly impacting the visual quality and character
ly impacting the visual quality and character
e district. Empty planting zones are also scattere
e district. Empty planting zones are also scattere
roughout the district, drawing attention to areas
oughout the district, drawing
trees once lived. One corridor that provides co
once lived. One corrid
built shade to pedestrians from existing hig
ade to pedestrian
buildings is Washington Street. Howeve
s Washington Str
retail and business dispersed along t
ness dispersed a
are paired with a lack of activatio
are paired with a lack of activati
currently challenge the creatio
currently challenge the creatio
connection for the Entertain
connection for the Entertain
In a rapidly changing
n a rapidly changing
Phoenix, growing
Phoenix, growing
victims of prog
victims
remove mat
remo
sanction
sanctio
city’s
city’s
ar
ar
2nd Avenue + Monroe Street /
oe Street /
Credit: Nick Ryan
ick Ryan

55
Topic C: Shade
Downtown’s urban typology is often seen as antithetical
to the surrounding desert landscape—these are in many
ways different ecosystems that support different types of
life. Native trees, for example, often struggle to provide
effective shade in planting areas that are ill-suited for
their survival. In many cases, native desert trees have
been replaced with tree species that have broader
leaf structure with a goal to provide more shade and
reduce maintenance. downtown stakeholders have
long adopted a “right tree, right place” framework for
planting trees that are well-equipped to surviving in
downtown’s harsh environment. These often include
non-native, desert-adapted species that grow faster and
in a form more amenable to tight planting environments.
While this is not unique to Phoenix, many visitors and
stakeholders lament the absence of native Sonoran
Desert ﬂora in downtown. For visitors, seeing the
indigenous trees in downtown is a way of experiencing
what a desert city is like. Many visitors marvel over the
unique character of desert trees, saguaro cactus and
seek them out for photo opportunities.
OPPORTUNITIES
One of the main challenges that comes along with
providing new shade is how to identify which areas
need to be prioritized and which sites can maximize
existing shade conditions. Understanding which
type of shade is appropriate for each location
and factoring in which season and times
require the most shade due to extreme heat
through studies that overlay existing shade
conditions can help identify the areas with
efﬁcient coverage from buildings and which
areas will need the most support. These studies
and other similar strategies used to address locating
shade should be considered for where public realm
improvements and the comfort of those exploring
downtown’s entertainment district.
Consistent and coordinated maintenance is necessary
for the maturation and longevity of shade from trees.
Downtown Phoenix Inc.’s tree planting
and maintenance work through its Clean
and Green Team should be expanded and
appropriately resourced so that they can
effectively serve as managers of downtown’s urban
forest. Enhancing downtown’s shade amenities
through more intentional planting areas created to
demonstrate the beauty of Phoenix’s natural landscape
could complement the more suitable non-native trees
used in sidewalks and would provide a missing
ecological and cultural connection to the
Sonoran Desert within downtown.
Additionally, the protection of existing healthy trees
needs to be a priority for the City as new developments
are commenced. These trees are essential to maintain
existing shade across downtown Phoenix’s urban
desert environment and take years to mature and
produce shade. Development projects should
work around sidewalk trees to avoid the
replacement of mature trees previously
invested in and the City should more actively
enforce landscape plan compliance and
expand tree removal penalties.
The use of manufactured shade through built structures
and art installations provides another option for
addressing extreme heat where trees are not feasible
due to physical and spatial limitations. Super structures
and large-scale shade pavilions can transform the
highly exposed open space areas by providing thermal
comfort, infrastructure for other uses like art installations
and event spaces resulting in opportunities for new
activities. Innovative designs for these new structures
downtown can serve as a precedent to Phoenix’s
commitment of becoming the most sustainable desert
city, especially when integrating newer technologies
for energy generation and climate control. City
could revise its including permitting,
inspection insurance, and regulations of
overhangs in the public right of way when
providing necessary shade coverage.
'5$)7
nts.
nd
nd
ran
ran
g the
he
f experiencing
eriencing
s marvel over the
ver the
aguaro cactus and
and
unities.
nities.
llenges that comes along with
llenges that comes along
ade is how to identify which areas
ade is how to identify which areas
oritized and which sites can maximize
ritized and which sites can maximize
ade conditions.
ditions. Understanding which
Understanding which
f shade is appropriate for each location
ppropriate for each location
factoring in which season and times
factoring in which season and
equire the most shade due to extreme h
equire the most shade due to extrem
through studies that overlay existing s
through studies that overlay existing
conditions can help identify the are
conditions can help identify the are
efﬁcient coverage from buildings
efﬁcient coverage from buildings
areas will need the most supp
areas will need the most
and other similar strategies used
and other similar strategies us
shade should be considered f
shade should be considered
mprovements and the com
mprovements and the com
ntown’s entertainm
ntown’s entertainm
and co
and co
)7
that they can
that they can
of downtown’s urban
of downtown’
n’s shade amenities
n’s shade ameniti
planting areas created to
planting areas created
uty of Phoenix’s natural landscape
ty of Phoenix’s natural landsc
t the more suitable non-native trees
t the more suitable non-native trees
ks and would
ks and would provide a missing
a missing
l and cultural connection to the
l and cultural connection to the
n Desert within downtown.
n Desert within d
dditionally, the protection of existing healthy tre
ditionally, the protection of e
needs to be a priority for the City as new deve
ds to be a priority for the
are commenced. These trees are essential t
mmenced. These tr
existing shade across downtown Phoen
ade across down
desert environment and take years to
ment and take y
produce shade.
produc
Development
Development
work around sidewalk tr
work around sidewalk tr
replacement of mature
replacement of mature
invested in and the C
nvested in and the
enforce landscap
nforce landscap
expand tree re
expand tree re
The use of m
The u
and art i
and a
addre
addre
du
du

56
ACTIONS
C1. Empower and resource DPI to more fully play the lead role for planting, installation,
and maintenance of trees and plantings in the downtown public right of way through more
maintenance agreements with City departments and via fee-based agreements with private property owners.
downtown Phoenix Inc.’s Clean & Green Team has built strong partnerships with City departments who govern
landscape areas in the public ROW as well as private property owners who have contracted with them to
manage their trees and other landscape assets. The Clean & Green Team’s regular presence downtown
and their demonstrated body of work speak to DPI’s ability to serve as the go-to landscape manager for
downtown’s tree canopy. The City should expand the landscape zones for which DPI is responsible and should
divert resources from City departments to DPI via their annual contract. Precedents for this work include the
Streetscape Improvement District, which DPI is contracted to manage on the City’s behalf.
C2. Ensure compliance with approved landscape and planting and landscape maintenance
plans on private development in support of Shade Phoenix Action #16 on enforcing tree code and Action
#25 on updating the City plan species guidance. Consider the role of desert trees and vegetation in the identity
of the city for use in appropriate areas. Landscape can create wayﬁnding strategies with consistent use along
corridors.
The City of Phoenix and DPI have made great strides in increasing shade canopy and increasing landscaped
areas of respite in downtown at considerable investment. This work can be impeded when private property
owners (and the City, in some cases) remove or fail to appropriately maintain landscape improvements that are
part of their approved site plans. The City may leverage an amendment to Section 703.E of Phoenix Zoning
Ordinance on the general landscape standards and requirements for all trees, plants, and cacti to recommend
native or approved species for all trees, plants, and cacti within the Entertainment District area.
C3. Revise internal development approval processes to incentivize projects to maintain
existing tree canopy (or replace or contribute to a replacement fund that accounts for the full value of
canopy loss) on or adjacent to their sites.
Recognizing the beneﬁts that mature shade trees provide in pedestrian areas, both in capital/planting
investment, and ongoing cost of maintenance, developers and private property owners must be incentivized to
maintain existing tree canopy or account for the loss of an asset that will take years to recover to its previous
maturity and public value it provides. In particular, the City should require new developments to work within
existing tree conditions, especially when developments occur along pedestrian corridors with consistent mature
tree canopies. Any ﬁnancial penalties for the removal of mature trees should be redirected into investments in
new plantings.
C4. Review/audit projects built within last 10 years to ensure compliance with approved
landscape plans, with additional reviews every 2 years moving forward, to support implementation of Shade
Phoenix Action #16 to strengthen the enforcement of tree code.
Coinciding with increased attention to the necessity of shade for building a walkable, healthy pedestrian
environment, the City of Phoenix Planning & Development Department and Neighborhood Services Department
in partnership with Downtown Phoenix Inc. should conduct a review of all projects built since January 2015 to
audit for compliance with City-approved landscape plans and use of revocable permits for shade elements in
the public right-of-way.
Topic C: Shade
'5
'5
'5$)7
$)
5$
nting, installation,
nting, installatio
ht of way
ht of way through more
through mor
with private property owners.
with private property owner
with City departments who govern
with City departments who govern
who have contracted with them to
who have contracted with them to
am’s regular presence downtown
am’s regular presence downtown
e as the go-to landscape manager for
e as the go-to landscape manager for
zones for which DPI is responsible and should
zones for which DPI is responsible and should
contract. Precedents for this work include the
contract. Precedents for this
o manage on the City’s behalf.
manage on the City’s beha
ape and planting and landscape maint
anting and la
hade Phoenix Action #16 on enforcing tree co
hade Phoenix Action #16 on enfo
e. Consider the role of desert trees and vegeta
e. Consider the role of desert trees and v
cape can create wayﬁnding strategies with co
cape can create wayﬁnding strategies with c
e great strides in increasing shade canopy and
t strides in increasing shade canopy and
siderable investment. This work can be impede
investment. This work can be imped
es) remove or fail to appropriately maintain la
r fail to appropriately maintain la
ns. The City may leverage an amendment to Se
verage an amendment to Se
andscape standards and requirements for all tr
ndscape standards and requirements f
es for all trees, plants, and cacti within the Ente
es for all trees, plants, and cacti within
al development approval processes to
al development approval processes t
anopy
anopy (or replace or contribute to a replacem
(or replace or contribute to a replacem
n or adjacent to their sites.
n or adjacent to their sites.
g the beneﬁts that mature shade trees provide
e beneﬁts that mature shade trees provide
nt, and ongoing cost of maintenance, develop
going cost of maintenance, develop
ain existing tree canopy or account for the los
existing tree canopy or account for the los
turity and public value it provides. In particula
turity and public value it provides. In
existing tree conditions, especially when deve
existing tree conditions, especially when de
tree canopies. Any ﬁnancial penalties for th
tree canopies. Any ﬁnancial penalties for th
new plantings.
new plantings.
C4. Review/audit projects bu
C4. Review/audit proje
landscape plans,
landscape plans, with additio
with ad
Phoenix Action #16 to strength
Phoenix Action #16 to stren
Coinciding with increased
Coinciding with increased
vironment, the City of
vironment, the City of
rtnership with D
rtnership with D
r complian
r complian
right-
right-

57
• Community and Economic Development
Department
• Planning and Development Department
• Downtown Phoenix Inc.
• Street Transportation Department
• Ofﬁce of Heat Response and Mitigation
• Neighborhood Services
KEY PARTNERS
Topic C: Shade
ACTIONS
C5. Explore potential modiﬁcations to City development permitting policies for downtown
developments to encourage the creation of manufactured shade by way of building
overhang in right of way.
'5$)7
$)7
Transportation D
Heat Response a
• Neighborhood Services
7
RS
7
)7
licies for downtown
licies for downt
way of building
way of building

59
Topic D: Signage
IMPACT STATEMENT
The exploration of signage interventions will improve and elevate the overall experience of
downtown for visitors, helping stitch the connections and shape the identity of downtown’s diverse
areas and community.
OBSERVATIONS
Similar to the prioritization of shade interventions, signage needs to focus on the pedestrian and
vehicular routes that will draw the most trafﬁc and maximize engagement. Understanding that
current signage for popular destinations within the entertainment district ﬁts the character of its
venue and likely will remain the same, attention can be focused on updating outdated media,
wayﬁnding, and temporary signage conditions.
There is currently a wide range of different wayﬁnding and identiﬁcation signage designs across
the district, which can be confusing to visitors and does not effectively communicate cohesion. In
addition, proper upkeep and collection of trafﬁc signage and equipment that is used for downtown
events can help limit confusion for those traveling through the city, while also improving the
pedestrian experience along the sidewalks and streets of the entertainment district.
Stakeholders also spoke of the need to promote a visual sense of arrival to downtown for visitors
and residents from other areas through wayﬁnding signage or entrance monuments.
OPPORTUNITIES
With the selection of Jefferson Street as one of the key corridors for the Entertainment District,
upgrading static billboards and signage will help promote a more modern identity for downtown
Phoenix. Creation of a digital signage district, interactive wayﬁnding kiosks, and other innovative
signage strategies can transform Jefferson corridor and inﬂuence the implementation of similar
techniques throughout the subdistricts of downtown Phoenix. New gateway signage into the
Entertainment District, with the tactical placement of secondary signage and wayﬁnding, has the
potential to establish a visual identiﬁer for the district and deﬁne a character that best represents
downtown Phoenix and its community.
The desire to establish Washington Street as another key corridor for the Entertainment District
presents an opportunity to create a monumental entry that could double as a shade element.
Introducing an innovative shade structure that spans over the bridge connecting the East Garage
and Arizona Science Center could present an iconic, artistic piece to serve as a wayﬁnding element
to those arriving downtown, whether that be by light rail, car, or pedestrian-oriented mobility.
Outdated directional signs should be updated with consistent themes supporting vehicular trafﬁc
to the parking garages and activity centers such as Arizona Center. The parking study indicated
one way to address this without signiﬁcant static wayﬁnding investments is through a digital app
platform that can be promoted in lieu of an abundance of directorial signs that can further clutter
the visual experience. More cohesive signage across the area can help signal the sense of a district
and communicate the thematic connection of currently disparate destinations.
'5$)7
xperience of
xperience of
of downtown’s diverse
of downtown’s dive
eeds to focus on the pedestrian and
eeds to focus on the pedestrian and
ze engagement. Understanding that
ze engagement. Un
rtainment district ﬁts the character of its
rtainment district ﬁts the c
be focused on updating outdated media,
be focused on updating outd
wayﬁnding and identiﬁcation signage designs
identiﬁcation sig
isitors and does not effectively communicate co
isitors and does not effectively commun
tion of trafﬁc signage and equipment that is use
tion of trafﬁc signage and equipment that is us
r those traveling through the city, while also imp
those traveling through the city, while also imp
the sidewalks and streets of the entertainment d
dewalks and streets of the entertainment d
e of the need to promote a visual sense of arriv
o promote a visual sense of arriv
ther areas through wayﬁnding signage or entra
er areas through wayﬁnding signage or entra
NITIES
NITIES
selection of Jefferson Street as one of the key co
selection of Jefferson Street as one of the key c
ding static billboards and signage will help pro
ding static billboards and signage will help pro
oenix. Creation of a digital signage district, inte
enix. Creation of a digital signage district, inte
signage strategies can transform Jefferson corr
ge strategies can transform Jefferson corr
techniques throughout the subdistricts of dow
es throughout the subdistricts of dow
Entertainment District, with the tactical pl
Entertainment District, with the
potential to establish a visual identiﬁe
potential to establish a visual ide
downtown Phoenix and its commu
downtown Phoenix and its comm
The desire to establish Wash
desire to establish Wash
presents an opportunity t
ts an oppo
Introducing an innova
ing an inn
and Arizona Scien
and Arizona Scie
to those arriving
to those arrivin
Outdated
Outdated
to the
to the

60
Topic D: Signage
Signage for downtown Phoenix - Herberger Theater / Credit: Nick Ryan
Signage for Billboard Advertisements - Jefferson Street Garage / Credit: Nick Ryan
'5$)7
Signage

