Market Center Matters
Strategic Revitalization Plan
The Market Center Community Development Corporation facilitated creation of the Market
Center Strategic Revitalization Plan and is its custodian, but the plan itself is community-owned.
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Market Center Strategic Revitalization Plan
Table of Contents
Introduction:.........................................................................................................................................3
Market Center Matters...........................................................................................................................4
The Case for a Strategic Revitalization Plan............................................................................................4
SRP Planning Process..............................................................................................................................6
Call to Action:....................................................................................................................................... 7
Primary Action Items..............................................................................................................................8
Visions.................................................................................................................................................... 9
Part I: This is Market Center................................................................................................................ 10
History.................................................................................................................................................. 11
Part II: Current Conditions...................................................................................................................13
Residential Survey................................................................................................................................ 13
Housing.................................................................................................................................................13
Transportation...................................................................................................................................... 34
Environment.........................................................................................................................................38
Quality of Life....................................................................................................................................... 41
Post 114 / Market Center Coalition................................................................................................43
Community Engagement...................................................................................................................... 46
Part III: Visions & Goals.......................................................................................................................49
Part IV: Implementation Tables........................................................................................................... 51
Housing.................................................................................................................................................51
Economy...............................................................................................................................................54
Transportation...................................................................................................................................... 58
Environment.........................................................................................................................................62
Quality of Life....................................................................................................................................... 65
Part V: Next Steps for Market Center...................................................................................................71
APPENDICES........................................................................................................................................72
APPENDIX A: SRP Planning Process.................................................................................................72
APPENDIX B: SRP Strategic Partners List......................................................................................... 75
APPENDIX C: Housing-Residential Buildings in Market Center (10+ Units).........................................77
APPENDIX D: Code Enforcement Priority Properties.........................................................................78
APPENDIX E: Dwelling Units........................................................................................................... 79
APPENDIX F: MCMA Residential Survey Summary .......................................................................... 86
APPENDIX G: Historic District Maps: CHAP Districts......................................................................... 90
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Introduction:
Market Center is a place of history, a community of resilience, and Baltimore City’s best opportunity
to accommodate population and job growth without displacement in a location readily accessible
to most Baltimoreans and to showcase incremental, grassroots, community-led, and creative
neighborhood revitalization.
From 2018 - 2023, the Market Center Community Development Corporation (MCCDC) convened
residents, business owners and other stakeholders through a public participation
process—collecting their ideas and contributions to making the Market Center neighborhood a
desirable place to live, work, and play.
The group synthesized this data set of goals, strategies and actions for 6 focus areas: Housing,
Economy, Transportation, Environment, Quality of Life and Community Engagement. These are
documented in this Strategic Revitalization Plan.
The City, developers, and other future stakeholders shall utilize the Plan as a resource when
creating future plans and developments within the Market Center Neighborhood.
The CDC recognizes that there are many organizations also working to plan out ways to better Market
Center and intends to collaborate and synthesize common goals when possible. The group does not
intend to play the lead role in implementing all of the Plan’s recommendations, but will work with
neighborhood partners (see list in Appendix A) about how and when to implement these strategies.
Market Center CDC recognizes and encourages the collaboration of major partners including Baltimore
City and State government, Baltimore Development Corporation, Center City Residents Association
(CCRA), Downtown Partnership of Baltimore (DPOB), Bromo Tower Arts and Entertainment ("Bromo Arts
District" or "Bromo"), Market Center Merchants Association (MCMA) University of Maryland (UMD),
Lexington Market and others.
This is a working template of guidelines and welcomed partnerships, where initiatives and investment
can be targeted and organized in a cohesive fashion for the long term benefit of the Market Center
community.
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Market Center Matters
Can you name this Baltimore neighborhood? It
contains hundreds of first floor businesses and
organizations, the most connected transit hub in
the city, a diverse population, a rich backstory, and
some of Baltimore’s most historic buildings. It’s
easily walkable to dozens of the area’s biggest
attractions. What’s not to love?
This is Market Center, the 27 block area located
west of Downtown, from Greene to Cathedral,
Baltimore to Madison Streets.
It’s simultaneously the most attraction-adjacent
and the most dangerous; most connected and most
abandoned. It holds the most promise, yet remains
invisible to the City: a Bermuda Triangle wedged
between the Central Business District, Harbor Place,
and Mount Vernon.
Many view Market Center as a blight; an obstacle to travel through as quickly as possible.
We see it as the City’s crown jewel, lying in plain sight, waiting for support and restoration.
After years of development, the Market Center Community Development Corporation is
presenting our community’s vision to enable new growth and a more connected city.
The Case for a Strategic Revitalization Plan
Much of Market Center is in a state of physical disrepair, hindering its ability to live up to its
full potential. However, as communities across the country – from Over the Rhine in Cincinnati
to Market East/Reading Terminal in Philadelphia – have shown, a combination of vision,
leadership, and community engagement, coupled with a shared vision, goals, strategy and
resources, can revitalize Market Center. Moreover, Market Center’s revitalization can help
Baltimore City as a whole. Done correctly, Market Center has the unique capacity to absorb
significant residential, business, and job growth in a location readily accessible to all
Baltimoreans, without residential or business displacement.
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Current circumstances offer the perfect opportunity to leverage this capacity:
● Market Center’s historically low residential population is growing;
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● The Baltimore Development Corporation is selling many city-owned properties in Market
Center, meaning that a lot of properties are “in play”;
● Market Center’s arts and cultural community is expanding and diversifying beyond the
major attractions of the Hippodrome and Everyman Theatres to include more DIY arts
spaces;
● The Baltimore Public Markets Corporation (BPMC) spent $39M to redevelop Lexington
Market and broader, immediate amenity investment and sustained revitalization needs
to happen to fully realize the Market’s ROI and revenue-generating potential;
● Market Center stakeholders will need to anticipate and plan to address increased activity
following proposed large scale developments in the vicinity.