61
• Community and Economic Development
Department
• Planning and Development Department
• Phoenix Convention Center
• Arizona Diamondbacks
• Phoenix Suns
• Downtown Phoenix Inc.
• Legends Entertainment District
• Street Transportation Department
• Arizona Center
KEY PARTNERS
ACTIONS
D1. Explore the modiﬁcation of current signage district regulations to allow for dynamic digital
signage along Jefferson Street to emphasize the corridor as a dynamic entertainment environment -
branding the area as one of the unique nodes within the downtown experience.
The modernization of the digital signage district along a dynamic corridor like Jefferson Street calls for the
utilization of dynamic signage techniques like animation and video advertisements. Speciﬁcally, the City should
amend Section 705.C.1 of Phoenix Zoning Ordinance on animation of on-premises signs to permit animation
within the Entertainment District area. Amendments to Section 705.C.13 on electronic message displays would also
be beneﬁcial to ﬂexibility of messages. Additionally, the City should amend Section 705.C.6 of Phoenix Zoning
Ordinance on illumination of signs. Currently, direct illumination is prohibited on signs from 11:00 pm until sunrise
on any face exceeding 150 watts, which would present challenges for visibility in a 24/7 walkable district.
D2. Design and install gateway signage that serve as entry markers for downtown Phoenix at
primary entry points giving a visual sense of arrival downtown for visitors.
Stakeholders spoke of the need to promote a visual sense of arrival to downtown for visitors and residents from
other areas. Design funding could come from multiple sources, including the funds identiﬁed for the Wayﬁnding
Signage Study or a partnership with Phoenix Ofﬁce of Arts & Culture.
Implementation could be funded by future Percent for Arts funds from adjacent capital projects, Phoenix Ofﬁce of
Arts & Culture commission funds, future GO Bond funds, philanthropic support or public-private partnerships.
D3. Design and install secondary signage that represent subdistricts of downtown, e.g.,
“Roosevelt Row”, “Evans-Churchill District”, “Grand Avenue Arts District”, “Grant Park”, etc.
Signage is a way to celebrate and emphasize downtown as a collection of unique identities and distinct
experiences. It will be important to embrace a certain level of ﬂexibility of design to enabling representation of
each subdistrict’s unique character within the context of the broader design aesthetic for downtown. This is reﬂected
in the Wayﬁnding Signage Study recommended in the Parking Master Plan as “sign families” for distinct areas of
downtown and design could be sourced through that RFP.
Implementation could be funded by future Percent for Arts funds from adjacent capital projects, Phoenix Ofﬁce of
Arts & Culture commission funds, future G.O. Bond funds, philanthropic support or public-private partnerships.
D4. Modernize signage assets and revisit the usage of “Legends Entertainment District” as the
name for joint signage venture operations to reduce confusion with downtown as an entertainment destination
more broadly.
Legends Entertainment District remains a valuable partner in supporting signage along Jefferson Street, however,
usage of the term “district” creates additional ambiguity regarding the identity of the surrounding area, especially
as the City works to establish the entertainment district around the Phoenix Convention Center.
Topic D: Signage
'5
'
Community and
epartment
ing
'5
'5$)7
$)7
$
ow for dynamic digital
ow for dynami
ainment environment -
ainment environment -
Jefferson Street calls for the
Jefferson Street calls for the
sements. Speciﬁcally, the City should
sements. Speciﬁcally, the City should
on-premises signs to permit animation
on-premises signs to permit animation
13 on electronic message displays would also
13 on electronic message displays would also
d amend Section 705.C.6 of Phoenix Zoning
d amend Section 705.C.6 of Phoenix Zoning
is prohibited on signs from 11:00 pm until sunr
is prohibited on signs from 1
lenges for visibility in a 24/7 walkable district.
nges for visibility in a 24/7
rve as entry markers for downtown Ph
ntry markers for
val downtown for visitors.
or visitors.
al sense of arrival to downtown for visitors and
al sense of arrival to downtown for visito
multiple sources, including the funds identiﬁed fo
multiple sources, including the funds identiﬁed
x Ofﬁce of Arts & Culture.
Ofﬁce of Arts & Culture.
re Percent for Arts funds from adjacent capital p
cent for Arts funds from adjacent capital p
e GO Bond funds, philanthropic support or pub
nd funds, philanthropic support or p
dary signage that represent subdistrict
e that represent subdistrict
chill District”, “Grand Avenue Arts District”, “Gr
ill District”, “Grand Avenue Arts District”, “Gr
ate and emphasize downtown as a collection o
ate and emphasize downtown as a coll
mportant to embrace a certain level of ﬂexibility
mportant to embrace a certain level of ﬂe
que character within the context of the broader
que character within the context of the broade
Signage Study recommended in the Parking M
Signage Study recommended in the Parking M
design could be sourced through that RFP.
design could be sourced through that RFP.
tion could be funded by future Percent for Arts f
could be funded by future Percent for Arts f
ulture commission funds, future G.O. Bond funds
mmission funds, future G.O. Bond funds
Modernize signage assets and revisit th
Modernize signage assets and revisit th
me for joint signage venture operations to redu
me for joint signage venture operations
more broadly.
more broadly.
Legends Entertainment District remains a va
Legends Entertainment District remains a va
usage of the term “district” creates addit
usage of the term “district” creates addit
as the City works to establish the ente
as the City works to establish

63
Topic E: Real Estate
IMPACT STATEMENT
Short term, targeted interventions will reactivate underutilized sites as strategic public funding
and evolving market dynamics facilitate catalytic development projects, all in support of a
reconnected urban fabric and activity from new uses in downtown.
OBSERVATIONS
The recent evolution of downtown is marked by a signiﬁcant rise in real estate development
activity. The rapid growth in downtown users, including residents, college students, and
employees at companies who call downtown home shaped the demand for new development.
Previously a neighborhood comprised of high-rise ofﬁce towers interspersed with retail and
surface parking lots, over the last decade downtown experienced a shift toward high density
residential development and an increasing supply of both ground ﬂoor and standalone retail.
Speciﬁcally, downtown added over 7,000 new residential units over the last decade. The shift
in the density and form of development contributes to a better-connected urban fabric and a
more active, vibrant downtown moving beyond the label as a central business district towards a
collection of mixed-use, urban neighborhoods.
Despite shifting economic conditions, downtown will remain a target for increased real estate
development, particularly multifamily housing, in the years to come. Additionally, downtown’s
status as a destination for tourists and conventioneers will drive the development of new hotel
rooms. While the continued inﬂux of development will advance the cohesiveness of downtown
as a mixed-use neighborhood, a signiﬁcant share of parcels could remain as underutilized gaps
in the built environment if not properly targeted for activation and eventually development.
Construction of Downtown Mixed-Use Development - Central Station / Credit: Nick Ryan
'5$)7
public funding
public funding
in support of a
in support of a
rise in real estate development
rise in real es
sidents, college students, and
sidents, college stud
aped the demand for new development.
aped the demand for new
ofﬁce towers interspersed with retail and
fﬁce towers interspersed with
own experienced a shift toward high density
experienced a shift towa
pply of both ground ﬂoor and standalone retai
th ground ﬂoor an
0 new residential units over the last decade. The
units over the las
contributes to a better-connected urban fabric
contributes to a better-connected urban
ing beyond the label as a central business distr
ing beyond the label as a central business dis
eighborhoods.
ghborhoods.
conditions, downtown will remain a target for in
, downtown will remain a target for
rly multifamily housing, in the years to come. Ad
housing, in the years to come. Ad
on for tourists and conventioneers will drive the
for tourists and conventioneers will drive the
continued inﬂux of development will advance t
continued inﬂux of development will ad
e neighborhood, a signiﬁcant share of parcels
e neighborhood, a signiﬁcant share of p
environment if not properly targeted for activat
environment if not properly targeted for activ

64
OPPORTUNITIES
Downtown already hosts a strong set of anchors,
attracting users for conventions, theater, music, and
sports. However, many of downtown’s greatest anchors
draw internalized activity, events where users travel to
their destination – oftentimes indoors – and then vacate
downtown immediately after. Broadly speaking, new
development can and has restored urban fabric by
adding reasons for additional stops on a trip downtown,
driving greater vibrancy and activity, which in turn helps
catalyze further investment. Large scale projects will
require coordinated, strategic planning and signiﬁcant
investment but offer the potential to deliver hundreds of
new hotel rooms serving tourists and conventioneers,
residential units to expand the downtown population,
and additional retail as an amenity for all of downtown’s
users.
Initial key developments will fulﬁll premium
redevelopment opportunities or address sites at some
of the most critical locations adjacent to downtown’s
entertainment anchors along Jefferson Street. Each
redevelopment will also present the opportunity to
deliver an improved pedestrian-oriented streetscape
experience by providing lighting, landscaping, and
ground ﬂoor activation that advances the authentic
identity of downtown.
The Real Estate Map – Activation and Redevelop
Sites on page 62 establishes a comprehensive list
of opportunities for both near-term reactivation and
long-term development within the Entertainment District.
The map and accompanying matrix of opportunities
establish priorities for intervention. Given the time-
intensive and capital-intensive nature of real estate
development, prioritizing lower cost options to facilitate
increased activation will be critical to increasing district
activity in the near term. Targeted reinvestments in
existing and potentially underutilized public or private
spaces capable of hosting events and programming can
provide a near term solution to stitching together gaps in
the urban fabric.
Topic E: Real Estate
Credit: Britain Eriksen via Unsplash
'5$)7
rong set of anchors,
rong set of anc
tions, theater, music, and
tions, theater, music
of downtown’s greatest anchors
of downtown’s greatest a
ctivity, events where users travel to
vity, events where users travel
– oftentimes indoors – and then vacate
– oftentimes indoors – and then vacat
mediately after. Broadly speaking, new
mediately after. Broadly speaking, new
ent can and has restored urban fabric by
ent can and has restored urban fabric by
reasons for additional stops on a trip downtow
reasons for additional stops on a trip downtow
ng greater vibrancy and activity, which in turn h
ng greater vibrancy and activity, which in turn h
atalyze further investment. Large scale projects
alyze further investment. La
require coordinated, strategic planning and s
re coordinated, strateg
investment but offer the potential to delive
nt but offer the p
new hotel rooms serving tourists and co
ooms serving tou
residential units to expand the down
residential units to expand the d
and additional retail as an amen
and additional retail as an amen
users.
users.
Initial key development
tial key development
redevelopment opp
redevelopment opp
of the most critica
of the most critica
entertainment
enterta
redevelopm
redev
deliver
delive
expe
expe
g

65
ACTIONS
E1. Advance the redevelopment of the Regency Garage by releasing an RFP to identify a development
partner capable of delivering a mixed-use, full-service hotel to serve the PCC and downtown visitors.
In addition to delivering new hotel rooms, the development should also implement recommendations outlined
in the Adams Street Activation Study, speciﬁcally including lighting and landscaping to establish an authentic
identity for the street as a front door of the PCC and the exploration of tenant signage perpendicular to the ﬂow
of trafﬁc. Simultaneously, the project should capitalize on its prominent downtown location and proximity to the
PCC by incorporating F&B and community/cultural tenants to provide ground ﬂoor activation as an amenity to
conventioneers, hotel guests, and visitors to nearby cultural institutions (e.g., Herberger Theater, Symphony Hall, etc.).
E2. Establish an internal development and outreach strategy for the priority sites for future real
estate development or increased activation. See the above Real Estate Map – Activation and Redevelop
Sites for a map of opportunity sites and the table on the following page indicating the type of opportunity, priority,
potential timeline, and ownership characteristics. A development and outreach strategy should consider viable
actions based on current site control, particularly whether the property is publicly or privately owned.
E3. Ensure future redevelopment of the Phoenix Convention Center South Building facilitates
the Entertainment District Study. To advance the redevelopment opportunity, the City and PCC should revisit
the SmithGroup development concept to assess:
1) the ﬁnancial viability of the proposed program, speciﬁcally the feasibility of a residential tower, luxury hotel,
new convention and the new convention hall;
2) the viability of integrating a central open space within the plan to emphasize places for public gathering,
as well as the potential for an iconic rooftop civic gathering and event space, and other amenities to attract
visitation, such as a food hall; and
3) funding structures, including the potential to integrate elements of the project into an upcoming G.O. bond
issuance.
Finally, the City and PCC should begin market sounding conversations with local and national developers to
increase awareness and excitement surrounding the potential project while gaining a developer perspective on the
preferred program.
The redevelopment will help to advance 4 goals:
1) provide a venue for near-term interim activation that aligns with the adjacent entertainment anchors
2) increase long-term activation along the Jefferson Street corridor, complementing both convention and
sports/entertainment visitation
3) deliver new amenities such as a range of food and beverage options (food hall and ﬁne dining) to attract
new visitation to the site
4) deliver a new iconic civic gathering space that can serve as a core open space for downtown
The redevelopment program should draw on the concepts developed by SmithGroup to include new convention
space connected to the North Building, a multifamily residential tower, and a luxury hotel tower. In addition to the
existing concept, the program should include an iconic ground-level open space, rooftop gathering / event space,
and retail capable of hosting a range of F&B options (ﬁne dining and food hall/restaurant incubator).
Topic E: Real Estate
'5$)7
)7
$)
P to identify a development
P to identify a deve
owntown visitors.
owntown visitors.
nt recommendations outlined
recommendations outlined
caping to establish an authentic
caping to establish an authentic
nt signage perpendicular to the ﬂow
nt signage perpendicular to the ﬂow
downtown location and proximity to the
downtown location and proximity to the
e ground ﬂoor activation as an amenity to
e ground ﬂoor activation as an amenity to
ns (e.g., Herberger Theater, Symphony Hall, etc.
ns (e.g., Herberger Theater, Symphony Hall, etc.
strategy for the priority sites for future
strategy for the priority
he above Real Estate Map – Activation and Re
bove Real Estate Map –
ollowing page indicating the type of opportuni
page indicating the
evelopment and outreach strategy should consid
outreach strateg
hether the property is publicly or privately own
hether the property is publicly or priva
e Phoenix Convention Center South Bui
e Phoenix Convention Center South Bu
advance the redevelopment opportunity, the Cit
vance the redevelopment opportunity, the Cit
assess:
ss:
roposed program, speciﬁcally the feasibility of
ogram, speciﬁcally the feasibility of
convention hall;
ng a central open space within the plan to emp
ng a central open space within the plan to emp
for an iconic rooftop civic gathering and even
for an iconic rooftop civic gathering an
food hall; and
food hall; and
ures, including the potential to integrate elemen
ures, including the potential to integrate eleme
ty and PCC should begin market sounding conv
y and PCC should begin market sounding conv
wareness and excitement surrounding the poten
ess and excitement surrounding the poten
d program.
redevelopment will help to advance 4 goals:
edevelopment will help to advance
1) provide a venue for near-term interim ac
1) provide a venue for near-term interim
2) increase long-term activation along t
2) increase long-term activation along t
sports/entertainment visitation
sports/entertainment visitation
3) deliver new amenities such as
3) deliver new amenities
new visitation to the site
new visitation to the site
4) deliver a new iconic civ
4) deliver a new iconic
The redevelopment progra
The redevelopment progra
ace connected to the
ace connected to the
ng concept, the
ng concept, the
il capable
il capable

66
• Community and Economic Development
• Phoenix Convention Center
• downtown Phoenix Inc.
• Phoenix Suns
• Arizona Diamondbacks
• Arizona Center
• Herberger Theater Center
• St. Mary’s Basilica
KEY PARTNERS
ACTIONS
E4. Revitalize the Jefferson Street Garage into an entertainment hub for gamedays and year-
round activation by repositioning a portion of the ground ﬂoor closer to Jefferson Street. The
repositioning could offer additional F&B space, increase heat mitigation infrastructure to enable year-round
gathering, and pedestrianize the surrounding streetscape to increase street level activity.
Improved integration with the adjacent Chase Field, Mortgage Matchup Center, and PCC South building and
increased ground ﬂoor activity will better position the garage as a connection point across key downtown
entertainment anchors while improving both game day and non-gameday experiences around the stadiums.
In the long term, the full redevelopment of the parking garage should be considered. A high-rise mixed-use
property that expands the set of downtown’s everyday users with multifamily, hotel, or ofﬁce could further enhance
downtown. Any approach to full redevelopment must include considerations for replacing the existing parking
capacity that serves the Phoenix Suns and Arizona Diamondbacks on gamedays.
Topic E: Real Estate
'5$)
5$)
• Arizona Diamondba
Arizona Center
• Herberger Th
• S
KEY PARTNERS
$)7
gamedays and year-
gamedays and
to Jefferson Street.
to Jefferson Street. The
cture to enable year-round
ture to enable year-round
el activity.
el activity.
enter, and PCC South building and
enter, and PCC South building and
ection point across key downtown
ection point across key downtown
eday experiences around the stadiums.
eday experiences around the stadiums.
ould be considered. A high-rise mixed-use
ould be considered. A high
with multifamily, hotel, or ofﬁce could further enh
ith multifamily, hotel, or ofﬁce
e considerations for replacing the existing park
onsiderations for replacin
ondbacks on gamedays.
on gamedays.

67
Chase Field Plaza / Credit: Nick Ryan

68
SITE
(PRIORITY  1 IS HIGHEST)
TIMING
IMMEDIATE: <1 YEAR
SHORT: 12 YEARS
MEDIUM: 35 YEARS
LONG: 6+ YEARS
SITE OWNERSHIP
SITE CONTROL
Redevelopment Opportunities
Phoenix Convention Center (PCC)
South Building (1)
Medium
City of Phoenix
City of Phoenix and Phoenix
Convention Center
Jefferson Street Garage (1)
Medium
Phoenix Suns and Arizona Diamondbacks
Joint Venture
Regency Garage (1)
Immediate
City of Phoenix
City of Phoenix and Phoenix
Convention Center
Garretson Parcels (2)
Long
Jefferson Place Partners LLC
John E. Garretson Living Trust
Collier Center (2)
Short
Sumitomo Corporation
Madison Parking Lot (3)
Medium
Phoenix Suns
Topic E: Real Estate
'5$)7
)7
)7
$)
$)
5$
5$
'5
'
)7
)7
WNERSHIP
ONTROL
City of Phoenix
City of Pho
City of Phoenix and Phoenix
City of Phoenix
Convention Center
Convention Cente
Medium
dium
Phoenix Sun
Phoenix Sun
Joint Vent
Joint Vent
ge (1)
ge (1)
Immediate
Immed
arretson Parcels (2)
arretson Parcels
Long
ollier Center (2)
ollier Center (2)

69
GOALS FOR REDEVELOPMENT OR REINVESTMENT & ACTIVATION
The redevelopment program should draw on the concepts developed by SmithGroup to include new
convention space connected to the North Building, a multifamily residential tower, and a luxury hotel
tower. Ultimately, redevelopment should advance four goals:
1. Provide a venue for near term interim activation that aligns with the adjacent entertainment
anchors
2. Increase long term activity along the Jefferson Street corridor
3. Deliver new amenities such as a range of food and beverage options (food hall and ﬁne dining)
4. Deliver a new iconic civic gathering space
See Action E3 for more details on the redevelopment strategy and goals for PCC South.
In the long term, given the garage’s key central location among three major downtown anchors in Chase
Field, Mortgage Matchup Center, and the PCC, the site should be leveraged as a point of connection
that enlivens the district. Potential uses could include open space or mixed use development with
entertainment programming on the ground ﬂoor. Any future changes to the site would require a revised
parking strategy, likely involving the use of adjacent parking structures to match the current supply at
Jefferson Street Garage.
See Action E4 for an overview of a redevelopment strategy and goals for the Jefferson Street Garage.
Transform the site into a high-rise hotel with an activated ground ﬂoor hosting food and beverage
opportunities for community organizations . The new hotel and active ground ﬂoor bolstered by a lively
F&B scene will serve downtown’s need for more hotel rooms to support the PCC, provide amenities for
conventioneers, residents, and patrons of the nearby arts and culture venues, and serve as a model for
future PCC South hotel development.
Eventual development should ﬁll a vacant gap along Jefferson Street, contributing to activity and
providing shade along the key corridor. Additionally, the development should extend the existing activity
and vibrancy of Central Avenue and 1st Street further south into the Warehouse District. The development
typology should follow adjacent new buildings, employing an active, pedestrian oriented ground ﬂoor,
mixed use podium. and high rise housing with housing, hotel, or ofﬁce that continues to diversify the
downtown user base. In addition to following the development style of adjacent buildings, development
plans should incorporate the preservation of the existing Public Works Building into the broader site
plan.
The current property owners are working to reposition the existing retail space on the site. Given the
central location of the site along a key corridor for downtown (Jefferson Street), a renewed retail
program, particularly one supported by a food and beverage program, will contribute to additional
activity and vibrancy along the corridor.
Private development should target mid to high rise multifamily development to pull existing activity along
Jefferson Street further south to facilitate better connectivity between Jefferson and the Warehouse
District and a further energized Jackson Street.
Topic E: Real Estate
'5
'5
'5$)7
)7
)7
$)
5$)7
)7
& ACTIVATION
eveloped by SmithGroup to include new
eveloped by SmithGroup to include new
family residential tower, and a luxury hotel
family residential tower, and a luxury hotel
goals:
goals:
on that aligns with the adjacent entertainment
on that aligns with the adjace
efferson Street corridor
et corridor
ange of food and beverage options (food hall a
ange of food and beverage options (f
hering space
hering space
n the redevelopment strategy and goals for PC
the redevelopment strategy and goals for PC
arage’s key central location among three major
key central location among three major
p Center, and the PCC, the site should be levera
d the PCC, the site should be levera
. Potential uses could include open space or m
could include open space or m
amming on the ground ﬂoor. Any future change
mming on the ground ﬂoor. Any future change
likely involving the use of adjacent parking stru
likely involving the use of adjacent park
t Garage.
t Garage.
E4 for an overview of a redevelopment strateg
E4 for an overview of a redevelopment stra
orm the site into a high-rise hotel with an activat
orm the site into a high-rise hotel with an activat
ortunities for community organizations . The ne
ortunities for community organizations . The ne
&B scene will serve downtown’s need for more
scene will serve downtown’s need for more
conventioneers, residents, and patrons of the
ioneers, residents, and patrons of the
future PCC South hotel development.
future PCC South hotel development.
Eventual development should ﬁll a vac
Eventual development should ﬁ
providing shade along the key corr
providing shade along the key co
and vibrancy of Central Avenue
and vibrancy of Central Avenue
typology should follow adjace
pology should follow adjace
mixed use podium. and hig
d use podium. and hig
downtown user base. In
wn user ba
plans should incorpo
plans should inco
plan.
pla
The current pro
The current pro
central loca
central loca
program,
program,
activit
activit

70
SITE
(PRIORITY  1 IS HIGHEST)
TIMING
IMMEDIATE: <1 YEAR
SHORT: 12 YEARS
MEDIUM: 35 YEARS
LONG: 6+ YEARS
SITE OWNERSHIP
SITE CONTROL
Parking Lots South of Mortgage
Matchup Center (3)
Long
301 Jackson LLC
JTD Properties
Arena Park Place
Activation Opportunities
Chase Field (Ballpark, West
Plaza, and Northeast Parking
Lot) (1)
Short
Maricopa County
Arizona Diamondbacks
Herberger Theater East Lawn (1)
Immediate
City of Phoenix
Herberger Theater
Mortgage Matchup Center East
Parking Lot and Suns Mercantile
Building (1)
Short
City of Phoenix
Phoenix Suns
Chase Tower and Adjacent
Parking Garage (2)
Medium
Viola Lordsmeer LP
Arizona Science Center (2)
Short
City of Phoenix
included in the Heritage Square parcel
East Garage (3)
Long
City of Phoenix
Heritage Square (3)
Immediate
City of Phoenix
Arizona Center (3)
Immediate
Arizona Center
Topic E: Real Estate
'5$)7
)7
$)7
$)
$)
$)
$)
5$
5$
5$
5$
'5
'5
'5
'
)7
)7
$)
$)
$)
$)7
WNERSHIP
ONTROL
1 Jackson LLC
1 Jackson LLC
JTD Properties
JTD Proper
Arena Park Place
Arena Park Pla
Maricopa County
Maricopa C
Arizona Diamondbacks
Arizona Diam
ediate
ediate
City of Phoenix
y of Phoenix
Herberger Theat
Herberger Theat
ile
Shortrt
City of Phoe
City of Phoe
Phoenix
Phoenix
ent
nt
Medium
Vio
ce Center (2)
ce Center
Short
Short
Garage (3)
Long
Long
Heritage Square (3)
Heritage Square (3)
Im
Im
Arizona Center (3)
Arizona Center (3)

71
GOALS FOR REDEVELOPMENT OR REINVESTMENT & ACTIVATION
Private development should target mid to high rise development that could include housing, midscale or
upscale hotel, and ofﬁce supported by activity generating retail (F&B and entertainment) on the ground
ﬂoor. The development program should act as a draw that is capable of pulling greater activity to the
Warehouse District and Jackson Street. Any future development plans will need to account for replacing
the existing parking capacity.
See Section 4: Diamondbacks Plaza and Sonora Field for an overview of an activation strategy for the
Chase Field West Plaza and Northeast Parking Lot.
See Section 4: The Pavillion for an overview of an activation strategy for the Herberger Theater East
Lawn.
See Section 4: The Lot on 3rd for an overview of an activation strategy for the Mortgage Matchup Center
East Parking lot.
As the private developer reinvests in the Tower to attract new tenants, additional investments should
better activate the quasi-public plaza surrounding the building. Small scale F&B stalls could serve new
users of the tower and attract other downtown residents or workers while increased shade infrastructure
could establish the plaza as a secondary civic gathering space.
Leverage the planned investment in the Arizona Science Center to connect the existing building to the
proposed pedestrian oriented East-West connection through the PCC from 3rd Street to Heritage Square
and to support the future redevelopment of PCC South.
In the near term, the City should explore opportunities to reconﬁgure the existing retail spaces to better
attract tenants. Additionally, any reconﬁguration of retail should consider the retail program at the future
redevelopment of PCC South to ensure complimentary rather than competitive offerings.
Supported by increased connectivity to the PCC and downtown as a whole, Heritage Square should be
publicized as a go to City controlled site available to community organizations to host programming.
The current property owners are advancing reactivation of the property with increased retail tenanting (4
new F&B concepts, three clothing stores, and art galleries), improvements to public art, signage, hosting
the downtown Farmer’s Market and the 3rd Street facades. Additionally, they hey are fully occupied with
educational space with ASU and private ofﬁce space for SmithGroup on the 2nd and 3rd ﬂoor.
Topic E: Real Estate
'5
'5
'5
'5
'5$
5$
5$)7
)7
$)7
$)
$)
5$)7
)7
$)
$)7
& ACTIVATION
hat could include housing, midscale or
hat could include housing, midscale or
il (F&B and entertainment) on the ground
il (F&B and entertainment) on the ground
s capable of pulling greater activity to the
s capable of pulling greater activity to the
opment plans will need to account for replacing
opment plans will need to account for replacing
ora Field for an overview of an activation strate
or an overview of
rking Lot.
verview of an activation strategy for the Herbe
verview of an activation strategy for the Herb
for an overview of an activation strategy for th
overview of an activation strategy for th
eloper reinvests in the Tower to attract new tena
eloper reinvests in the Tower to attract new tena
he quasi-public plaza surrounding the building
he quasi-public plaza surrounding the b
ower and attract other downtown residents or w
ower and attract other downtown residen
blish the plaza as a secondary civic gathering
blish the plaza as a secondary civic gatherin
age the planned investment in the Arizona Scien
age the planned investment in the Arizona Scien
posed pedestrian oriented East-West connectio
posed pedestrian oriented East-West connectio
and to support the future redevelopment of PCC
o support the future redevelopment of PCC
In the near term, the City should explore op
r term, the City should explore op
attract tenants. Additionally, any reconﬁg
attract tenants. Additionally, a
redevelopment of PCC South to ensur
redevelopment of PCC South to
Supported by increased connectiv
Supported by increased connectiv
publicized as a go to City cont
publicized as a go to City cont
The current property owne
urrent prope
new F&B concepts, thre
B concept
the downtown Farme
the downtown Fa
educational space
educational spac

72
Retail Activation with Shaded Open Space - Arizona Center / Credit: Nick Ryan

73
Topic F: Retail Activation
IMPACT STATEMENT
Diverse and well-curated retail, adding a ﬁne-grained texture of activity between larger
anchor institutions, can facilitate users’ seamless transition across downtown, driving foot
trafﬁc and enlivening the public realm, while also serving the distinct wants and needs of
residents, workers, students, and tourists.
OBSERVATIONS
downtown Phoenix hosts an increasingly exciting retail community with over 300+
businesses, at least one third of which offer a food and beverage program and many
of which are locally-owned. Recent development in downtown has established a wider
customer base for retail offerings. The increased customer base, paired with a well-organized
grassroots community development corporation, established a densely energetic retail
cluster along Roosevelt Row. That node boasts a unique capacity to serve as a living room
type space for some of downtown’s biggest gatherings (e.g., First Fridays), while remaining
consistently activated as an equal parts arts and food destination on a day-to-day basis. In
addition to the relatively recent success of the Roosevelt Row retail corridor, a long-standing
food and beverage-oriented retail cluster serving downtown’s ofﬁce workers is further
bolstered by the developments of Cityscape and the former Block 23.
While population growth and the continued ascension of Phoenix’s proﬁle on the national
and international stage drive new demand for retail experiences, downtown cannot yet claim
the diversity of offerings that similar destinations across the Valley or the United States are
able to provide. The addition of Fry’s addressed a long-standing need for a grocery store,
but the broad set of downtown users are still unable to ﬁnd options for destination retail
or a range of ﬁne dining, meaning at times they seek those retail experiences elsewhere.
Additionally, the level of retail-type activation of the streetscape, whether coordinated events
or bespoke vendors, is not commensurate with the scale of downtown and Phoenix’s status as
a leading city.
Retail offerings are also not evenly dispersed across downtown, with some notable gaps
near major anchor institutions such as around the PCC and Chase Field. These gaps in retail
activity can create disconnected pockets lacking liveliness across downtown and serve as a
perceived obstacle that blocks users from ﬁnding their way to the next great experience.
'5$)7
een larger
een larger
n, driving foot
n, driving foot
nts and needs of
nts and needs of
mmunity with over 300+
mmunity with over 3
beverage program and many
beverage program and m
downtown has established a wider
downtown has established a
customer base, paired with a well-organized
omer base, paired with a
on, established a densely energetic retail
shed a densely ene
oasts a unique capacity to serve as a living room
pacity to serve a
ggest gatherings (e.g., First Fridays), while rema
ggest gatherings (e.g., First Fridays), whi
arts arts and food destination on a day-to-day
arts arts and food destination on a day-to-da
uccess of the Roosevelt Row retail corridor, a lo
ccess of the Roosevelt Row retail corridor, a lo
retail cluster serving downtown’s ofﬁce workers
cluster serving downtown’s ofﬁce workers
ents of Cityscape and the former Block 23.
tyscape and the former Block 23.
owth and the continued ascension of Phoenix’s
wth and the continued ascension of Phoenix’s
stage drive new demand for retail experiences
stage drive new demand for retail expe
f offerings that similar destinations across the Va
f offerings that similar destinations acros
vide. The addition of Fry’s addressed a long-sta
vide. The addition of Fry’s addressed a long
broad set of downtown users are still unable to
broad set of downtown users are still unable to
range of ﬁne dining, meaning at times they see
range of ﬁne dining, meaning at times they see
dditionally, the level of retail-type activation of
itionally, the level of retail-type activation of
or bespoke vendors, is not commensurate wit
oke vendors, is not commensurate wit
a leading city.
city.
Retail offerings are also not evenly d
Retail offerings are also not evenl
near major anchor institutions suc
near major anchor institutions suc
activity can create disconnect
ctivity can create disconnect
perceived obstacle that blo
eived obstac

74
OPPORTUNITIES
Phoenix can build on the recent gains in the downtown
retail experience and advance a more cohesive
network of activated retail spaces. In the immediate
future, there is an opportunity to better connect
existing retail nodes with temporary street level
activation in vacant spaces through the Entertainment
District. A curated approach to activation that could
include a selection of local businesses and artists
could establish a consistent presence along key
corridors in downtown, offering a compliment to
existing retail that would enhance the vibrancy of
the pedestrian experience, encouraging visitors to
explore offerings beyond their initial destination.
Even with a retail experience bolstered by temporary
activation, clear physical gaps between downtown’s
existing retail destinations may remain. Between long
standing buildings and new mixed-use developments,
downtown hosts many vacant or underutilized
retail spaces that could support activation. Targeted
investments and support programs can support small
businesses in accessing their ﬁrst storefront retail
space. As referenced in the Real Estate topic of this
section, new development efforts must consider
opportunities to provide new retail space to portions
of downtown where there is a shortage of offerings.
Downtown is slated for signiﬁcant future development,
particularly marquee sites that the City currently
controls, presenting the opportunity to shape
the design and distribution of new retail spaces.
Whether prioritizing active ground ﬂoor retail in
the Regency Garage redevelopment that can host
F&B and community gatherings to serve as an
amenity to the PCC or prioritizing an expansive
F&B program ranging from a food hall to ﬁne dining
for the redevelopment of PCC South, the City can
play an active role in cultivating an increasingly
diverse retail scene in more areas of downtown.
Topic F: Retail Activation
Retail Activation along Streetscape - Carcar / Credit: Nick Ryan
'
Whether prioritizing active ground ﬂoor ret
r prioritizing activ
the Regency Garage redevelopment tha
cy Garage redev
F&B and community gatherings to se
munity gathering
amenity to the PCC or prioritizing
amenity to the PCC or prioritizin
F&B program ranging from a f
F&B program ranging from a f
for the redevelopment of PC
for the redevelopment of PC
play an active role in cu
play an active role in cu
diverse retail scene in
verse retail scene in
5$)7
porary
porary
wntown’s
ntown’s
Between long
n long
se developments,
ments,
underutilized
ctivation. Targeted
ctivation. Targ
ams can support small
ams can supp
ir ﬁrst storefront retail
ir ﬁrst storefront re
the Real Estate topic of this
the Real Estate topic of
pment efforts must consider
ment efforts must consider
rovide new retail space to portions
rovide new retail space to portions
where there is a shortage of offerings.
where there is a shortage of offerings.
wn is slated for signiﬁcant future development,
wn is slated for signiﬁcant future development,
cularly marquee sites that the City currently
cularly marquee sites that th
ontrols, presenting the opportunity to shape
ntrols, presenting the opportu
the design and distribution of new retail space
design and distribution o