It’s the right time for a community-driven strategic revitalization plan:
● Grassroots, inclusive, incremental revitalization is the most sustainable, equitable
approach to community revitalization and economic development;
● MCCDC successfully applied to the Maryland Department of Housing and Community
Development for Market Center to receive designation and funding from the state's
Baltimore Regional Neighborhood Initiative
.
;
● The Baltimore City Planning Commission now has a policy and procedures that can lead
to formal recognition of community-managed planning efforts, which in turn may help
guide city decision-making;
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● As development activity increases, the existing community wants Market retention of
affordable residential and commercial space; that current residents, business owners,
and other stakeholders are not displaced; and that Market Center remains a welcoming
place for all;
● The area is benefitting from a revived Lexington Market, but stakeholders recognize the
likelihood of widespread, sustained benefits that a new building alone is not a long term
strategy, and that great commitment is required from the public, nonprofit, and private
sectors to better maintain infrastructure and the public realm, ensure public safety,
and renovate and reuse vacant buildings near Lexington Market;
● Market Center continues to face a number of challenge including a significant amount
of vacant, underused, and derelict buildings, long-term disinvestment, and a large
open-air drug market, despite its excellent location, transit accessibility, walkability,
and impressive stock of historic buildings;
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https://pc.baltimorecity.gov/january-11-2018
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Census Block Group 245100401002, which largely overlaps with Market Center, had a population of 1,331 in 2000
and 2,315 in 2010. MCMA began tracking population within the exact boundaries of Market Center in 2017, and
between 2017 and 2020, the population grew from 2,865 to 3,063.
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● Market Center stakeholders want to take a more humane approach to neighborhood
problem-solving by supporting people who need assistance to achieve stability, realize
personal goals, and enable them to thrive independently.
If we build it, they will come. The overwhelming success of local festivals and events like Light
City, Fringe Fest, Chinatown Collective’s Charm City Night Markets and Bromo Art Walks over
the past few years prove that hundreds of people from the city and region are eager to attend
unique experiences that make the neighborhood vibrant.
SRP Planning Process
After ten months of discussions with and input from a broad spectrum of Market Center
stakeholders, culminating in an intensive two-month series of community focus groups and
working sessions, the Market Center Community Development Corporation submitted Phase I
of the Strategic Revitalization Plan to MD DHCD in June 2019 to request designation as a
Baltimore Regional Neighborhoods Initiative (BRNI) partner. MD DHCD designated Market
Center a BRNI partner in November 2020.
The community began work on Phase II in February 2020 but paused the work due to the
Covid-19 pandemic. Work resumed in October 2020. Phase II included additional community
engagement, more in-depth discussions on some of the more complex issues facing Market
Center, and new discussions about organizational structure, leadership, and resources necessary
for plan implementation.
From March - October of 2023, MCCDC worked internally and with the community to ensure
that existing goals and visions were still priorities for neighborhood stakeholders. Informed by
the input of 90+ individuals, including representatives of nearly two dozen Market Center
stakeholder organizations and institutions, this report’s highlights include:
● A collective vision of Market Center as a vibrant, diverse, accessible, welcoming, clean
and safe part of Baltimore’s urban fabric;
● A reminder of Market Center’s proud history as the shopping district for Baltimore City
and the surrounding region;
● Descriptions of the current community conditions for Market Center’s economy,
housing, transportation, environment, quality of life and community engagement;
● A look at Market Center’s strengths, weaknesses, opportunities and threats for each
planning area;
● The goals, outcomes, strategies and partners that will bring Market Center’s new vision
to life.
Additional details for the SRP planning process are included in Appendix A
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Call to Action:
Development without displacement is possible, and it can happen here in Baltimore. With government
and private investment as well as new regulations, the Market Center neighborhood is perfectly poised
for strategic, co-operative reinvestment and invigoration. Its incredible history, architecture, location,
and people make this area unique. If Baltimore can decipher a new way to redevelop, we will be held
as an international standard for equitable, accessible improvements in historic, inner city
neighborhoods.
There are a variety of initiatives listed within the plan. Some will require long-term planning and
incremental change. However, there are many changes that the city could make that would
immediately improve the cleanliness, safety, and infrastructure of the area — bringing Market Center
up to par with the safety, cleanliness, and infrastructure maintained and improved in other
Downtown/Harbor side neighborhoods, including Fells Point and Harbor East.
Stakeholders and citizens see Market Center as a vibrant, diverse, accessible, welcoming, clean, and
safe part of Baltimore’s urban fabric. The rich history of the neighborhood as the city’s shopping district,
collective of artists and arts organizations, and a walkable, transit-adjacent area with historic
architecture position Market Center as the city’s best bet for a significant ROI and tax base increase.
Since 2018, the Market Center Community Development has been working with the community to lead
the development of an overarching plan to enliven and restore Market Center.
Over 90 people and two dozen businesses and organizations identified the needs, desires,
opportunities - and solutions - that will improve the area for all.
The collective identified six areas that need support and investment. Housing, transportation, the
economy, environment, community engagement, and quality of life: improvements here lead to a safe,
welcoming neighborhood that invokes civic pride from everyone in Baltimore. The result of this
multi-year effort? This Strategic Revitalization Plan.
Market Center is the ideal area to accelerate population and job growth, jump-start the tax base, and
show the world that community-led, creative revitalization will change our great city for the better. This
is a once in a generation opportunity and the community is ready to seize it.
This SRP is a living document that needs further input and review to answer questions and include data
we don’t have the resources to complete. MCCDC is here to connect with other stakeholders who are
working on similar plans, breaking the traditional silos that Baltimore institutions unwittingly create.
Real change will not happen without public and private stakeholders uniting to pool resources and
align on present and future actions to support and build up one of Baltimore’s most valuable
neighborhoods.
Thank you for taking the time to review this document. Join the movement to collectively change
Market Center for the better. If not now, when?