75
Topic F: Retail Activation
• Community and Economic Development
• Neighborhood Services Department
• Planning and Development Department
• Downtown Phoenix Inc.
• Local First Arizona
KEY PARTNERS
ACTIONS
F1. Promote temporary activations in vacant spaces in the Entertainment District along key
corridors, focusing on primary corridors like Jefferson and 3rd Street (from Jefferson Street up to Roosevelt Row)
and the secondary corridors that connect to key entertainment venues/sites (Adams Street, Monroe Street, Taylor
Street, etc.)
Temporary activation must meet the regulations for type of use and services provided, ensuring activations are not
just for the promotion/beneﬁt of the individual business, but also the collective success of the downtown community
that is shaping the identity/culture of the Entertainment District. Regulations could include requiring an ofﬁcial
business license; use/service must be associated with local retailers, F+B, artists, performers, etc. that support the
character of the Entertainment District.
F2. Leverage City owned real estate and philanthropic partnerships to establish a third-party
property management organization that can offer subsidized retail space or artist studio
space in support of the creation/growth of local small businesses. The City owns a signiﬁcant
amount of downtown real estate. Whether that real estate already includes retail space (East Garage) or may be
redeveloped to include retail space (Regency Garage, PCC South, etc.), the City can leverage its ownership by
leasing space at market rents to a third party operator supported by philanthropic funding sources or other capital,
which can in turn offer subsidized retail space in support of the creation and growth of local small businesses,
particularly those in the F&B and clothing industries. As the City explores this partnership structure, close
coordination with legal staff should ensure the approach remains aligned with the requirements of the regulations
of Arizona’s “Gift Clause”.
Filling vacant retail spaces can increase activity and foot trafﬁc, diversify retail offerings, and serve as an amenity
to distressed properties experiencing high vacancy in downtown. Typically, programs offering subsidized retail
space are operated by non-proﬁt, economic development-oriented entities (similar to downtown Phoenix Inc.
or Local First Arizona) through partnerships with local landlords. Examples of similar programs can be found in
Seattle Restored, downtown Austin Alliance’s Space Activation, or Fort Lauderdale’s Zero Empty Spaces programs.
In the same way that those programs partner with downtown landlords at key locations to identify pathways
to subsidized rents (philanthropic funding to offset rents or even accepting temporary activation at a lower rent
to make use of otherwise vacant space), as a large downtown landlord, the City of Phoenix could partner with
philanthropy and the non-proﬁt community for City-owned retail space.
'5
'5
•
ity and Economic Deve
• Neighborhood Service
• Planning and Develop
'5
'5$)7
)7
t District along key
t District along
n Street up to Roosevelt Row)
n Street up to Roosevelt
ms Street, Monroe Street, Taylor
ms Street, Monroe Street, Tay
s provided, ensuring activations are not
s provided, ensuring activations are not
ective success of the downtown community
ective success of the downtown community
ations could include requiring an ofﬁcial
ations could include requiring an ofﬁcial
rs, F+B, artists, performers, etc. that support the
rs, F+B, artists, performers, etc. that support the
hropic partnerships to establish a third-p
c partnerships to es
offer subsidized retail space or artist stu
idized retail spa
ocal small businesses.
inesses. The City owns a sign
The Ci
l estate already includes retail space (East Gar
l estate already includes retail space (E
Garage, PCC South, etc.), the City can leverage
Garage, PCC South, etc.), the City can levera
operator supported by philanthropic funding s
operator supported by philanthropic funding s
ace in support of the creation and growth of lo
e in support of the creation and growth of lo
ng industries. As the City explores this partnersh
stries. As the City explores this partnersh
ensure the approach remains aligned with the re
pproach remains aligned with the r
n increase activity and foot trafﬁc, diversify reta
n increase activity and foot trafﬁc, diversify reta
periencing high vacancy in downtown. Typicall
periencing high vacancy in downtown. T
non-proﬁt, economic development-oriented ent
non-proﬁt, economic development-orient
) through partnerships with local landlords. Exa
) through partnerships with local landlords. E
downtown Austin Alliance’s Space Activation, o
downtown Austin Alliance’s Space Activation, o
y that those programs partner with downtown la
y that those programs partner with downtown la
d rents (philanthropic funding to offset rents or e
ents (philanthropic funding to offset rents or e
se of otherwise vacant space), as a large down
herwise vacant space), as a large down
hropy and the non-proﬁt community for City-ow
e non-proﬁt community for City-ow

76
DT PHX website

77
Topic G: Marketing & Branding
IMPACT STATEMENT
Downtown has evolved past its daytime employment and sporting event destination reputation
and is becoming a place for visitors, employees, and residents of all types. More intentional
marketing collaborations between institutions and a stronger focus on human-focused
storytelling can amplify a brand that emphasizes the collection of experiences in downtown
Phoenix that can’t be replicated anywhere else.
OBSERVATIONS
Downtown’s current success and growth trajectory owes largely to the efforts of many players
who have consistently told its story through their speciﬁc voices. These stories have often
centered on elevating downtown as a sports or major event destination, or reinforcing its
image as an arts, entertainment, and employment hub to those most inclined to visit. This work
has served to create a collection of captive audiences that views downtown as the place to be
for their type of experience.
Downtown has since reached a new stage of maturity—one where it is becoming more
widely perceived as a collection of unique neighborhoods or districts that hold a place for
residents, students, employees, and visitors of all types during different times, not just for special
occasions. These users are not just visiting (or living) downtown to have a singular experience;
rather, they view downtown’s neighborhoods as a collection of places to gather, dine,
experience cultural amenities, and share unexpected moments.
OPPORTUNITIES
Efforts to rebrand downtown Phoenix under alternative names have historically been met with
skepticism by those who live, work, and spend leisure time in the area. This plan reafﬁrms—
based on strong and consistent stakeholder input—that the most effective and authentic way to
represent the city’s urban core is simply as “downtown Phoenix.” This straightforward identity
resonates with users and reﬂects the area’s evolving character. As downtown continues to grow
and diversify, so too should the ways in which it is marketed. Entertainment anchors and local
businesses have a unique opportunity to collaborate with one another to reach more marketing
channels to amplify this brand beyond traditional platforms. Events like ball games and
concerts, while major draws on their own, can be promoted as part of a broader downtown
experience—encouraging visitors to explore dining, nightlife, and cultural offerings before and
after the main event. This approach not only enhances the visitor experience but also increases
the duration, frequency, and economic impact of visits to downtown Phoenix. Downtown’s
'5$)7
ation reputation
ation reputati
More intentional
More intentional
uman-focused
uman-focused
periences in downtown
riences in downtown
es largely to the efforts of many players
es largely to the efforts of
eciﬁc voices. These stories have often
ciﬁc voices. These stories hav
major event destination, or reinforcing its
r event destination, or re
ment hub to those most inclined to visit. This wor
o those most incline
e audiences that views downtown as the place
views downtown
new stage of maturity—one where it is becomin
ew stage of maturity—one where it is becomin
on of unique neighborhoods or districts that ho
f unique neighborhoods or districts that ho
ees, and visitors of all types during different tim
visitors of all types during different ti
are not just visiting (or living) downtown to have
ting (or living) downtown to have
wntown’s neighborhoods as a collection of plac
ntown’s neighborhoods as a collection of plac
al amenities, and share unexpected moments.
al amenities, and share unexpected mo
UNITIES
UNITIES
to rebrand downtown Phoenix under alternativ
to rebrand downtown Phoenix under alternativ
epticism by those who live, work, and spend leis
pticism by those who live, work, and spend leis
based on strong and consistent stakeholder inp
on strong and consistent stakeholder inp
represent the city’s urban core is simply as “
the city’s urban core is simply as “
resonates with users and reﬂects the area
resonates with users and reﬂe
and diversify, so too should the ways
and diversify, so too should the w
businesses have a unique opportu
businesses have a unique opportu
channels to amplify this brand b
channels to amplify this brand b
concerts, while major draws
certs, while major draws
experience—encouragin
ence—enco
after the main event. T
main eve
the duration, frequ
the duration, freq

78
Topic G: Marketing & Branding
growing audience for event and destination attendees,
combined with its fast-growing residential population
present multiple avenues to tell more human-centered
stories. These stories can go beyond just how people
experience downtown, but what those experiences
mean to people from all walks of life. This can also
include storytelling about our history—of downtown,
of the City, the Valley, and the State. Downtown is but
one destination in a crowded ﬁeld of regional draws,
but also one that has the potential to be unlike any
other due to its history and role that it has played and
will continue to play. Targeted promotional efforts,
especially in competing markets, can bring greater
awareness of the many activities, entertainment
destinations, or food and beverage options that are
available to potential downtown visitors.
• Community and Economic Development
• Phoenix Convention Center
• Communications Ofﬁce
• Ofﬁce of Arts and Culture
• Downtown Phoenix Inc.
• Visit Phoenix
• Arizona Diamondbacks
• Phoenix Suns/Phoenix Mercury
• Arizona Science Center
• Herberger Theater Center
• Roosevelt Row CDC
• Phoenix Symphony Hall
KEY PARTNERS
ACTIONS
G1. Hire a creative marketing agency to create an awareness campaign for the “downtown
Phoenix” brand which will amplify downtown’s identity as a must-visit destination for regional residents in
addition to tourists.
downtown is a major destination, but an increased focus on downtown’s history, local resident stories, and
human connection can emphasize the many unique neighborhoods of downtown. An approach that tells the
story of downtown as the array of neighborhoods will establish downtown as a place where people gather, dine,
experience cultural amenities, and share unexpected moments. The creative marketing agency can explore ways
to highlight and amplify Jefferson Street corridor and the area adjacent to the PCC. Additionally, the awareness
campaign should emphasize the use of public transit as a means of accessing downtown.
G2. Facilitate a cohesive marketing strategy for cultural corridors, building on existing planning
efforts for corridors that represent the different cultures or identities across Phoenix. Signage along the heritage/
cultural walking trails should align with the messaging and design aesthetic established by the marketing agency
engaged under Action G1.
Cultural Corridors are being developed throughout Phoenix (Central City South, Rio Salado, Central Avenue/
Central Idea, Heritage Square, Miracle Mile (McDowell). All are relevant for connections between downtown
and its surrounding neighborhoods. Similar examples include Tempe Historic Sites and Papago Park, and Gilbert
Heritage Walk. Coordinate the collection of art pieces/landmarks across downtown and along the light rail to
connect all cultural areas.Utilize partner’s existing event calendar assets to promote a wide-range of cultural,
artistic, and general events in each corridor and throughout downtown.
'5
'5
• Community and Econo
• Phoenix Convention C
• Communications O
Ofﬁce of Arts a
wntown
'5
'5$)7
d of regional draws
d of regional d
ntial to be unlike any
ntial to be unli
role that it has played and
role that it has pla
rgeted promotional efforts,
rgeted promotional effor
ng markets, can bring greater
ng markets, can bring greater
many activities, entertainment
many activities, entertainment
r food and beverage options that are
r food and beverage options that are
o potential downtown visitors.
o potential do
$)7
5$
S
e an awareness campaign for the “dow
reness campaig
dentity as a must-visit destination for regional re
visit destination f
ased focus on downtown’s history, local residen
ased focus on downtown’s history, local reside
y unique neighborhoods of downtown. An app
unique neighborhoods of downtown. An app
borhoods will establish downtown as a place w
oods will establish downtown as a place w
are unexpected moments. The creative marketin
pected moments. The creative market
treet corridor and the area adjacent to the PCC
r and the area adjacent to the PCC
e use of public transit as a means of accessing d
nsit as a means of accessing d
e marketing strategy for cultural corrid
e marketing strategy for cultural
epresent the different cultures or identities acros
epresent the different cultures or identitie
should align with the messaging and design ae
should align with the messaging and design
tion G1.
tion G1.
ors are being developed throughout Phoenix (C
ors are being developed throughout Phoenix (C
, Heritage Square, Miracle Mile (McDowell). A
Heritage Square, Miracle Mile (McDowell). A
rrounding neighborhoods. Similar examples inc
g neighborhoods. Similar examples inc
ge Walk. Coordinate the collection of art pieces
rdinate the collection of art pieces
nect all cultural areas.Utilize partner’s existing e
ect all cultural areas.Utilize partner
rtistic, and general events in each corridor and
rtistic, and general events in each corrido

79
Marketing & Branding at Mortgage Matchup Center (Formerly Footprint Center) / Credit: City of Phoenix

80
Phoenix Arizona City Hall in downtown / Credit: Chris Curtis via Shutterstock

81
Topic H: Governance and Funding
IMPACT STATEMENT
As the City pursues the tactics to create an active and connected collection of entertainment
destinations in downtown, it will need to utilize already-existing tools, explore new ways of
using existing tools, and, where necessary, create new mechanisms to fund and implement
these tactics.
OBSERVATIONS
Phoenix’s growth has been exceptional in terms of new residents, companies, jobs, and
overall vitality. Much of this owes to policies and investments that the City has made to
diversify its economy, build new housing options, revitalize underinvested neighborhoods,
invest in new transportation modes, and plan for a more urban and sustainable future. From
this standpoint, downtown can be observed as a distillation of these policies and investments
in one compact geography.
The policies the City has relied on for growing into the country’s ﬁfth largest are similar to
those utilized to encourage downtown’s transformation over last 20+ years. This includes
direct investment of public funds into projects like the light rail starter line, the PCC’s West
and North Building’s expansions, development of the Sheraton Phoenix downtown, or
improvements like the Hance Park Master Plan or development of Civic Space Park. Other
successes can be attributed to innovative partnerships the City has led with collaborators
like in the case of Arizona State University’s signiﬁcant downtown Campus expansion, the
redevelopment of the former Block 23 site into the CityScape project, and renovation of the
home arena for the Phoenix Suns and Mercury, and numerous other residential, hospitality
and other projects developed via City policy and ﬁnancing incentives.
The City continues to utilize tools like Government Property Lease Excise Tax (GPLET)
incentives, General Obligation (G.O.) Bond program funds, and partnerships with public
and private entities, especially in the case of its close relationship with Downtown Phoenix
Inc. and their resultant management of the Enhanced Municipal Services District, to continue
investments in downtown.
'5$)7
entertainment
entertainment
ore new ways of
ore new ways of
nd and implement
nd and implement
sidents, companies, jobs, and
sidents, companies,
tments that the City has made to
tments that the City has ma
vitalize underinvested neighborhoods,
vitalize underinvested neighb
a more urban and sustainable future. From
ore urban and sustainab
as a distillation of these policies and investments
tion of these policie
r growing into the country’s ﬁfth largest are sim
r growing into the country’s ﬁfth largest are si
ntown’s transformation over last 20+ years. This
own’s transformation over last 20+ years. This
ds into projects like the light rail starter line, the
o projects like the light rail starter line, the
nsions, development of the Sheraton Phoenix d
velopment of the Sheraton Phoenix
Hance Park Master Plan or development of Civi
ster Plan or development of Civi
ributed to innovative partnerships the City has
buted to innovative partnerships the City has
Arizona State University’s signiﬁcant downtow
Arizona State University’s signiﬁcant do
nt of the former Block 23 site into the CityScape
nt of the former Block 23 site into the City
a for the Phoenix Suns and Mercury, and nume
a for the Phoenix Suns and Mercury, and nu
er projects developed via City policy and ﬁnan
er projects developed via City policy and ﬁnan
he City continues to utilize tools like Governmen
City continues to utilize tools like Governmen
incentives, General Obligation (G.O.) Bond p
es, General Obligation (G.O.) Bond p
and private entities, especially in the case
e entities, especially in the case
Inc. and their resultant management of
Inc. and their resultant manage
investments in downtown.
investments in downtown.

82
Topic H: Governance and Funding
OPPORTUNITIES
For downtown to realize its fullest potential as an 18-
hour live, work, and play district, the City will need
to: continue utilizing all policy and funding tools at
its disposal, strengthen its relationships with critical
implementation partners, and create additional
mechanisms to fund and implement an array of public
and private projects that remain critical to this vision.
The 2023 G.O. Bond identiﬁes projects and funding
for several downtown projects managed by various
departments and efforts should be made to align these
investments with this Plan, where possible, to increase
their combined effects. Traditionally, these have included
funding for uses such as:
• Heat Resiliency Funds for Tree Planting, Green
Infrastructure, and Cool Corridors projects that can
connect anchors with surrounding neighborhoods.
• Equity Based Transportation Mobility projects to
improve pedestrian and bicycle connections with
trees, shade, and protected bike lanes between the
core of downtown to neighborhoods immediately to
the south.
• Arts and Culture bond-funded projects that are
themselves downtown entertainment destinations
and should be more intentionally connected with
other anchors including Children’s Museum of
Phoenix Expansion, Phoenix Center for the Arts
Theater Improvements, and the Latino Cultural
Center development, especially along corridors
that connect to entertainment anchors - 1st Street, 3rd
Street, Central.
The City’s use of GPLET was deﬁned with more
speciﬁc goals and procedures in its 2022 policy
update (Policy #C106). This update explicitly
names the creation of an “Entertainment District”
CityScape - Light Rail Station at Central Avenue / Credit: Eric Donzella via Unsplash
'5$)7
d
reen
een
ects that can
that can
eighborhoods.
oods.
Mobility projects to
Mobility projec
cycle connections with
cycle connect
cted bike lanes between the
cted bike lanes be
o neighborhoods immediately to
o neighborhoods immed
lture bond-funded projects that are
lture bond-funded projects that are
es downtown entertainment destinations
es downtown entertainment destinations
hould be more intentionally connected with
ould be more intentionally connected with
her anchors including Children’s Museum of
her anchors including Children’s Museum of
Phoenix Expansion, Phoenix Center for the Art
Phoenix Expansion, Phoenix
Theater Improvements, and the Latino Cultu
Theater Improvements, an
Center development, especially along c
enter development, e
that connect to entertainment anchor
onnect to enterta
Street, Central.
entral.
The
The City’s use of GPLET
City’s use of GPLET was d
was d
speciﬁc goals and procedure
speciﬁc goals and procedure
update (Policy #C106). Th
update (Policy #C106). Th
names the creation of a
mes the creation of a

83
Topic H: Governance and Funding
as a goal but also more generally espouses goals
that are well-aligned with the recommendations
in this report including promoting better and
more walkable connections between downtown
neighborhoods and centers of activity, providing more
opportunities for retail and other small and ground-
ﬂoor businesses, and creating more open space,
public art and overall improved public realm.
Streetscape improvements, shade, and public art are
investments that will require more signiﬁcant funding
and innovative governance structures. A useful
precedent to advance these projects is the Streetscape
Improvement District that was created by Council in
the 1990s and which is overseen by Downtown Phoenix
Inc. Expansion of the current district or creation of new
districts should prioritize connecting areas of downtown
that are already heavily trafﬁcked on foot, have new
residential or commercial development that is amenable
to increased pedestrian trafﬁc, and/or connects
critical entertainment anchors more intentionally. The
following corridors should be considered at minimum:
• Jefferson Street from 1st Avenue to 7th Street
• Washington Street from 1st Avenue to 7th Street
• 3rd Street from Monroe to Lincoln Streets
• 5th Street from Fillmore to Lincoln Streets
• 2nd Street from Polk to Mortgage Matchup Center
and south of Mortgage Matchup Center to Lincoln
Street
• 1st Street from Hance Park to Grant Street
Additional revenue for streetscape, shade, and public
art improvements could be generated through a
Percent for Art Program applicable to private
developments downtown, and from increased diversion
of parking meter revenue in the Parking Special
Revenue Fund in coordination with the Street
Transportation Department.
More generally, implementation of the recommendations
in this plan will need to draw on other sources that
require policy or tax changes or creating new ways of
co-governance with strategic partners, including, but not
limited to:
• Incorporating the more capital-intensive
recommendations in the City’s next G.O. Bond
program will be a crucial need for which planning
should commence.
• The Downtown Phoenix Enhanced Municipal
Services District, especially as managed
by Downtown Phoenix Inc., has been a crucial
champion and shepherd of downtown’s growth
since the district’s inception in 1990. To ensure the
district’s funding and programmatic offerings are
best positioned to support downtown’s next era of
growth and maturation, the district should conduct a
benchmarking study to understand its comparative
position relative to other major metro BIDs in the
country, with special focus on revenue, budget, and
infrastructure investment and management.
• Supplementing the City’s capital investments via the
Capital Improvement Plan, and next round of
G.O. Bond funds, the City and DPI should partner
on seeking implementation funds via philanthropic
support.
In the pursuit of funding and planning for the
interventions of this Plan, the City should continue to
maintain and strengthen its relationships with major
private and non-proﬁt stakeholders who will be critical
to the Plan’s implementation. The City should also see
this Plan as an opportunity to form stronger partnerships
with other stakeholders, notably with organizations
and institutions from Phoenix’s vibrant arts scene to
both create unexpected experiences and authentically
embed the full spectrum of Phoenician culture, including
Latino and Indigenous cultures, across downtown.
Potential partners could include the Arizona Latino
Arts and Cultural Center, Roosevelt Row CDC, Phoenix
Children’s Museum, Phoenix Art Museum, Heard
Museum, and Artlink Inc.
'5$)7
l in
hoenix
hoenix
of new
of new
f downtown
downtown
t, have new
e new
nt that is amenable
menable
/or connects
ore intentionally. The
ore intentionally. The
e considered at minimum:
e considered at minimum:
m 1
m 1stst Avenue to 7
Avenue to 7
t
thth Street
Stre
Street from 1
Street from 1st Avenue to 7
nue to 7thth Street
Street
from Monroe to Lincoln Streets
m Monroe to Lincoln Streets
Street from Fillmore to Lincoln Streets
more to Lincoln S
2nd
nd Street from Polk to Mortgage Matchup Ce
Street from Polk to Mortgage Match
and south of Mortgage Matchup Center to
and south of Mortgage Matchup Center
Street
Street
• 1st Street from Hance Park to Gran
Street from Hance Par
Additional revenue for streetscap
Additional revenue for streets
art improvements could be ge
art improvements could be g
ercent for Art Progra
ercent for Art Progra
lopments downtow
lopments downtow
ng meter rev
ng meter rev
Fund
Fund
of the recommenda
of the recomm
on other sources that
on other source
es or creating new ways of
es or creating new
tegic partners, including, but not
tegic partners, including
ng the more capital-intensive
ng the more capital-intensive
endations in the City
endations in
’s next G.O. Bond
.O. Bond
gram
gram will be a crucial need for which planning
will be a crucial need for which planning
ould commence.
ould comme
The
The Downtown Phoenix Enhanced M
Downtown Phoen
Services District,
ervices District, especially as manag
es
by Downtown Phoenix Inc., has been
owntown Phoenix
champion and shepherd of downto
on and shepherd
since the district’s inception in 1
strict’s inception i
district’s funding and progra
district’s funding and progra
best positioned to suppo
best positioned to suppo
growth and maturatio
growth and maturatio
benchmarking stud
benchmarking stud
position relative
position relative
country, with
country, with
infrastruc
inf
• Sup
Su
C

84
Topic H: Governance and Funding
ACTIONS
H1. Utilize increased interdepartmental coordination to execute projects identiﬁed in the 2023
General Obligation Bond that will create greater mobility, streetscape, and shade connecting downtown’s
entertainment anchors and adjacent neighborhoods.
Various departments have projects that were approved as part of the 2023 General Obligation bond that can
realize elements stakeholders have identiﬁed as critical to the creation of a more lively urban built environment
downtown. The 2023 GO Bond identiﬁes projects and funding for several downtown projects managed by various
departments and efforts should be made to align these, where possible, to increase their combined effects. These
include:
• Heat Resiliency Funds for Tree Planting, Green Infrastructure, and Cool Corridors projects that can connect
anchors with surrounding neighborhoods.
• Equity Based Transportation Mobility projects to improve pedestrian and bicycle connections with trees, shade,
and protected bike lanes between the core of downtown to neighborhoods immediately to the south.
• Arts & Culture bond-funded projects that are themselves downtown entertainment destinations and should be
more intentionally connected with other anchors including Children’s Museum of Phoenix Expansion, Phoenix
Center for the Arts Theater Improvements, and the Latino Cultural Center development, especially along
corridors that connect to entertainment anchors - 1st Street, 3rd Street, Central.
H2. Utilize the Streetscape Master Planning and Shade Phoenix Plan as the basis for soliciting
philanthropic support from private donors, crowdfunding campaigns, adopt-a-street efforts, and other grant
funding.
Supplementing the City’s capital investments via the Capital Improvement Plan, and next round of GO Bond funds,
the City and DPI should partner on seeking implementation funds via philanthropic support.
H3. Leverage strategic partnerships with organizations and institutions from Phoenix’s
vibrant arts scene to both create unexpected experiences and authentically embed Latino and
Indigenous cultures across downtown. Potential partners could include the Arizona Latino Arts and Cultural
Center, Heard Museum, Phoenix Art Museum, Roosevelt Row CDC, Phoenix Children’s Museum, and Artlink, Inc. In
addition to facilitating partnerships, engagement with organizations should assess and rectify the physical barriers
that often preclude members of the Latino or Black community from accessing downtown despite driving its vibrant
arts scene.
Increased instances of interactive public art will provide additional activation and authentically embed Latino
or Indigenous cultures across downtown. There are two pathways to expand on the existing arts programming:
Extending existing events onto the streetscape or into the public space will attract additional visitation and provide
greater vibrancy as new users stumble upon the programming. For example, the Arizona Latino Arts and Cultural
Center and Artlink, Inc. already host events in their respective gallery spaces within downtown and the Heard
Museum and Arizona Center have a robust calendar of events that could be extended to additional locations in
downtown like Civic Space Park or Heritage Square.
'5$)7
$
5$
identiﬁed in the 2023
identiﬁed in th
de connecting downtown’s
de connecting downtow
General Obligation bond that can
General Obligation bond that can
more lively urban built environment
more lively urban built environment
ral downtown projects managed by various
ral downtown projects managed by various
le, to increase their combined effects. These
le, to increase their combined effects. These
e, and Cool Corridors projects that can connec
e, and Cool Corridors projec
prove pedestrian and bicycle connections with t
strian and bicycle
wntown to neighborhoods immediately to the so
borhoods immed
themselves downtown entertainment destinatio
themselves downtown entertainment desti
chors including Children’s Museum of Phoenix
chors including Children’s Museum of Phoenix
s, and the Latino Cultural Center development,
, and the Latino Cultural Center development,
nt anchors - 1
chors - 1stst Street, 3
Street, 3rdrd Street, Central.
Street, Cen
ster Planning and Shade Phoenix Plan
ning and Shade Phoenix Plan
rivate donors, crowdfunding campaigns, adopt
rowdfunding campaigns, adopt
apital investments via the Capital Improvement
apital investments via the Capital Improv
partner on seeking implementation funds via ph
partner on seeking implementation funds
rategic partnerships with organizations
rategic partnerships with organizations
cene to both create unexpected experie
cene to both create unexpected experie
cultures across downtown.
ultures across downtown. Potential part
Potential part
ard Museum, Phoenix Art Museum, Roosevelt R
Museum, Phoenix Art Museum, Roosevelt R
to facilitating partnerships, engagement with o
ng partnerships, engagement with o
often preclude members of the Latino or Black c
en preclude members of the Latino or Black c
s scene.
s scene.
Increased instances of interactive public art w
Increased instances of interactive public art w
or Indigenous cultures across downtown. Th
or Indigenous cultures across downtown. Th
Extending existing events onto the streets
Extending existing events onto the streets
greater vibrancy as new users stumbl
greater vibrancy as new use
Center and Artlink, Inc. already ho
Center and Artlink, Inc. alrea
Museum and Arizona Center ha
Museum and Arizona Cente
downtown like Civic Space P
downtown like Civic Space

85
Topic H: Governance and Funding
• Phoenix City Council
• Ofﬁce of the City Manager
• Community and Economic
Development Department
• Phoenix Convention Center
• Street Transportation Department
• Finance Department
• Ofﬁce of Arts and Culture
• Ofﬁce of Heat Response and
Mitigation
• Downtown Phoenix Inc.
• Arizona Diamondbacks
• Phoenix Suns/Phoenix Mercury
• Arizona Science Center
• Herberger Theater Center
• Roosevelt Row CDC
• Phoenix Symphony Hall
KEY PARTNERS
ACTIONS
H4. Study the expansion of a new streetscape improvement district(s) within the Enhanced
Municipal Services District for the purpose of funding capital improvements and maintenance of enhanced
streetscape corridors that connect downtown’s entertainment anchors.
The current Streetscape Improvement District was approved by Council in the 1990s and maintained by Downtown
Phoenix Inc. Expansion of the current district or creation of new districts should prioritize connecting areas of
downtown that are already heavily trafﬁcked on foot, have increased residential or commercial development that is
amenable to increased pedestrian trafﬁc, and/or connects critical entertainment anchors more intentionally.
The following corridors should be considered at minimum:
• Jefferson Street from 1st Avenue to 7th Street
• 3rd Street from Monroe to Lincoln Streets
• 5th Street from Fillmore to Lincoln Streets
• 2nd Street from Polk to Mortgage Matchup Center and south of Mortgage Matchup Center to Lincoln Street
• 1st Street from Hance Park to Grant Street
'5$)
'5$
Manager
nd Economic
ent Departm
Convention Center
ortation Department
•
Department
• Ofﬁce of Arts and Cu
• Ofﬁce of Heat Respon
Mitigation
• Downtown Phoe
•
$)
Arizona Dia
KEY PARTNERS
$)
$)7
ithin the Enhanced
ithin the Enhan
maintenance of enhanced
maintenance of enhan
1990s and maintained by Downtown
1990s and maintained by Downtow
uld prioritize connecting areas of
uld prioritize connecting areas of
sidential or commercial development that is
sidential or commercial development that is
tertainment anchors more intentionally.
tertainment anchors more intentionally.
nter and south of Mortgage Matchup Center to
nter and south of Mortgage Matchup C

SECTION FOUR
Intervention Areas
0

Pop-up Art, Entertainment, F+B, and Retail Vendors - First Friday at Roosevelt Row / Credit: Nick Ryan

89
Intervention Areas
The exploration of potential strategies and improvements throughout downtown Phoenix,
paired with comments and feedback from community engagement, led the consultant team
to the identiﬁcation of several opportunity sites for the Entertainment District. The opportunity
sites present a variety of conditions that encourage unique design interventions and the
overlaying of multiple strategies from this plan to help achieve its goals.
The opportunity sites for the Entertainment District include enhancing the connections among
existing sports and performance venues that are spread out across downtown, creating urban
islands of entertainment and activity in the city’s core. Of critical importance is the need to
strengthen connections between these venues and their surrounding communities. A focus
on tactical interventions will help maximize the return on investment, as well as break down
physical and social barriers currently limiting growth. Activation of the spaces between these
critical sites will build upon the culture and history of downtown, utilizing existing and new
infrastructure to provide a unique, intergenerational experience for the Entertainment District.
While this study has identiﬁed many opportunity sites throughout downtown, ten catalyst
locations are essential to establishing a lively and connected Entertainment District
experience. These catalyst locations are:
1.
Phoenix Convention Center (PCC) South Building (3rd-5th Street & Jefferson)
2.
Jefferson Street Garage (3rd-4th Street & Jefferson)
3.
Chase Field Plaza (4th Street & Jefferson)
4.
North Parking Lot of Chase Field (7th Street & Jefferson)
5.
Mortgage Matchup Center Plaza (1st Street & Jefferson)
6.
Northeast Parking Lot of Mortgage Matchup Center (3rd Street & Jefferson)
7.
Canyon on 3rd at PCC North and West Buildings (3rd Street)
8.
East Lawn of Herberger Theater (3rd Street & Monroe)
9.
Northwest Parking Lot of St. Mary’s Basilica (3rd Street & Van Buren)
10.
Interior Corridor of PCC North and West Building (2nd-5th Street)
Each design intervention proposes new programs and activation opportunities, along
with proposed sequencing for the site’s evolution (i.e., pilot projects, events, and future
redevelopment). The proposed sequencing for each site contemplates an approach that
stimulates interest and funding for future capital improvements, offers vibrancy in the
meantime, and establishes related place-speciﬁc behavior.
'5$)7
oenix,
oenix,
sultant team
sultant team
The opportunity
The opportunity
ntions and the
ntions and the
s.
cing the connections among
cing the connections among
across downtown, creating urban
across downtown, creating urban
critical importance is the need to
critical importance is
r surrounding communities. A focus
r surrounding communities
rn on investment, as well as break down
n on investment, as well as b
owth. Activation of the spaces between these
Activation of the spaces
story of downtown, utilizing existing and new
wntown, utilizing e
nerational experience for the Entertainment Dist
nce for the Entert
y opportunity sites throughout downtown, ten ca
y opportunity sites throughout downtown, ten c
shing a lively and connected Entertainment Dist
ing a lively and connected Entertainment Dist
cations are:
s are:
ntion Center (PCC) South Building (3
CC) South Building (3rdrd-5
-5thth Street
Street
treet Garage (3
treet Garage
rd-4th Street & Jefferson)
treet & Jefferson)
e Field Plaza (4
e Field Plaza (4thth Street & Jefferson)
Street & Jefferson)
North Parking Lot of Chase Field (7
North Parking Lot of Chas
th Street & Je
Street & Je
5.
Mortgage Matchup Center Plaza (1
Mortgage Matchup Center Plaza (1stst Stree
Stree
t
6.
Northeast Parking Lot of Mortgage M
Northeast Parking Lot of Mortgage M
7.7.
Canyon on 3
Canyon on 3rdrd at PCC North an
at PCC
8.8.
East Lawn of Herberger The
East Lawn of Herberger Th
9.9.
Northwest Parking Lot
Northwest Parking Lot
10.
Interior Corridor
nterior Co
Each design interve
Each design inter
with proposed s
with proposed
redevelopme
redevelopme
stimulates
stimulates
meant
meant

90
PCC South Expansion
Phoenix Convention Center South Building –
3rd-5th Street & Jefferson Street
The redevelopment of the PCC on the site of
the current South Building is central to the
Entertainment District, serving as one of the major
venues and sitting at the corner of two major
corridors. Activation of the ground plane along
Jefferson, Washington, and 3rd Streets will provide
new opportunities for food and beverage and
retail spaces, with connections to a new public
plaza protected by the shade of the new towers
and trees. Two new towers, with hotel and market
driven supportive development, will introduce a
new central hub for residents and visitors, providing
close proximity to many of the Entertainment
District’s venues and attractions.
3rd Street
3rd Street
5th Street
4th Street
Washington Street
Jefferson Street
PCC South Expansion - Concept Site Plan
'5$
PCC
Ph
P
5$
5th Street
eet
Jefferson Street
Jefferson Street

91
• An iconic new central public space, including opportunity for indoor-outdoor connections for
public programming, creating a new center for public gatherings downtown.
• Food, beverage, and retail spaces provided on the ground level of hotel and residential
towers, enhancing Jefferson, Washington, and 3rd Streets, offering the opportunity to support
new uses not yet present in downtown (e.g., food hall).
• Convention expansion to include new meeting/conference space, galleries, and integrate
with new food and beverage, retail, and public spaces.
• Road providing valet service and covered spots for exclusive cars; also could serve as an
extension of food, beverage, and retail spaces.
• Signage for local venues and events on the facades of tower bases.
• Exterior corridor connection between Collier Center and retail in Level 1 of East Garage.
Opportunity to create unexpected moments in the space; art corridor with murals and
installations, rotating interactive gallery, etc.
Event - Continue/Expand PCC events. Maintain programming along 3rd Street and increase
long term activity along the Jefferson Street corridor.
New - New South Convention Building with towers for with hotel and market driven supportive
development. Tower Base features opportunities for new amenities such as a range of food and
beverage options and a new iconic civic gathering space.
DETAILS:
SEQUENCE:
PCC South Expansion - Concept Render
'5$
iconic new central public space, including opp
iconic new central public space, includ
public programming, cr
public programming, c eating a new center for
new center
• Food, beverage, and retail spaces provide
Food, beverage, and retail spaces provide
towers, enhancing Jefferson, Washingto
towers, enhancing Jefferson, Washingto
new uses not yet present in downtow
new uses not yet present in downtow
• Convention expansion to includ
Convention expansion to includ
with new food and beverage
ith new food and
• Road providing valet se
Road providing valet s
extension of food, be
extension of food, be
• Signage for loca
Signage for loca
• Exterior corr
Exterio
Opportu
Oppo
install
insta
Even
Even
lolo
QUENCE:
QUENCE:

92
Market Station
Jefferson Street Garage - 3rd-4th Street & Jefferson
Opening the double height space of the north end
of the Jefferson Street Garage and the adjacent
historic building creates a double-sided pavilion
to enhance the gameday experience for Chase
Field and the Mortgage Matchup Center. The
renovation adds formal and informal mercantile
uses and expands the light rail stop giving it greater
signiﬁcance as a major transportation hub for big
game and convention activities, as well as local
patrons. The new public space provides a shaded
corridor that centrally connects the sports venues
and offers opportunities for vending like food stalls,
farmers markets, and sales of sports memorabilia.
3rd Street
3rd Street
4th Street
Jackson Street
Jefferson Street
Market Station - Concept Site Plan
'5$
Ma
M
Jef
Je
son Street
son Street

93
• Remove facades at north, east, and west ends of the garage.
• Open historic building to garage side with local food and culture.
• Revise sidewalk/curb/surfaces to better connect from east to west.
• Expand the “misted zone” from the Chase Field Plaza to the Mortgage Matchup Center
to ensure comfort, especially in the hotter seasons.
• Remove pedestrian bridge between garage and Mortgage Matchup Center; rework
vertical circulation of garage.
• Modernize “Legends” signage with more immersive and/or dynamic content.
• Incorporate new tree plantings for both softening and shade.
• Enliven with environmental and artistic lighting threaded through the garage to establish
continuity across the hardscape that connects venues for both sports teams.
Pilot - Free vendor spots, selected by lottery, with an emphasis on local businesses -
Monday, Wednesday, Friday and game days.
Event - Pre- and post-games, Art Detour exhibition space, Viva Phoenix performance space.
New - Remove garage for higher use that expands public space and connectivity; new food,
beverage, and retail options. Intertwine infrastructure needs with greater number of uses.
Market Station - Concept Render
DETAILS:
SEQUENCE:
Remove facades at north, east, and west ends
Remove facades at north, east, and we
• Open historic building to garage side wit
Open historic building to garage side w
• Revise sidewalk/curb/surfaces to be
Revise sidewalk/curb/surfaces to be
• Expand the “misted zone” from t
Expand the “misted zone” from t
to ensure comfort, especially
to ensure comfort, especially
• Remove pedestrian bridg
Remove pede
vertical cir
vertical circulation of
culatio
• Modernize “Lege
ernize “Lege
• Incorporate n
Incorporate n
• Enliven w
En
conti
co
Pilo
Pilo
M
SEQUENCE:
SEQUENCE:

94
Diamondbacks Plaza
Chase Field Plaza - 4th Street & Jefferson
The redesign of Diamondbacks Plaza into
an entertainment hub is centered around the
connection of the ballpark plaza, private on-site
buildings, and Chase Field. Weaving the programs
of these three spaces creates a new destination and
provides complementary uses to Jefferson Street
Garage and PCC South. The new plaza presents
a stage for pop-up vendors and organized events
that can function independently or as an amenity
to events at Chase Field. Shade, from both trees
and solar canopies, provides a space for visitors to
escape the heat and socialize. No longer serving
as a one-stop destination, the Diamondbacks Plaza
provides locals and visitors with several activity
options for an entire evening of entertainment.
4th Street
Jackson Street
5th Street
Jefferson Street
Diamondbacks Plaza - Concept Site Plan
'5$
Dia
Ch
C
ackson Street
ackson Street
5$
5th Street

95
DETAILS:
• Redesign the hardscaped area at the corner of Jefferson and 4th Streets with shade
structures, trees, and landscaped zones to create pockets for activities.
• Activate the space between Chase Field and Guy Fieri’s/Sportsbook Building. Take
advantage of the existing shade from the solar canopies by hosting vendors for game
day, farmer’s markets on the weekend, art installations, etc.
• As part of the overall improvements to the ballpark, redesign the Guy Fieri’s/Sportsbook
Building to open out and present the program to 4th Street, creating a visual connection
between the activity at Chase Field and Jefferson Street Garage improvements.
• Open up solid portions of the northwest facade of ballpark and activate the space with
food and beverage on gamedays with operable glass doors.
• Create a landscape buffer with a mix of native and desert-adapted trees and plants
along the light rail guardrail, providing visual comfort to pedestrians.
Pilot - Vendor spots outside of Chase Field on game days. Promote happy hour/discount
deals at Guy Fieri’s/Sportsbook Building after games to encourage continued engagement.
Event - Pre-and post games, event-free weekends.
New - Redesign ballpark plaza, private buildings, and Chase Field into a cohesive hub of
activities.
SEQUENCE:
Diamondbacks Plaza - Concept Render
'5$
Redesign the hardscaped area at the corner o
Redesign the hardscaped area at the c
structures, trees, and landscaped zones to
structures, trees, and landscaped zones
• Activate the space between Chase Fie
Activate the space between Chase Fie
advantage of the existing shade fro
advantage of the existing shade fro
day, farmer’s markets on the we
day, farmer’s markets on the we
• As part of the overall impro
As part of the overall impro
Building to open out and
Building to op
between the activity a
between the activ
• Open up solid po
n up solid po
food and bev
food and bev
• Create a
Cr
along
al
Pilot
Pilo
de
de
SEQUENCE:
SEQUENCE:

96
Sonora Field
North Parking Area of Chase Field -
7th Street & Jefferson
This corner welcomes visitors to a desert city.
Mounded desert and grass landscapes marry
the opportunity to experience the unique desert
landscape of the region with playful natural grass
mounds—opportunities to experience, play, or sit.
A network of paths promotes the ﬂow of people
from nearby parking venues to venue waiting
areas. New venues on the north support pregame
and post-game food and beverage options.
Curating a mix of local businesses in the retail
spaces in the East Garage connects visitors to PCC
South, Heritage & Science Park, Chase Field, and
Mortgage Matchup Center.
5th Street
7th Street
7th Street
Jefferson Street
Sonora Field - Concept Site Plan
'5$
Son
S
No
N
5$
7th Street
Street
'
Jefferso
Jefferso

97
DETAILS:
• Create a public park with a mix of desert native and desert-adapted landscaping, grass
mounds, benches, lighting, and infrastructure to extend the mist zone for event days at
Chase Field. This would be an ideal location for visitors to encounter a saguaro—a key
request as voiced by stakeholders.
• Replace the “Legends” marquee with other forms of shade and experiential art.
• Update the advertising installations on the East Garage to create dynamic video signage.
• Modernize “Legends” signage with improved visual displays and revised visual content of
advertisements
• Incorporate new tree plantings for both softening and shade.
• Enliven with environmental and artistic lighting threaded through the garage to establish
continuity across the hardscape that connects venues for both sports teams. Open up
solid portions of the northwest facade of ballpark and activate the space with food and
beverage on gamedays with operable glass doors.
Pilot - Vendor spots outside of Chase Field on game days. Provide temporary shade
structures to create space to gather pre- and post-game.
Event - Pre- and post-game, event-free weekends.
New - Remove parking lot and replace it with a park space for visitors that represents desert
identity. Incorporate accessible parking within redesigned corner and in local garages with
accessible routes to the entry.
SEQUENCE:
Sonora Field - Concept Render
Create a public park with a mix of desert nativ
Create a public park with a mix of des
mounds, benches, lighting, and infrastructu
mounds, benches, lighting, and infrastru
Chase Field. This would be an ideal loc
Chase Field. This would be an ideal loc
request as voiced by stakeholders.
request as voiced by stakeholders.
• Replace the “Legends” marquee
Replace the “Legends” marquee
• Update the advertising insta
Update the advertising insta
• Modernize “Legends”
Modernize “Leg
advertisements
dvertisements
• Incorporate new
Incorporate new
• Enliven with
En
continui
co
solid
so
b
P
QUENCE:
QUENCE:

98
Plaza del Sol
Mortgage Matchup Center Plaza - 1st Street &
Jefferson
The openness of a new outdoor plaza establishes
a theater-in-the-round-style space to complement
the surrounding urban fabric. The plaza embraces
its openness, capable of operating as a public
gallery boasting nationally signiﬁcant public art
installations that attracts visitors, whether temporary
or permanent. The plaza embraces the collection of
activities that form along 1st Street, Jefferson Street,
and the nearby light rail station.
1st Street
1st Street
2nd Street
Jefferson Street
Plaza del Sol - Concept Site Plan
Plaz
M
5$
2nd Streetet

99
DETAILS:
• Orient new developments at adjacent properties so their facades to face the plaza with a
mostly continuous digital display
• Commission place-speciﬁc nationally signiﬁcant public art at a civic scale that considers
social and environmental climate in its expression.
• Expand the civic programming of the space for everyday activities such as music, public
performance, games, and outdoor dining.
• Create a landscape buffer with a mix of native and desert-adapted trees and plants
along the light rail guardrail, providing visual comfort to pedestrians.
Pilot - Promote daily, weekly, and monthly cadences of interactive performance or pop-up
art exhibitions for community gatherings; set example for ‘unexpected moments’ and build an
audience.
Event - Arts in the Plaza (similar to Tempe’s ‘Arts in the Park’) on event-free weekends.
New - Redesign plaza with sculptural shade structures and lighting, design for ﬂexible-use/
activity.
SEQUENCE:
Plaza del Sol - Concept Render
'5$
Orient new developments at adjacent propert
Orient new developments at adjacent
mostly continuous d
mostly continuous igital display
play
• Commission place-speciﬁc nationally
Commission place-speciﬁc nationally
social and environmental climate in
social and environmental climate in
• Expand the civic programming
Expand the civic programming
performance, games, and o
performance, games, and o
• Create a landscape bu
Create a landsc
along the light rail g
ong the light rail
Pilot -
Pilo
Promote da
omote da
art exhibitions fo
art exhibitions fo
audience.
audien
Event -
Even
New
Ne
a
SEQUENCE:
SEQUENCE:

100
The Lot on 3rd
Mortgage Matchup Center Parking Lot - 3rd Street
& Jefferson
The Lot on 3rd presents an opportunity for a new venue
for a wide range of programs and activities near the
Mortgage Matchup Center and other destinations in
the downtown core. The outdoor venue can become a
home for large-scale gatherings - sports fans can come
together to watch the Triple Crown, music fans to catch
the latest local act, or pre- and post-event activities at
the arena. A new shade structure spans the entire space,
offering opportunities for both large-scale events and
multiple smaller scale programs through the division
of the space. Private events hosted by the Mortgage
Matchup Center can transform the space into a unique
performance amenity, while local groups can activate
the space at all other times of the year for temporary uses
such as creative performances or markets. As a featured
destination along 3rd Street and Jefferson, the Lot on 3rd
presents year-round entertainment opportunities to locals
and visitors of Phoenix.
2nd Street
2nd Street
Jefferson Street
Jackson Street
3rd Street
3rd Street
The Lot on 3rd - Concept Site Plan
The
T
M
son Street
son Street
5
3rd
rd Street
Stree

101
DETAILS:
• Convert the parking lot at 3rd Street and Jefferson Street into a year-round ﬂexible use
space. The space should be open to the public and could be used for events related to
Mortgage Matchup Center programming or as a venue for community organized events
when the Arena is inactive.
• Adapt the historic Sun Mercantile Building to include new entertainment and cultural
uses, such an art gallery, restaurant, events venue, or a brewery. The new uses should tie
into the ﬂexible space outside and be an amenity of the Mortgage Matchup Center and
Entertainment District. A venue that has a changing program over time can add more
repeat visits to downtown.
• Create a landscape buffer with a mix of native and desert-adapted trees and plants
along the light rail guardrail, providing visual comfort to pedestrians.
Pilot - Promote daily, weekly, and monthly cadences of interactive performance or pop-up
art exhibitions for community gatherings; set example for ‘unexpected moments’ and build an
audience.
Event - Pre- and post amenities that support games/events.
New - Redesign parking lot with new shade structure, new plaza with ﬂexible programming
layout, adaptive reuse of Sun’s Mercantile Building.
SEQUENCE:
The Lot on 3rd - Concept Render
'5$
Convert the parking lot at 3
Convert the parking lot at 3rdrd Street and Jeffer
Street an
space. The space should be open to the pu
space. The space should be open to the
Mortgage Matchup Center programmin
Mortgage Matchup Center programmin
when the Arena is inactive.
when the Arena is inactive.
• Adapt the historic Sun Mercanti
Adapt the historic Sun Mercanti
uses, such an art galler
uses, such an art gallery, rest
y, rest
into the ﬂexible space out
into the ﬂexible space out
Entertainment District. A
Entertainment D
repeat visits to dow
peat visits to dow
• Create a lands
Create a lands
along the lig
along the lig
Pilot -
Pilot Prom
art exhib
art ex
audie
aud
E
SEQUENCE:
SEQU

102
Canyon on 3rd
Phoenix Convention Center - 3rd Street
Improvements to the Canyon on 3rd should focus
on enhancing its current identity. The transformation
of existing convention-only food and retail venues
into day-to-day services provides locals and
visitors with convenient amenities. Adding shared
spaces along 3rd Street creates opportunities for
activation: whether space for food trucks, pop-up
vendors in the drop-off zones, or open space for
street performers and musicians. Private courts
are transformed into public spaces for sculpture
gardens and shade pavilions. While the buildings
and existing trees already provide a great deal of
shade around the PCC, continuing the placement
of trees along the sidewalk will create a more
comfortable environment to entice pedestrians to
travel further along the corridor.
3rd Street
3rd Street
2nd Street
Washington Street
2nd Street
Adams Street
Monroe Street
Canyon on 3rd - Concept Site Plan
'5$
Can
C
Ph
P
3rd Street
Street
ton Street
ton Street
'
Ada
Ada

103
DETAILS:
• Incentivize convention attendees and employees to visit nearby storefronts outside the
convention center for food and beverage choices. Leverage the underutilized, private
courtyards adjacent to convention rooms as a rotating exhibition space or a publicly
accessible court with connection to 3rd Street.
• Install new paving and materials to create visually separate drop-off areas along 3rd Street
and establish ﬂexible space for public activation when there are no planned convention
events. Allow for non-convention event gathering in an area that already successfully
accommodates event on weekdays
• Provide greater wayﬁnding/directory to other areas of the city for amenities
• Active and improve visibility of PCC’s ﬁrst ﬂoor retail spaces along 3rd Street.
• Incorporate opportunities for murals, art installations and improve interactive signage
throughout the Canyon on 3rd.
Pilot - Continue to activate outdoor space and direct visitors to local venues.
Event - Continue Canyon on 3rd events.
New - Improvements to Canyon on 3rd with updates to streetscape, food/concession venues,
and private courtyards. Improve entries to the existing convention center to promote greater
visibility and transparency.
SEQUENCE:
Canyon on 3rd - Concept Render
'5$
Incentivize convention attendees and employe
Incentivize convention attendees and e
convention center for food and beverage c
convention center for food and beverag
courtyards adjacent to convention room
courtyards adjacent to convention room
accessible court with connection to 3
accessible court with connection to 3
• Install new paving and material
Install new paving and material
and establish ﬂexible space f
and establish ﬂexible space f
events. Allow for non-con
events. Allow for non-con
accommodates event o
accommodates
• Provide greater wa
vide greater w
• Active and im
Active and im
• Incorpora
Inc
thr
th oug
Pilot
Pilo
E
SEQUENCE:
SEQUENCE:

104
The Pavilion
Herberger Theater - 3rd Street & Monroe Street
The Pavilion serves as an extension of one of
Arizona’s foremost arts institutions, Herberger
Theater, introducing a unique venue for the
community to engage with the performing arts.
The Pavilion features a state-of-the-art stage
for a variety of concerts and performances. A
new solar pavilion serves as an innovative and
sculptural structure, providing shade to patrons
during the day and opportunities for interactive
lighting at night. A new building on the south
end of the Pavilion doubles as a coffee shop for
day-to-day public use and a full-service bar
to serve public and private performances. The
Pavilion with its lawn presents an exciting new
program to Herberger Theater, helping expand
its audience and creating new connections to the
Entertainment District.
2nd Street
2nd Street
Van Buren Street
Monroe Street
Adams Street
3rd Street
3rd Street
The Pavilion - Concept Site Plan
'5$
The
T
He
H
Monroe Street
Monroe Street
5$
3rd Street