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Primary Action Items
Three main concerns appeared again and again throughout the planning process. Residents, businesses,
organizations, and other participants in Market Center are desperate for public investment that will
significantly increase the accessibility, desirability, and enjoyment of Market Center. These actions are
easy to implement, and are essential to rebuild trust and accelerate renewal and revitalization of the
area.
CALL FOR IMMEDIATE AND SIGNIFICANT INVESTMENT IN:
1. Infrastructure Improvement
2. Cleanliness
3. Perception and Reality of Public Safety
The private sector and stakeholders in the area have done all they can - from public clean and green
days, calls to 311, and increased vigilance - but cannot improve the systemic issues plaguing Market
Center that are preventing the desire to live, work, play, and invest in this valuable, amenity rich
neighborhood.
If the City and State invests resources and allocates funding to the goals and outcomes listed in this
plan— including increased safety measures, cleanliness, and infrastructure—crime will decrease,
development will follow, and more people will spend time and tax dollars in Market Center.
Implementing strategies from this plan will ensure that the community’s needs and desires are met.
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Visions
The SRP collaborators aligned on overarching goals for six main areas of improvement to
regenerate and increase investment in Market Center. Specific action items, SWOT analysis of
existing conditions, focus group feedback, and additional details are found in the Current
Conditions section of this document.
Housing: Market Center offers a vibrant living experience by maintaining and promoting a
diversity of mixed-use, mixed-income housing options and amenities which create a welcoming,
walkable and safe neighborhood.
Economy: Market Center is a premier international district with a vibrant mix of retail, arts,
dining, and entertainment offerings that serve a diverse community of residents, workers,
students, and visitors in a transit-rich environment.
Transportation: Market Center is pleasantly accessible, walkable, and bikeable, where residents,
workers, students, and visitors can make comfortable transfers on safe and reliable
transportation options to local and regional destinations.
Environment: Market Center is architecturally diverse, with clean, functional, and
environmentally conscious infrastructure, and safe, welcoming, well-lit, green public gathering
spaces.
Quality of Life: Market Center is a diverse, welcoming, and amenity-rich neighborhood whose
civic pride is built on a culture of collaboration to improve the social, physical and natural
environment.
Community Engagement: Market Center is a place where stakeholders can clearly learn about
the community, be engaged in decision-making, feel respected and heard, and have a personal
stake in the outcome.
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Part I: This is Market Center
Market Center comprises 27 blocks in the center of Baltimore City; its boundaries are roughly
demarcated by Greene, Cathedral/N. Liberty, W. Madison, and Baltimore Streets, to the east,
west, north, and south, respectively.
See Map 1 for detailed boundaries. The Market Center Strategic Revitalization Plan
encompasses these same boundaries; it also includes the west side of the 300 block of N. Paca
Street.
The Market Center Merchants Association (MCMA) and Market Center Community
Development Corporation (MCCDC) work within these boundaries, which are consistent with
the Market Center Retail Business District License Area, established by City Council Ordinance in
1983.
Significant portions of Market Center lie within the purview of DPOB, Bromo, and UMD. Market
Center is home to the Market Center National Register Historic District, and the Five and Dime
and Howard Street Baltimore City Historic Districts. Portions of Market Center also overlap with
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the Mount Vernon Baltimore City and National Register Historic Districts, and the Cathedral Hill
National Register Historic District.
The overlapping boundaries combined with multiple organizations creating their own
identities make Market Center’s identity and branding confusing, as well as the delineation of
the different organizations’ roles and responsibilities. However, they also present an
opportunity for partnership and collaboration that can benefit all Market Center stakeholders.
Map 2: Boundaries of Entities Working in Market Center
Map 2 Legend: Market Center ; Bromo A&E ; DPOB
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History
Market Center has a rich history as a center
of commerce in Baltimore. Lexington
Market, one of the oldest public markets in
the United States, formally opened in 1806
and continues to serve as an anchor for
Market Center. Through much of the 20
th
century, Market Center housed the flagship
locations of every major Baltimore
department store.
With six department stores located within
two blocks of the Howard/Lexington Street
intersection along with eight smaller ‘five
and dime’ stores, the area was packed with
shoppers from all over Baltimore City and
the region nearly every day. Until the Rite
Aid store on Howard Street closed in 2018, passers-by could see photographs in the windows of
Market Center when it was the place to shop in Central Maryland.
As the department stores left their flagship buildings for suburban locations, Market Center
began losing its cachet as a shopping destination. This was part of a larger pattern of
disinvestment and population flight from Baltimore City to the surrounding counties during
the second half of the 20
th
century.
Beginning in the late 1990s, the City of Baltimore began acquiring buildings from private
property owners and relocating existing businesses, with the intent of facilitating a major
development project with one or more “big box” stores as anchors. The project(s) never
materialized, resulting in the proliferation of vacant buildings we see today. Over the past
twenty years, public and private infrastructure and properties in Market Center have suffered
from neglect.
Despite the vacancies in and neglect of Market Center itself, the area possesses significant
assets and is surrounded by some of the most vibrant parts of the city.
Market Center is also surrounded by some of the most vibrant parts of Baltimore. To its west is
the University of Maryland, Baltimore with a daily population totaling more than 13,000+
students, faculty and staff, the University of Maryland Medical Center, and Veterans
Administration hospital. To the east is the central business district, an employment center which
now also includes Baltimore’s fastest growing residential neighborhood. The Inner Harbor and
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Camden Yards are just south of Market Center, with historic Mount Vernon, Seton Hill, and
University of Maryland Medical Center’s Midtown Campus to the north.
Part II: Current Conditions
Residential Survey
MCCDC conducted a Residential Survey from February - April of 2019 and was limited to those
currently residing in Market Center. Results from the survey are in Appendix E.
Housing
Since the mid-19th century, suburban expansion of Baltimore, Market Center has been viewed
as a commercial area, part of the Downtown Business District where people predominantly
worked or shopped but didn’t live. That is rapidly changing as more people seek the amenities
offered by city centers, and demand for areas with those amenities is especially strong among
young professionals, empty-nesters, and recent graduates. Market Center and the overlapping
Bromo Arts District, which features visual art galleries in addition to performing arts spaces like
the Hippodrome and Everyman Theater, offer residents access to world-class cultural amenities.
Easy access to the University of Maryland’s Baltimore campus and Johns Hopkins Hospital via
the MetroLink make it an attractive option for students and professionals working at both
campuses.
Table 1: Housing SWOT Analysis
Strengths
Weaknesses
The group did not reach consensus regarding Market Center’s current level of housing affordability.
Some people feel that Market Center has more affordable price points than other parts of downtown,
while others feel that Market Center is not affordable.
Transportation Hub – good for residents; bicyclist
& runner-friendly
Vacant buildings are eyesores that detract from
positive development efforts
Decent # of new/renovated multifamily housing
units in the last 15 years
Lack of amenities for residents, including grocery
options
Strong diversity of residents, artistic community
Poor condition of public realm/physical
appearance (including trash)
Mostly intact historic fabric
Crime/safety/perception of crime
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Current Status
A simple walk around Market Center reveals what a thriving residential neighborhood it
already is. Combined methods including a walking survey of the area in addition to research of
existing housing permits and real estate listings revealed approximately 2734 existing dwelling
units within Market Center’s boundaries, an increase of 16.1% since the previous update of this
Artists and creatives live here and create
vibrancy; creativity is welcome
Lack of placemaking
Available live/work options
Absentee landlords
Market Center is a unique place
Limited parking
Minority business community
Trash/urine
10-minute walk to harbor
Lexington Market – open air drug market
Diverse food hub
Opportunities
Threats
Growing markets: millennials, singles, couples
without children, empty nesters
Lack of parking for current residents – fears it
could grow worse
Demand for more university/student housing
Concerns about noise from at least one late night
venue – might deter residents
Create more affordable housing and live/work
spaces for artists and creatives
Established retailers leaving – to some extent,
part of national trends
Potential to invest in vacant property
Awareness that MC is not just a business district
but also a neighborhood
Increased UMB focus on revitalization and
placemaking
Lack of affordable housing; commercial
development; big business
There are a lot of potential sites for housing
Perception that MC is just for transplants and not
for life-long or long-term residents
Lexington Market redevelopment
People experiencing substance use disorder
Historic buildings
People do not want to live in a construction zone
Naturally occurring transit-oriented development
on Howard Street and walkable access radiating
out from light rail
Lack of resident/business involvement in the
revitalization process; Fear that buildings are
going to be sold to people who will gentrify
Strong diversity of residents
Poor communication with residents about what is
happening in area
Existing green spaces within and near Market
Center can be enhanced and help to attract
residents.
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SRP. Of those units, 585 (21.4% of total, an increase of just 3.7% since the last update) were
developed under the Low Income Housing Tax Credit (LIHTC) program and have formal
affordability restrictions, with some age-restricted and some for other groups like veterans and
artists. Over 99 percent of existing dwelling units are in multi-family housing or mixed
commercial/residential buildings. For a full list of existing residential buildings, see Appendix A.
Market Center covers an area of about 100 acres which translates to about 27 dwelling units per
acre. For comparison, Barcelona, which is frequently cited as an example of livability in cities,
has about 93 dwelling units per acre. Some cities in Southeast Asia see up to 500 dwelling units
per acre and are seeing more examples of crowding, where density detracts from quality of life.
Generally, 30 dwelling units per acre is seen as a tipping point towards having a high level of
livability in a neighborhood and a range of up to 130, closer to the level of Paris’ density, is seen
as optimal.
In Patrick Condon’s “Seven Rules for Sustainable Communities,” he points towards between 20
and 65 dwelling units per acre as an optimal number since it is the result of a combination of
townhomes and mid-rise apartment buildings that create an inviting streetscape. The cities
mentioned above have these, but with taller buildings than Condon imagined to add to that
density while remaining livable. Residential density is not the be-all end-all but an important
number to take into consideration. The way in which this type of density is created and the
services and amenities that serve residents are more critical parts of measures of livability. This
level of density incentivizes the location of businesses and other necessary amenities in a
neighborhood but special accommodations may be needed to add types of businesses like
changes to zoning laws.
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In Progress
Market Center is already seeing a growing infusion of interest and investment that follows
closely on the heels of the completion of the new Lexington Market. As the area continues to
gain momentum, it will attract more developers and investors. The other keystone development
of the area, the Superblock (the colloquial name for the block bound by W Lexington St, Park
Ave, W Fayette St, and N Howard St) has seen progress with a new developer taking over the
project in recent years. If the developer can solidify their plans and financing to move forward
with construction, The
Compass, their planned
development, would be
another anchor for the
area offering a mix of
residential and
commercial space.
Currently, there are 18
known construction
projects taking place on
plots around the
neighborhood. These
projects have a combined
total of 490 confirmed
dwelling units (there are 4
projects for which the
number of units could not
be confirmed).
Some of the major projects in progress that will bring new residents to the area include the
redevelopment of the Mayfair theater into 93 market-rate units, the Berkheimer Brothers
Department Store into 107 market-rate units, and the lot at 400 Park Avenue including the
former Martick’s Restaurant Francais into 94 market-rate units.
This does not include the Superblock, which would bring approximately 300 mixed-income
residential units to the area. This level of investment in a Baltimore neighborhood without city
incentives like TIFs or PILOTs shows how powerful the draw of an existing neighborhood with
potential can be.