105
DETAILS:
• The addition of a permanent stage for art performances, concerts, and shows.
• A permanent shade structure over the Pavilion for event seating, markets, galleries, or
daily local/visitor uses.
• A new building on the south end of the Pavilion to serve as a multi-functional food and
beverage space, with both day-to-day and event- focused functions.
• The corners of the Pavilion are adaptable for food trucks and vendors that will support
events at Herberger Theater and the Pavilion.
• An indoor-outdoor service window will convert the interior bar of Herberger Theater
to a full-service bar for both performances and outdoor events.
Pilot - Continue to promote pop-up concerts and performances that are open to
the public and free of charge; build up the audience for Herberger Theater and local
performing arts groups.
Event - Nights on the Lawn, bi-monthly event that can complement Roosevelt Row’s First
Fridays and serve as an amenity for Canyon on 3rd.
New - Redesign plaza with new shade pavilion, stage, and building, design for ﬂexible-
use/activity.
SEQUENCE:
The Pavilion - Concept Render
The addition of a permanent stage for art perf
The addition of a permanent stage for
• A permanent shade structure over the Pa
A permanent shade structure over the Pa
daily local/visitor uses.
daily local/visitor uses.
• A new building on the south end
A new building on the south end
beverage space, with both da
beverage space, with both da
• The corners of the Pavilio
The corners of
events at Herberger T
vents at Herberg
• An indoor-outdo
An indoor-outdo
to a full-ser
to a full-servivi
Pilot -
Pilot Con
the publi
the pu
perfo
perfo
E
SEQUENCE:
SEQUEN

106
Reflection Space
St. Mary’s Basilica North Parking Lot - 3rd Street &
Van Buren Street
The conversion of the parking lot into a Reﬂection
Space will introduce a new place for the
community to gather and reﬂect. Open to the
public, the space lends a contemplative respite to
ﬁnd shade and quiet in an energetic downtown.
As a work of art, the shade structure that spans
multiple small-scale gathering places that can
support ﬂexible uses and share the history of
the Catholic Diocese importance placed on
conversation and reﬂection and actions in
supporting community over time. Welcoming to
all people, the central plaza and courtyard have
the ability to serve as everyday reﬂection for the
public and onsite residents, while also having the
necessary infrastructure to support events.
3rd Street
3rd Street
Van Buren Street
Monroe Street
Reflection Space - Concept Site Plan
'5$
Ref
St.
S
'
Monroe Street
Monroe Street

107
DETAILS:
• A new pavilion, with a shade structure and small-scale building and gathering spaces
would be operated by St. Mary’s and the Diocese of Phoenix, but open to the community
for shared use with a ﬂexible program.
• Art that includes story telling expands this point of pride to further convey the history of the
St. Mary’s Basilica and the Diocese in building assets for the entire community.
• A landscape buffer with desert trees and plants along 3rd Street and Van Buren to provide
shade, welcoming those on their way to Roosevelt Row, the Arizona Center, or the PCC.
Pilot - Continue to invite all people to the landscaped space, relocate parking at this corner
and invite pop-up events along with First Friday’s on the corner.
Event - Silent Auction, supports local artists and sculptures and presents opportunities to raise
donations for charity groups to support funding for the Reﬂection Space.
New - Redesign parking lot with new pavilion, central plaza and courtyard, and new trees/
landscaping.
SEQUENCE:
Reflection Space - Concept Render
'5$
A new pavilion, with a shade structure and sm
A new pavilion, with a shade structure
would be operated by St. Mary’
would be operated by St. Mary’s and the
s and th
for shared use with a ﬂexible program.
for shared use with a ﬂexible program.
• Art that includes story telling expan
Art that includes story telling expan
St. Mary’s Basilica and the Dioc
St. Mary’s Basilica and the Dioc
• A landscape buffer with de
A landscape buffer with de
shade, welcoming those
shade, welcom
Pilot -
Pilot - Continue to invit
Continue to inv
and invite pop-up ev
and invite pop-up ev
Event -
Even
Silent A
t A
donations for
donat
New -
New
R
lands
land
SEQUENCE:
SEQUENCE:

108
5th Street Canopy
5th-7th Street & Adams Street
Given the potential of 5th Street as a key
corridor within the Entertainment District, there
is an opportunity to create a new open space
connection between the PCC North Building and
Arizona Science Center. The expansion of the
Arizona Science Center Creative Building’s west
lawn creates a new park space for the community
by removing existing site walls and the drop-off
lane. The addition of a shade structure that spans
5th Street can connect the PCC North’s interior
corridor to this new park, while the surrounding
open space provides opportunities for locals and
visitors to gather and watch street performances.
Improved signage and wayﬁnding guide
circulation through this corridor, enlivening an
area that is currently treated as a “backdoor” for
the PCC.
5th Street
5th Street
Monroe Street
Washington Street
5th Street Canopy - Concept Site Plan
'5$
5th S
5th
'5
5th Street
Street
Street
Street

109
DETAILS:
• Transform the 5th Street drop-off parking by removing the existing wall and extending the
open space to street’s edge to maximize usable public space.
• In addition to shade trees in the new open space, a new structure with overlapping shade
canopies extends and spans the street to provide shade up to the interior corridor of the
PCC North Building.
• Events and markets can use Adams and 6th Street as a vendor corridor, while day-to-day
use remains as a primary drop-off for groups visiting Heritage Square and the Arizona
Science Center.
Pilot - Organize local neighborhood gatherings, groups, and clubs to meet at new park space.
Event - Joint monthly event with Heritage & Science Park to activate their four-square blocks.
New - Redesign Science Center Creative Building’s west lawn and build new sculptural shade
structure that spans 5th Street.
SEQUENCE:
5th Street Canopy - Concept Render
'5$
Transform the 5
Transform the 5thth Street drop-off parking by re
Street drop-off parkin
open space to street’s edge to maximize us
open space to street’s edge to maximize
• In addition to shade trees in the new o
In addition to shade trees in the new o
canopies extends and spans the str
canopies extends and spans the str
PCC North Building.
PCC North Building.
• Events and markets can use
Events and markets can use
use remains as a primary
use remains as
Science Center.
Science Center.
Pilot -
Pilo
Organize loc
Organize loc
Event -
Even
Joint mo
mo
New -
New
Red
structure
structu
SEQUENCE:
SEQUENCE:

SECTION FIVE
Implementation Matrix
0

3rd Street + PCC - View Looking South / Credit: Nick Ryan

112
N Central and Adams, Downtown Phoenix / Credit: PJ Gal-Szabo via Unsplash

113
Implementation Matrix
The following series of tables comprise the Actions Matrix (Matrix). Each action, grouped into
nine categories in Section 3, serves as a recommendation to facilitate the implementation of
the Entertainment District strategic plan. Since each action was previously referenced in the
corresponding topic area in Section 3, this matrix serves to provide more context, including
information on timing, cost, and ownership, allowing for easier execution of the plan’s ideas
and tracking of progress.
In addition to the actions, the Matrix includes the following columns:
• Timing to Initiate Action – Implementation of the plan will be a long-term
commitment. This column identiﬁes when the City, or other lead entity, can and should
initiate work on the action—not when it should necessarily be completed. The goal of
providing timing is to ensure that quicker, more tactical interventions can occur sooner
while larger, more capital-intensive investments navigate funding, coordination, and
regulatory steps. The Matrix deﬁnes timing as:
-
Immediate: <1 year
-
Short: 1-2 years
-
Medium: 3-5 years
-
Long: 6+ years
• Cost to the City – Actions will range in cost from nominal, requiring mostly staff time, to
highly capital intensive, requiring a thoughtful funding strategy to implement. The Matrix
deﬁnes cost as:
-
$: budgeted administrative time
-
$$: <$1 million
-
$$$: $1 - 5 million
-
$$$$: >$5 million
• Action Lead – Successful implementation plans clearly identify lead organizations or
departments. In most cases only one lead is named, though there are a few cases that
likely require joint leadership across multiple actors.
• Key Partners – Implementing actions should not occur in a vacuum. The Phoenix
Entertainment District study process has deepened engagement with different downtown
stakeholders which should continue through implementation.
'5$)7
rouped into
rouped into
mentation of
mentation of
ferenced in the
ferenced in the
context, including
context, including
ion of the plan’s ideas
on of the plan’s ideas
olumns:
olumns:
the plan will be a long-term
the plan will be a long-term
y, or other lead entity, can and should
y, or other lead entity, can an
ld necessarily be completed. The goal of
cessarily be completed.
more tactical interventions can occur sooner
al interventions ca
vestments navigate funding, coordination, and
e funding, coordi
s timing as:
s timing a
years
years
years
the City –
the City – Actions will range in cost from nomi
Actions will range in cost from
capital intensive, requiring a thoughtful funding
capital intensive, requiring a thoughtful fundi
nes cost as:
nes cost as
-
$: budgeted administrative time
-
$: budgeted administrative time
-
$$: <$1 million
$: <$1 million
-
$$$: $1 - 5 million
-
$$$: $1 - 5 million
-
$$$$: >$5 million
-
$$$$: >$5 million
• Action Lead –
Action Lead
Success
cess
departments. In most
partments.
likely require joint
y require
• Key Partne
Key Partn
Entertainm
Entertainm
stakeho
stakeho

114
Implementation Matrix by Topic Area
ACTION
A1. Increase the number of events at outdoor parks or plazas by designating new and
revitalizing existing civic gathering spaces. The promotion of new and existing gathering spaces should
align with downtown’s portfolio of events.
A2. Establish a streamlined permitting process for downtown events that reduces time and offers a
clear, accessible, and affordable path for community organizations to secure permits. Speciﬁcally, a coordinated
working group comprised of relevant City departments involved in the permitting process (e.g., zoning, ﬁre,
police, and streets) should meet monthly to provide the community with a single forum for permitting and improve
interdepartmental coordination. Additionally, the process should expand the approval duration associated with
permits to allow a series of events to be approved under a single process.
A3. Establish a pilot or temporary navigator position within the City of Phoenix to serve as a
designated point person capable of guiding members of the community through the event permitting and planning
process.
A4. Incorporate a new, iconic downtown open space into the Phoenix Convention Center South
redevelopment plan, capable of hosting large gatherings and accessible to both conventioneers and the
general public. The new open space should be designed to accommodate signiﬁcant gatherings.
Topic A: Open Space
'5$
5$
5$
5$)
$)
$)
$)
$)
$)
$)
$)
$)7
)7
)7
ating new and
ng gathering spaces s
own events
offers a
s to secure permits. Speciﬁcally, a coordinated
in the permitting process (e
nity with a single forum for
expand the approval d
ocess.
or position within the City of Ph
mbers of the community through the event p
own open space into the Phoenix Con
arge gatherings and accessible to both
designed to accommodate signiﬁca

115
TIMING TO INITIATE
ACTION
COST TO THE CITY
ACTION LEAD
KEY PARTNERS
1. Immediate
$$$
City of Phoenix - Parks and
Recreation Department
City of Phoenix - Planning
and Development, Arizona
Diamondbacks, Herberger
Theater Center, Phoenix
Suns, Phoenix Convention
Center, City of Phoenix
1. Immediate
$
City of Phoenix - Planning
and Development
Department
Downtown Phoenix Inc.
2. Short-term
$
City of Phoenix - Planning
and Development
Department
Downtown Phoenix Inc.
4. Long-term
$$$$
Phoenix Convention Center City of Phoenix -
Community and Economic
Development, Planning
and Development
Department, Ofﬁce of Heat
Response and Mitigation,
Parks and Recreation
Department
'5$)7
$)7
$)
5$)7
)7
$)
$)
$)
$)
5$
5$
5$
5$
PARTNERS
City of Phoenix
and Development,
Diamondbacks, Herb
Theater Center, Phoenix
Suns, Phoenix Convention
of Phoenix
enix - Planni
velopment
artment
nix Inc.
nix - Planning
and Development
Departm
Phoenix Convention Center C

116
ACTION
B1. Conduct a streetscape master planning exercise and associated implementation plan that builds
upon the priorities and recommendations in this report. This plan will guide DPI's and the City's shade and streetscape
investments in downtown's public rights-of-way. Capital investments for priority corridors designated in the plan should
be included in the City's Capital Improvement Plan and in the next GO Bond effort, with maintenance agreements
executed between the City and DPI.
B2. Leverage the proposed Street Outdoor Event Space project to prioritize day-to-day pedestrian safety
and comfort, trafﬁc calming measures, and enhanced streetscape and beautiﬁcation.
B3. Invest in on-street storage solutions paired with public art to house trafﬁc maintenance signs
and barriers used in facilitating the Sunburst Plan.
B4. Create a pedestrian-oriented east-west connection from 3rd Street to Heritage Square, running
from the PCC and across 5th Street to increase visual interest, access, and clarity of connections along the corridor. The
pairing of Washington Street as a complimentary pedestrian-oriented east-west corridor will support circulation when
the PCC is hosting events. Streetscape improvements and integration of art along Washington Street will help improve
the pedestrian experience and create more connections throughout the Entertainment District.
B5. Invest in amenities identiﬁed in the streetscape master planning exercise under Action B1. These
amenities should include public restrooms, water stations, furniture, and trash receptables and have clear locations
identiﬁed for their placement.
B6. Continue to invest in 3rd Street as an intensiﬁed pedestrian-oriented north-south corridor,
connecting the anchor entertainment destinations of Mortgage Matchup Center and Chase Field with the PCC, Canyon
on Third, Herberger Theater, Roosevelt Row, and the Warehouse District to Rio Salado 3rd Street Pedestrian Bridge. This
can be accomplished through improved conditions from shade, lighting, art murals/installations, and other streetscape
interventions to enhance the pedestrian experience and encourage circulation along 3rd Street.
Transitioning from a car-centric street to a multimodal street that promotes the use of micromobility programs and shared
circulators, where compatible with Canyon on Third’s use as rentable space for PCC events, will improve accessibility
and connections to all the adjacent entertainment destinations. Increased activation of the public realm in this primary
corridor will help populate the spaces that stitch public and private developments together, while the transformation of
existing entertainment venues will create opportunities for unexpected moments that attract exploration and wonder.
Reference details of opportunity sites for PCC South, Canyon on Third, and The Lawn in Section 4 of Implementation
Plan for site speciﬁc streetscape interventions.
B7. Establish Jefferson Street as the primary pedestrian-oriented east-west corridor for the
Entertainment District, connecting the Collier Center to the PCC, Mortgage Matchup Center, and Chase Field
with activations of sidewalks through improved landscaping, shade structures, lighting, and extensions of entertainment
venues, retail, and F+B space.
B8. Re-evaluate the City's approach to micromobility programs downtown. The City should assess
the existing micromobility options to ensure full coverage of downtown, including strategic placement of adjacent to
existing transit infrastructure, entertainment attractions, residential communities, hotels, and dining locations.
B9. Launch a pilot autonomous downtown circulator in partnership with a corporate sponsor, connecting
major destinations and enhancing accessibility in a way that is additive to the City’s existing public transit
investments.
Topic B: Streetscape
Implementation Matrix by Topic Area
'5$)7
)7
$)7
'5$)7
)7
)7
$)
$)
$)
5$
'
mentation plan
e City's shade and stree
dors designated in the plan s
rt, with maintenance agreements
ect to prioritize day-to-day pedestrian safety
beautiﬁcatio
public art to house trafﬁc
m 3rd Street to
interest, access, and clarity of connec
pedestrian-oriented east-west corridor will
ments and integration of art along Washington S
onnections throughout the Entertainment District
streetscape master planning exer
stations, furniture, and trash recepta
in 3rd Street as an intensiﬁed pede
entertainment destinations of Mortgage Ma
Theater, Roosevelt Row, and the Warehouse Dis
hed through improved conditions from shade, lig
enhance the pedestrian experience and encour
m a car-centric street to a multimodal street
ompatible with Canyon on Third’s use
onnections to all the adjacent entertainment des
rridor will help populate the spaces that
existing entertainment venues will create oppo
Reference details of opportunity sites for PCC
Plan for site speciﬁc streetscape interventio
B7. Establish Jefferson S
Entertainment District, co
with activations of sidewalks
venues, retail, and F+B spac
Re-evaluate th
ng microm
nsit in

117
TIMING TO INITIATE
ACTION
COST TO THE CITY
ACTION LEAD
KEY PARTNERS
1. Immediate
$-$$
City of Phoenix - Planning
and Development, Ofﬁce
of Heat Response and
Mitigation
City of Phoenix -
Community and
Economic Development,
Street Department, and
Downtown Phoenix Inc.
1. Immediate
$$$
City of Phoenix - Street
Transportation Department
Downtown Phoenix Inc.,
Ofﬁce of Heat Response
and Mitigation
2. Short-term
$$
City of Phoenix - Street
Transportation Department
City of Phoenix - Police
Department
2. Short-term
$$$
Phoenix Convention Center City of Phoenix
3. Medium-term
$$$-$$$$
City of Phoenix - Parks and
Recreation Department,
Streets Transportation
Department
Downtown Phoenix Inc.
3. Medium-term
$$$
City of Phoenix - Street
Transportation Department
City of Phoenix - Parks and
Recreation Department,
Phoenix Convention Center
3. Medium-term
$$$-$$$$
City of Phoenix - Street
Transportation Department
City of Phoenix - Parks and
Recreation Department,
Phoenix Convention
Center, Phoenix Suns,
Arizona Diamondbacks
2. Short-term
$$
City of Phoenix - Public
Transit Department
Valley Metro
3. Medium-term
$$$-$$$$
City of Phoenix - Public
Transit Department
Downtown Phoenix Inc.
)7
)7
'5$)7
'5$)7
)7
)7
)7
)7
)7
$)
$)
$)
5$
5$
'
PARTNERS
City of Phoenix
Community and
Economic Developme
Street Department, and
Downtown Phoenix Inc.
nix - Street
ation Depart
enix Inc.,
ponse
and
of Phoenix - Street
portation Department
Ci
onvention Cente
City of Phoenix - Parks and
reation Department,
Streets Transportation
Departmen
$$$
City of
Transp
3. Medium-term
ort-term