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Housing Affordability
With investment in the area increasing rapidly, concerns about the affordability and equity of
new development naturally arise. As mentioned previously, about one fifth of Market Center’s
dwelling units are affordable but only 225 of those are unrestricted affordable units. In addition,
the rate of affordable units being built has not come close to matching the development of
market-rate housing. In order to ensure that Market Center remains an accessible place for a
diversity of people, more affordable housing needs to be at the forefront of the conversation
for the area.
It is possible to live in Market Center without needing a car because of the number and variety
of transit options - more than anywhere else in Baltimore. This makes it a great place to live
for many people in the city who may not be able to afford that luxury.
Approximately 30% of Baltimore City households do not own a personal vehicle, with another
30% owning only one. There are several existing options for affordable housing in the area that
serve specific groups. For example, Paca House has 116 units available for veterans while
Mulberry at Park offers 68 general affordable units. As more investment pours into the area,
ensuring more affordable units are built will be key to preserving the area’s diversity.
Market Center encompasses 6 Block Groups that were established in the 2020 Census but only
fully encompasses one: Tract 401-4. Census Tracts 401-2 and 402-1 contain very small portions
of the boundaries of Market Center. Information about household size and housing affordability
is shown below in Table 1. Gross rent includes utilities if those are paid by renter to eliminate
variability between how they are incorporated. Cost burden refers to the percentage of renters
who are paying more than 30% of their adjusted gross income for rent and utilities. Extremely
cost burdened renters are paying more than 50% of their adjusted gross income for rent and
utilities.
Tract
Block
Number of
Households
Average
Household
size
Median Gross
Rent ($)
% Cost
burdened
% Extremely
Cost Burdened
401
1
951
1.18
1,478
58.36
28.5
401
2
535
1.96
1,728
57.42
18.55
401
4
524
1.59
1,217
41.22
5.34
402
1
341
1.65
1,311
45.26
29.66
1102
2
695
1.13
1,542
25.04
13.67
18
1701
1
618
1.48
1,017
46.02
21.45
City
Avg
NA
2.32
1,146
49.08
26.29
Table 2: Block Group-level data from the 2020 census showing levels of housing affordability for Block Groups fully
or partially encompassed within Market Center. Note: Gross Rent includes all utilities paid by the renter to
eliminate variability of inclusion. Gross Rent was used to calculate levels of cost burden.
Market Center and the surrounding areas are on-par with the rest of the city in terms of levels
of cost burden and median gross rent. Block Group 401-4 shows lower levels of extreme cost
burden even though it does not
include any affordable housing
units.
The Household size of Market
Center and the surrounding
areas is much lower than the
city as a whole due to the
predominance of student and
younger professionals in the
area.
There are a limited number of
larger housing units and
amenities for families –
including schools.
Market-rate and affordable
units need to be built In order
to lower the level of cost burden down to and below 40% (the national average, which is still
problematic for the neighborhood).
The construction of more market-rate units to meet demand will help lower housing pressure in
neighborhoods around the city and in Market Center. Market-Rate units typically do not require
special financing but adding housing units can take pressure off of existing units, lowering costs
and increasing density to add amenities.
Adding affordable units in a well-connected area like Market Center provides relief to families
who may not be able to afford a personal vehicle. Approximately 90% of all new affordable
housing development utilizes financing from the Low-Income Housing Tax Credit, including
existing units in Market Center.
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The LIHTC bases the rent cap on the area median income, which is $121,700 for a 4-person
household as set by HUD in May 2023. Rent caps in the Baltimore-Columbia-Towson
Metropolitan Statistical Area are as follows as of May 2023.
Table 3: Income limits and monthly max gross rents for households in the Baltimore-Columbia-Towson MSA, where
the AMI is $121,700 for FY2023
For FY 2023, Census Tracts 402 and 1701 are Qualified Census Tracts (QCT) which meet HUD’s
standards for affordable housing units . These census tracts overlap relatively small parts of the
neighborhood and sit mostly to the West and Northwest of the area. Potential investors and
developers in the nearby QCTs need to know about qualifying income levels and the
advantages of taking part in the program.
LIHTC Program Requirements
1. At least 20% of units occupied by tenants with 50% AMI *or less
2. At least 40% of units occupied by tenants with 60% AMI *or less
3. At least 40% of units occupied by tenants with an average of 60% AM*I or less and no
tenants with greater than 80% AMI*
*AMI (Areawide Median Income)
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Growth Potential
Market Center’s current position and the sum of projects in the works have the potential to
make it the powerhouse of the city. The Downtown Partnership of Baltimore updated their
Analysis of Market Rate Housing Demand in Downtown Baltimore Neighborhoods and Adjacent
Areas with the Outlook 2027 report published in March 2023.
This report analyzed demand for new market rate housing in the study area, a circular area with
a one-mile radius originating at the Pratt and Light Street intersection. While this study area is
much larger than Market Center, information gleaned from the analysis is informative. Since the
last update in 2017, 4,634 new housing units were built in this Downtown Study area.
The report found that there are 7,962 households of potential renters and buyers of new
multi-family and single-family attached residential units in the study area each year over the
next five years. This is the first time the report has shown a decrease in this number, mainly
due to the COVID-19 pandemic and associated changes in priorities. Assuming the study area
can capture 20% of the renters and 7.5-10% of the buyers, it should be able to support up to
1,120 new market-rate housing units per year for the next 2-3 years, and 1,319 per year in years
3-5. This same study found that the potential market consists of 63% younger singles and
couples, 25% empty nesters and retirees, and 12% traditional and non-traditional families.
These estimates assume the continuation of current development and favorability trends
towards the downtown area. If Market Center is established as a desirable destination and
livable neighborhood, more people will move here.
At one time, Harbor East was not a desirable location to live but is now a hub of the city. Market
Center could tap into the energy of younger professionals moving to the area. There are many
sites with existing city infrastructure that don’t need street and utility buildout. This includes
several that are city- and state-owned offices.
As in-office work declines and more companies are moving out of Downtown (i.e. State Center)
the City can issue Request for Proposals (RFP)s similar to the Superblock.
Those sites are:
1. The combination of 211 N Eutaw St, 201 N Eutaw Street, and 311 W Saratoga St
including the former Hutzler Brother’s Department Store.
2. The combination of 301 N Eutaw St, a current MTA Police office, and 307 W Mulberry St,
a parking garage
3. The combination of 200 N Eutaw, 130 N Eutaw, and 520 W Lexington, which includes
both former Lexington Market Buildings, and their parking garage
21
Each site can deliver thousands of square feet of retail space and 300-400 residential units each.
With this combined residential presence and retail space on top of a potential two metro line
stop, Market Center would be the undisputed center of Baltimore City.
Advantages
1. Cultural Amenities
a. The neighborhood is within the Bromo Arts District and benefits from the
density of creative amenities within walking distance.
i. For example: the Walters Art Museum, American Visionary Arts Museum
and Baltimore Museum of Art are within a mile of the neighborhood’s
boundaries. The Hippodrome and M&T Plaza lie inside Market Center’s
boundaries.
2. Public Transportation and walkability
a. Market Center’s is the perfect location for residential growth due to the
proximity to major educational institutions and job centers. Its mix of building
uses and public transportation connections can make it a destination
neighborhood for residents seeking urban amenities.
b. The proximity to Mount Vernon and Federal Hill, replete with shops, restaurants,
and bars, make this an excellent option for those who want to live car-free or
car-lite. Market Center contains dozens of move-in ready commercial space just
waiting for new tenants.
3. Proximity to job and education centers
a. Downtown and Midtown Baltimore are the economic hubs of the city, holding
host to thousands of jobs between the State of Maryland, City of Baltimore,
Johns Hopkins, University of Maryland, and many more mid-sized companies.
b. With an increase in housing options, public transportation, and amenities,
Market Center can become the go-to neighborhood for people working
downtown to live.
Challenges
1. Lacking daily amenities
a. The neighborhood does not have grocery options. The only options are Potung
Market, Streets Market, and a single stall in Lexington Market - all more
expensive options.
b. Purchasing food is the most frequent trip people will make. Not having food
options restricts the neighborhood’s walkability. Without a larger grocery store or
22
a wider variety of fresh food options, many residents will be forced to rely on
cars and the area will run into a shortage of storage options.
c. Other notable missing amenities include a laundromat and a hardware store.
For families looking to move to the area, there is also the lack of a school to
account for.
2. Affordability
a. It’s expensive to live in Baltimore City. Market Center follows that pattern. This
can change as the neighborhood develops.
b. Increasing the number of market-rate and affordable units will relieve the
pressure and high rents surrounding and inside the neighborhood.
c. If more property owners and developers know about the LIHTC, it will help
alleviate this issue. However, obtaining funding and tax credits is a competitive
process and can’t always play a factor in developing more units.
3. Vacant and underutilized Buildings
a. Vacant buildings are not unique to Market Center, but the amount and condition
of the buildings, many with historic, irreplaceable architecture, contribute to the
neighborhood’s reputation. Many retail storefronts and buildings in what was
Baltimore’s historic retail core are shuttered and underutilized.
b. Many buildings are in dangerously derelict conditions. The Gomprecht and
Benesch Building at 320 N. Eutaw Street has caught fire twice in the last decade.
These buildings are challenging projects but are a unique opportunity for
innovative development and infill.
c. With changes like the Second Egress rule, urban infill buildings could replace
vacant buildings on these lots.
4. Car Traffic
a. Franklin and Mulberry Streets are the city’s two main routes to travel east and
west through Baltimore as quickly as possible. These corridors are packed with
cars throughout the day, making it dangerous, unhealthy, and boring for
pedestrian travel.
b. Engaging Baltimore City DOT to improve walkways will be a first step, and
ensuring that an east-west transit line crosses the neighborhood will reduce
traffic in the future..
5. Public Safety
a. Public safety was the primary resident concern expressed during the public
engagement period. Post 114 is regularly cited as one of the most dangerous
precincts in the area, and despite police presence, an open air pill market is
thriving outside of Lexington Market, and gang activity is rampant.
23
b. Public Safety is incredibly important for resident confidence in an area. It’s
paramount that all stakeholders invest in safety measures. As the area becomes
more populated, criminal elements will leave the area.
c. Vacancies and low population contributes to the sense of danger that people feel
walking through the area. Attracting and retaining more people to the area is
the number one way to increase public safety in Market Center.
Economy
Market Center was once the region’s premier shopping destination, but this changed as more stores
moved to the suburbs. Public policy exacerbated the losses in the late 20
th
Century through to the early
21
st
, when the city purchased properties and relocated existing businesses with the goal of assembling
land for a large mixed-use development project, anchored by one or more big box stores. This project
never materialized, and most of the buildings remain vacant.
The community has yet to rebound from
that exodus. An estimated 37% of
buildings in Market Center (133 of 370)
are currently unoccupied, and ten
parcels of land are vacant. Eleven
additional buildings are unoccupied but
undergoing redevelopment. Map 4
illustrates the location of unoccupied
buildings and land in Market Center.
The unoccupied buildings are both
evidence of a struggling business district
and a factor in the ongoing difficulties of
attracting businesses and customers.
The prevalence of vacant buildings
creates significant gaps in Market
Center’s fabric and contributes to the
current perception of the area as an
uninviting place to shop and spend
time in – they are a deterrent to
customers, business owners, and
investors.