118
ACTION
C1. Empower and resource DPI to more fully play the lead role for planting, installation, and
maintenance of trees and plantings in the downtown public right of way through more maintenance
agreements with City departments and via fee-based agreements with private property owners.
C2. Ensure compliance with approved landscape and planting and landscape maintenance plans
on private development in support of Shade Phoenix Action #16 on enforcing tree code and Shade Phoenix
Action #25 on updating the City plan species guidance. Consider the role of desert trees and vegetation in the
identity of the city for use in appropriate areas. Landscape can create wayﬁnding strategies with consistent use
along corridors.
C3. Revise internal development approval processes to incentivize projects to maintain existing
tree canopy (or replace or contribute to a replacement fund that accounts for the full value of canopy loss) on or
adjacent to their sites.
C4. Review/audit projects built within last 10 years to ensure compliance with approved
landscape plans, with additional reviews every 2 years moving forward, to support implementation of Shade
Phoenix Action #16 to strengthen the enforcement of tree code.
C5. Explore potential modiﬁcations to City development permitting policies for downtown
developments to encourage the creation of manufactured shade by way of building overhang in
right of way.
Topic C: Shade
Implementation Matrix by Topic Area
'5$
5$
5$
5$
5$)
5$)
$)
$)7
)7
)7
)7
ng, installation
ay through more main
perty owners.
and landscape maintenance plans
n enforcing tree code and Shade Phoenix
e role of desert trees and vegetation in the
ate wayﬁnding strategies with consistent use
to incentivize project
t accounts for the ful
n last 10 years to ensure compliance wi
every 2 years moving forward, to support im
ment of tree code.
y development permittin
age the creation of manufactured shad

119
TIMING TO INITIATE
ACTION
COST TO THE CITY
ACTION LEAD
KEY PARTNERS
1. Immediate
$
Downtown Phoenix Inc.
City of Phoenix - Street
Transportation Department,
Ofﬁce of Heat Response
and Mitigation
1. Immediate
$
City of Phoenix -
Neighborhood Services,
Ofﬁce of Heat Response
and Mitigation
Downtown Phoenix Inc.
1. Immediate
$
City of Phoenix - Planning
and Development
Department, Ofﬁce of Heat
Response and Mitigation
Downtown Phoenix Inc.
1. Immediate
$
City of Phoenix - Planning
and Development
Department, Ofﬁce of Heat
Response and Mitigation
Downtown Phoenix Inc.
1. Immediate
$
City of Phoenix - Planning
and Development, Street
Transportation Department
City of Phoenix -
Community and Economic
Development
'5$)7
5$)7
)7
)7
)7
)7
$)
5$
5$
5$
5$
5$
5$
PARTNERS
City of Phoenix
Transportation Dep
Ofﬁce of Heat Respo
and Mitigation
d Services,
Heat Respons
igation
Downtown Phoenix Inc.
of Phoenix - Planning
velopment
nt, Ofﬁce of Hea
d Mitigation
D
City of Phoenix - Planning
and Developmen
Department, Ofﬁce of Heat
ponse and Mitigation
Dow
City of Phoenix - Pla
and Developmen
Transpo

120
ACTION
D1. Explore the modiﬁcation of current signage district regulations to allow for dynamic digital
signage along Jefferson Street to emphasize the corridor as a dynamic entertainment environment - branding
the area as one of the unique nodes within the downtown experience.
D2. Design and install gateway signage that serve as entry markers for downtown Phoenix at
primary entry points giving a visual sense of arrival downtown for visitors.
D3. Design and install secondary signage that represent subdistricts of downtown, e.g., “Roosevelt
Row”, “Evans-Churchill District”, “Grand Avenue Arts District”, “Grant Park”, etc.
D4. Modernize signage assets and revisit the usage of “Legends Entertainment District” as the
name for joint signage venture operations to reduce confusion with downtown as an entertainment destination more
broadly.
Topic D: Signage
Implementation Matrix by Topic Area
'5$
5$
5$
5$)7
$)7
$)7
)7
)7
)7
)7
ow for dynam
ainment environment -
y markers for downtown Phoenix at
n for visitors.
nt subdistricts of d
nt Park”, etc.
visit the usage of “Legends Entertain
educe confusion with downtown as an e

121
TIMING TO INITIATE
ACTION
COST TO THE CITY
ACTION LEAD
KEY PARTNERS
1. Immediate
$
City of Phoenix - Planning
and Development
Department
City of Phoenix -
Community and Economic
Development, Legends
Entertainment District,
Arizona Diamondbacks,
Phoenix Suns
2. Short-term
$$
City of Phoenix -
Community and Economic
Development
City of Phoenix - Planning
and Development
Department and
Downtown Phoenix Inc.
2. Short-term
$$
City of Phoenix -
Community and Economic
Development
City of Phoenix - Planning
and Development
Department and
Downtown Phoenix Inc.
2. Short-term
$
City of Phoenix - Planning
and Development
Department
City of Phoenix -
Community and Economic
Development, Legends
Entertainment District,
Arizona Diamondbacks,
Phoenix Suns
'5$)7
)7
5$)7
)7
)7
)7
)7
$)7
)7
$)
5$
5$
5$
5$
PARTNERS
City of Phoenix
Community and Ec
Development, Legend
Entertainment District,
Arizona Diamondbacks,
enix -
nity and Economic
lopment
Planning
an
Dep
D
Phoenix -
y and Economic
Do
City of Phoenix - Planning
and Development
partment
C

122
ACTION
E1. Advance the redevelopment of the Regency Garage by releasing an RFP to identify a development
partner capable of delivering a mixed-use, full-service hotel to serve the PCC and downtown visitors.
E2. Establish an internal development and outreach strategy for the priority sites for future real
estate development or increased activation. See the Real Estate topic section for a table indicating the
priority, potential timeline, and ownership characteristics of each priority site A development and outreach strategy
should consider viable actions based on current site control, particularly whether the property is publicly or privately
owned.
E3. Ensure future the redevelopment of the Phoenix Convention Center South Building facilitates
the Entertainment District Study. To advance the redevelopment opportunity, the City and PCC should revisit
the SmithGroup development concept to assess:
1) the ﬁnancial viability of the proposed program, speciﬁcally the feasibility of a residential tower, luxury hotel,
new convention and the new convention hall;
2) the viability of integrating a central open space within the plan to emphasize places for public gathering,
as well as the potential for an iconic rooftop civic gathering and event space, and other amenities to attract
visitation, such as a food hall; and
3) funding structures, including the potential to integrate elements of the project into an upcoming G.O. bond
issuance.
Finally, the City and PCC should begin market sounding conversations with local and national developers to
increase awareness and excitement surrounding the potential project while gaining a developer perspective on the
preferred program.
E4. Revitalize the Jefferson Street Garage into an entertainment hub for gamedays and year-round
activation by repositioning a portion of the ground ﬂoor closer to Jefferson Street. The repositioning will offer
additional F&B space, increase heat mitigation infrastructure to enable year-round gathering, and pedestrianize the
surrounding streetscape to increase street level activity.
Topic E: Real Estate
Implementation Matrix by Topic Area
'5
'5
'5
'5
'5$ 7
)7
5$)7
5$ 7
)7
)7
)7
5$
5$
to identify a dev
owntown visitors.
the priority sites for future rea
pic section for a table indicating the
site A development and outreach strategy
rly whether the property is publicly or privately
Convention Center So
ment opportunity, the
ram, speciﬁcally the feasibility of a resid
ll;
pen space within the plan to emphasize places
op civic gathering and event space, and o
to integrate elements of the proje
ould begin market sounding conversatio
excitement surrounding the potential pro
he Jefferson Street Gara
an enterta
positioning a portion of the ground ﬂoor closer
space, increase heat mitigation infrastructure
scape to increase street level activity.

123
TIMING TO INITIATE
ACTION
COST TO THE CITY
ACTION LEAD
KEY PARTNERS
1. Immediate
$
City of Phoenix -
Community and Economic
Development
Phoenix Convention Center
1. Immediate
$
City of Phoenix -
Community and Economic
Development (for publicly
owned parcels)
City of Phoenix,
Phoenix Suns, Arizona
Diamondbacks, Phoenix
Convention Center,
Herberger Theater Center,
St. Mary's Basilica
4. Long term
$$$$
Phoenix Convention
Center, City of Phoenix -
Community and Economic
Development
Downtown Phoenix Inc,
Phoenix Suns, Arizona
Diamondbacks
3. Medium-term
$$$
Phoenix Suns, Arizona
Diamondbacks
City of Phoenix -
Community and Economic
Development
'5$)7
)7
5$)7
'5$ 7
)7
)7
)7
)7
)7
)7
5$
5$
5$
5$
'5
'5
'5
'5
PARTNERS
Phoenix Conve
Economic
(for publicly
rcels)
City of Phoenix,
Phoenix Suns, Arizona
s, Phoenix
er,
Herberger Theater Center
St. M
enix Convention
City of Phoenix -
y and Economic
D
m
$
Phoen
Dia

124
ACTION
F1. Promote temporary activations in vacant spaces in the Entertainment District along key
corridors, focusing on primary corridors like Jefferson and 3rd Street (from Jefferson Street up to Roosevelt Row)
and the secondary corridors that connect to key entertainment venues/sites (Adams Street, Monroe Street, Taylor
Street, etc.)
F2. Leverage City owned real estate and philanthropic partnerships to establish a third-party
property management organization that can offer subsidized retail space or artist studio space
in support of the creation/growth of local small businesses. The City owns a signiﬁcant amount of
downtown real estate. Whether that real estate already includes retail space (East Garage) or may be redeveloped
to include retail space (Regency Garage, PCC South, etc.), the City can leverage its ownership by leasing space to
a third party operator supported by philanthropic funding sources which can in turn offer subsidized retail space in
support of the creation and growth of local small businesses, particularly those in the F&B and clothing industries. As
the City explores this partnership structure, close coordination with legal staff should ensure the approach remains
aligned with the requirements of the regulations of Arizona’s “Gift Clause”.
ACTION
G1. Hire a creative marketing agency to create an awareness campaign for the “downtown
Phoenix” brand which will amplify downtown's identity as a must-visit destination for regional residents in
addition to tourists.
G2. Facilitate a cohesive marketing strategy for cultural corridors, building on existing planning efforts
for corridors that represent the different cultures or identities across Phoenix. Signage along the heritage/cultural
walking trails should align with the messaging and design aesthetic established by the marketing agency engaged
under the Action G1.
Topic F: Retail Activation
Topic G: Marketing and Branding
Implementation Matrix by Topic Area
'5
'5
'5
'5
'5$)7
)7
$)7
)7
)7
$)
$)
District along
n Street up to Roosevel
ms Street, Monroe Street, Ta
rships to establish a third-party
ed retail space or artist studio space
es. The City owns a signiﬁcant amount of
etail space (East Garage) or may be redevelop
City can leverage its owners
ces which can in turn offer
cularly those in the F
gal staff should e
Arizona’s “Gift Clause”.
5$
'5$
'5
'5
'5
'5
marketing agency to create an awa
which will amplify downtown's identity as a m
.
. Facilitate a cohesive marketing
for corridors that represent the different cultu
walking trails should align with the messagin
under the Action G1.
ting and Branding
Brandin

125
TIMING TO INITIATE
ACTION
COST TO THE CITY
ACTION LEAD
KEY PARTNERS
1. Immediate
$
City of Phoenix - Planning
and Development
Department,
Downtown Phoenix Inc.
Downtown Phoenix Inc.
2. Short-term
$$
City of Phoenix -
Neighborhood Services
Department
City of Phoenix -
Community and Economic
Development, Local First,
and Downtown Phoenix
Inc.
TIMING TO INITIATE
ACTION
COST TO THE CITY
ACTION LEAD
KEY PARTNERS
1. Immediate
$$
City of Phoenix -
Community and Economic
Development
City of Phoenix -
Communications Ofﬁce
and Phoenix Convention
Center
Downtown Phoenix Inc.
Visit Phoenix
2. Short-term
$$
City of Phoenix -
Community and Economic
Development
City of Phoenix - Ofﬁce
of Arts and Culture and
Communications Ofﬁce
'5$)7
)7
$)7
)7
)7
)7
)7
$)
$)
PARTNERS
Inc
Downtown Pho
od Services
nt
nix -
d Economic
al First,
and Downtown Phoenix
Inc.
5$
'5$
'5
'5
'5
'5
'5
'5
'5
'5
'5
'5
'5
COST TO TH
ACTION
$$
City of
Commu
Devel
Short-term
$$

126
ACTION
H1. Utilize increased interdepartmental coordination to execute projects identiﬁed in the 2023
GO Bond that will create greater mobility, streetscape, and shade connecting downtown's entertainment anchors
and adjacent neighborhoods.
H2. Utilize the Streetscape Master Planning and Shade Phoenix Plan as the basis for soliciting
philanthropic support from private donors, crowdfunding campaigns, adopt-a-street efforts, and other grant
funding.
H3. Leverage strategic partnerships with organizations and institutions from Phoenix's
vibrant arts scene to both create unexpected experiences and authentically embed Latino and
Indigenous cultures across downtown. Potential partners could include the Arizona Latino Arts and Cultural
Center, Heard Museum, Phoenix Art Museum, Roosevelt Row CDC, Phoenix Children's Museum, and Artlink, Inc. In
addition to facilitating partnerships, engagement with organizations should assess and rectify the physical barriers
that often preclude members of the Latino or Black community from accessing downtown despite driving its vibrant
arts scene.
H4. Study the expansion of a new streetscape improvement district(s) within the Enhanced
Municipal Services District for the purpose of funding capital improvements and maintenance of enhanced
streetscape corridors that connect downtown’s entertainment anchors.
Topic H: Governance and Funding
Implementation Matrix by Topic Area
'5$
5$
5$
5$)
$)
$)
$)
$)7
)7
)7
)7
identiﬁed in th
ntown's entertainment
oenix Plan as the basis for soliciting
paigns, adopt-a-street efforts, and other grant
ons and institutions fro
ces and authentic
ld include the Ar
evelt Row CDC, Phoenix Children's M
with organizations should assess and recti
Black community from accessing downtown de
etscape improvement district(s) w
of funding capital improvements an
ntertainment anchors.

127
TIMING TO INITIATE
ACTION
COST TO THE CITY
ACTION LEAD
KEY PARTNERS
1. Immediate
$$$
City of Phoenix -
Community and Economic
Development
City of Phoenix - Ofﬁce of
the City Manager, Street
Transportation Department,
Ofﬁce of Heat Response
and Mitigation, and Ofﬁce
of Arts and Culture
1. Immediate
$
City of Phoenix -
Community and Economic
Development
Downtown Phoenix Inc.
1. Immediate
$-$$
City of Phoenix - Ofﬁce of
Arts and Culture
Phoenix Art Museum,
Heard Museum, Latino
Cultural Center
2. Short-term
$-$$
City of Phoenix - Street
Transportation Department
City of Phoenix -
Community and Economic
Development,
Downtown Phoenix Inc.,
and Private Property
Owners
'5$)7
$)7
5$)7
)7
)7
)7
$)
$)
5$
5$
5$
5$
PARTNERS
City of Phoenix
the City Manager,
Transportation Depar
Ofﬁce of Heat Response
and Mitigation, and Ofﬁce
ulture
enix -
nity and Economic
lopment
nix Inc.
of Phoenix - Ofﬁce of
d Culture
P
City of Phoenix - Street
nsportation Departme

APPENDIX0

Aerial of Downtown Phoenix / Credit: Nils Huenerfuerst via Unsplash

130
Public Survey
'5$)7

131
'5$)7

132
Public Survey
'5$)7

133
'5$)7

134
Public Survey
'5$)7

135
'5$)7

136
Public Survey
'5$)7

137
'5$)7

138
Public Survey
'5$)7

139
Market Feasibility Analysis
'5$)7

140
Market Feasibility Analysis
'5$)7
'5$

141
'5$)7
5$)7
'5$

142
Market Feasibility Analysis
'5$)7
5$)7
'5$

143
'5$)7
'5$

144
Market Feasibility Analysis
'5$)7
5$)7
'5$

145
'5$)7
5$)7
'5$

146
Market Feasibility Analysis
'5$)7
5$)7
'5$

147
'5$)7
5$)7
'5$

148
Market Feasibility Analysis
'5$)7
5$)7

149
'5$)7
5$)7
'5$

150
Market Feasibility Analysis
'5$)7
5$)7
'5$

151
'5$)7
'5$

152
Market Feasibility Analysis
'5$)7
5$)7
'5$

153
'5$)7
5$)7
'5$

154
Market Feasibility Analysis
'5$)7
5$)7
'5$

155
'5$)7
5$)7
'5$

156
Market Feasibility Analysis
'5$)7
'5$

157
'5$)7
5$)7
'5$

158
Market Feasibility Analysis
'5$)7
5$)7
'5$

159
'5$)7
'5$

160
Market Feasibility Analysis
'5$)7
5$)7
'5$

161
'5$)7
'5$

162
Market Feasibility Analysis
'5$)7
5$)7
'5$

163
'5$)7
5$)7

DOWNTOWN PHOENIX ENTERTAINMENT DISTRICT
IMPLEMENTATION PLAN
Prepared by:
ENT DISTRICT
N