24
Businesses & Retail Demand
Table 3: Economy SWOT Analysis
Strengths
Weaknesses
Transit accessibility; transportation nexus
Vacant, underused, dilapidated building stock –
sense of unease
Lots of hidden treasures
Sense of disorder, neglect
Lexington Market – community anchor
Street front experience; poor appearance of
storefronts
Strong, growing downtown residential market
(singles, childless couples, millennials, empty
nesters) – good for business
Dirty conditions, trash
Captive audience, large daytime population
(students, employees, UM)
Failing infrastructure
Proximity to Central Business District (walking
distance); downtown location
Open air drug market; drug use; concentration of
clinics
Close to Inner Harbor and other attractions –
possibility of attracting visitors
Perception & reality of crime
Opportunity Zone and other incentives
Loitering
Affordability
High retail vacancies & limited market for retail
Increased UMB focus on revitalization and
placemaking
High cost of everyday goods
Many of Baltimore’s primary tourist attractions,
sports & entertainment venues, local shopping
and ethnic dining options are within or walkable
from Market Center
Lack of destination dining options
Historic architecture and authentic feel of Market
Center enhance attractiveness to new businesses
and investors
Lack of awareness of businesses that offer goods
and services of interest, coupled with perception
problems that deter people from walking through
the neighborhood to discover them
Ethnic & racial diversity of business owners; many
of whom desire to purchase property
25
Within Market Center’s 27-block footprint, there are 734 businesses and 7,806 employees
according to the U.S. Census Bureau. Of the businesses, 118 are in health care and social
assistance, 104 in retail; 80 in other services; and 77 in accommodations and food services.
“range of activities for a range of folks, at various
price points” – diverse, ethnic restaurants, food;
fun things to do at all price points; community
businesses.
Opportunities
Threats
Help artists makes connections for work and
development opportunities
Established retailers closing, leaving
Concentrated support to help artists find housing,
space, resources
Negative perceptions about Baltimore and
Market Center
Catalytic redevelopment sites
Lack of incentives for tech employers
Connectivity to entertainment and attractions
Lack of trade schools, internships,
apprenticeships
Coolness factor
Lack of job training/workforce/skills development
programs
Growing downtown residential population
Poor track record of retaining artists after they
graduate
Hub
UMMS Controversy – impact on future
investment
Brand ambiguity
Brand ambiguity
Attract retail that is not dependent on density
Opportunity to match retail supply with demands
of customers. (Affordable restaurants and
shopping for seniors; bars, breweries, ice cream
shops, coffee shops, study spots)
Increase residents’, employees’, students’
awareness of businesses that offer goods and
services of interest. Offer free tours, bike &
brunch tours, ‘taste of” events, ‘pay your own
way’ activities to increase awareness; highlight
local businesses and share information through
UMB CEC newsletter, Collegetown Network, IKE
Kiosks, Bus stop signs, UM Fall Fest
Student groups need places to hold events, and
students need places to study - opportunity for
collaboration with businesses
26
MCMA also tracks the number and type of businesses, but its inventory is limited to the ground
floor of buildings. This focus stems from Market Center’s status as a City of Baltimore Retail
Business District License (RBDL) area.
3
As of April 2019, there were 283 ground floor
businesses in Market Center, which includes businesses in Lexington Market and Mount
Vernon Marketplace. This is a decline from approximately 300 in 2018. Table 4 shows the
breakdown of Market Center’s 283 ground floor businesses in April 2019:
Table 4: First Floor Businesses in Market Center, by Type
Retail
39%
Food & Beverage
30%
Service
26%
Arts & Entertainment
2%
Other
2%
Source: Market Center Merchants Association Business Inventory, April 2019
The most common types of ground floor businesses are:
Table 5: Most Common Type of Ground Floor Businesses in Market Center
General Goods
24
Of these, 14+ specialize in fragrance/oils.
Carry-Out
51
This includes food hall stalls, and there is a great
variety in types of food and prices.
Convenience Stores
19
Restaurants – Counter Service
14
Hair Salons
12
Barber Shops
11
Cell Phone Stores
10
3
Market Center is one of ten designated Retail Business District License (RBDL) areas in the City of Baltimore, which
are geographic areas established by City Council Ordinance. Within the RBDL, businesses are assessed an annual
fee. The City bills the businesses, collects the revenue, and disburses 97% of the proceeds to the local business
association to use to support and improve the business district. In the case of Market Center, only businesses
occupying the ground floor are assessed the fee, which is 20 cents per square foot.
27
Jewelry Stores
7
Source: Market Center Merchants Association Business Inventory, April 2019
Focus group participants and respondents to the 2019 residential survey indicated that Market
Center has enough general goods stores, convenience stores, hair salons/barber shops, cell
phone stores, and jewelry stores. The community wants more business options. These include
both businesses not yet in Market Center, or businesses offering niche and unique services
(specialty hair salons, for example).
Personal safety, presence of unique businesses and arts and entertainment venues, and
neighborhood cleanliness were the top three reasons surveyed residents did not shop or dine
in Market Center more. In this same survey, residents were asked what three qualities were
most important to them when deciding where to shop and dine.
Source: Market Center Merchants Association Residents Survey, Winter 2019
Market Center boasts ethnic dining and shopping alternatives, as well as an ethnically and
racially diverse group of business owners. 55% of respondents rated the food offerings in
28
Market Center as good, very good, or excellent. Market Center can leverage and build these
assets.
The informal illegal drug economy in Market Center often takes place in the Eutaw /Lexington/
Saratoga Street area close to Lexington Market. Many Lexington Market patrons actively avoid
other businesses in the area because of drug activity.
Although Market Center is adjacent to significant economic and cultural activity, the
neighborhood does not reap the benefits the way other neighborhoods do. Tens of thousands
of potential Market Center customers live, work or attend school, sports & cultural events and
conventions within and within one mile of Market Center boundaries.
There are 8,046 businesses, 117,578 employees, and 48,105 residents within a one-mile radius
of the intersection of Howard and Saratoga Streets.
4
More than 6,700 students are enrolled at the University of Maryland, Baltimore, which is
adjacent to Market Center’s western boundary. Thousands of people from the city and
neighboring counties travel in to attend events at Oriole Park at Camden Yards, M&T Bank
Stadium, the new CFG Arena, the Hippodrome and Everyman Theatres, and more.
These employees, students, and visitors represent a largely untapped customer base. Through
the planning process, a residents’ survey, and unofficial channels, people have repeatedly
emphasized that concerns about safety, conditions on the streets and vacant buildings
currently deter them – even those who live and work in Market Center – from patronizing
businesses in Market Center, contributing to lower-than-expected retail business. In the 2019
Residential Survey, safety concerns were the number one reason respondents said they do not
dine or shop in Market Center more frequently, followed by variety and quality of offerings, as
noted above.
DPOB provided Market Center data that shows how the retail sector can grow within Market
Center and within a one-mile radius of Howard and Saratoga. This summary of the data for
anticipated growth by retail store type between 2019 and 2024 includes each of the major
categories of stores and any subcategory with anticipated growth greater than $5 million within
the 1-mile radius of 300 N. Howard:
Table 6: Retail Stores Demand Growth, 2019-2024
Within the 1-Mile Radius of 300 N. Howard
Category
Growth in Demand
1-mile
radius from
MCMA
Boundaries
4
Source: Environics Analytics | Claritas, 2019, courtesy of the Downtown Partnership of Baltimore
29
300 N.
Howard
Motor Vehicle & Parts Dealers
$29.6m
$2.4m
Automobile Dealers
$26.3m
$2.1m
Furniture & Home Furnishings Stores
$1.8m
$152k
Electronics & Appliance Stores
$1.7m
$144k
Building Material & Garden Equipment & Supplies Dealers
$5.6m
$383k
Food & Beverage Stores
$11.4m
$991k
Grocery Stores
$9.7m
$850k
Health & Personal Care Stores
$6.7 million
$555k
Pharmacies & Drug Stores
$5.6m
$460k
Gasoline Stations
$10m
$863k
Clothing & Clothing Accessories Stores
$2.5m
$226k
Sporting Goods, Hobby, Musical Instrument, & Books
$1.21m
$103k
General Merchandise Stores
$10.7m
$919k
Other General Merchandise Stores (not dept. stores)
$8.67m
$742k
Miscellaneous Store Retailers
$1.7m
$137k
Non-Store Retailers
$10.7m
$893k
Electronic Shopping & Mail-Order Houses
$9.5m
$791k
Food Service & Drinking Places
$16.3m
$1.38m
Restaurants & Other Eating Places
$14.1m
$1.19m
Source: Environics Analytics | U.S. Census Bureau | U.S. Bureau of Labour Statistics, courtesy of the Downtown
Partnership of Baltimore
This data shows more growth in the Food Service & Drinking Places than in all categories other
than Motor Vehicle & Parts Dealers. Market Center is not likely to attract Motor Vehicle & Parts
Dealers, in part because these types of businesses mostly locate on major arterial roads, but
30
also because Baltimore City’s zoning code only permits motor vehicle dealerships with fully
enclosed structures in the C5 zone (which is Market Center’s zone).
The retail gap analysis for Market Center, which compares the amount of money spent by
residents in Market Center to the amount of money earned by businesses in Market Center at
certain types of businesses, shows leakage of $3,319,680 from full-service restaurants.
5
Together, this data appears to point to an opportunity to increase Food Service & Drinking
Places, specifically full-service restaurants.
Employment & Workforce Development
As noted previously, 117,578 people work within one mile of 300 N. Howard, and 7,806 people
work within the boundaries of Market Center. Table 5 shows the number of employees by
industry in Market Center, with Public Administration claiming the greatest number.
Table 7: Market Center Employment by NAICS Code, 2019
92: Public Administration
2,408
61: Educational Services
926
62: Health Care and Social Assistance
726
44: Retail Trade
487
81: Other Services (except Public Administration)
474
72: Accommodation and Food Services
468
23: Construction
381
54: Professional, Scientific, and Technical Services
351
56: Administrative and Support and Waste Management and Remediation
Services
336
99: Unassigned
302
53: Real Estate and Rental and Leasing
210
71: Arts, Entertainment, and Recreation
170
51: Information
148
5
Source: Retail Power, Environics Analytics | U.S. Census Bureau | U.S. Bureau of Labour Statistics | InfoUSA,
Courtesy of the Downtown Partnership of Baltimore
31
52: Finance and Insurance
118
42: Wholesale Trade
113
48: Transportation and Warehousing
100
31: Manufacturing
71
55: Management of Companies and Enterprises
10
11: Agriculture, Forestry, Fishing and Hunting
7
Source: Environics Analytics | InfoGroup USA, courtesy of the Downtown Partnership of Baltimore
64% of the population in Market Center 16 years and older are employed; 2% are unemployed;
and 34% are not in the labor market. Health care practitioner/technician is the most common
occupation. The neighborhoods immediately west of Market Center and to the northeast
along the Metro Subway line suffer from some of the most severe unemployment rates in the
city (10.08+%).
Job growth in Market Center, which is more feasible than job growth in many neighborhoods –
because of Market Center’s building stock, proximity to downtown, robust transit access, and access to
many main roads – could be a game changer for these communities.
Source: The Reinvestment Fund, Policy Map, May 2019.
Data from 2015 show that 99.8% of the people who worked in Market Center lived outside of
Market Center, and 98.1% of the people who lived in Market Center worked outside of
32
Market Center. In 2015, only 19 people both lived and worked in Market Center. Of the people
whose primary jobs were in Market Center, 55% lived within ten miles of Market Center.
The greatest number of people (1,960) commuting from outside Market Center to primary jobs
within Market Center commuted from Census tracts northeast of Market Center, followed by
1,590 commuters from Census tracts northwest of Market Center.
6
There are several job training, workforce development, or co-working resources within or close
to Market Center:
1. G.R.O.W. (Getting Ready for Obstacles in the World) and B.E.A.M. (Baltimore Economic
and Advancement Movement) work with 18-24 years old on mentorship, life coaching,
housing stability, financial literacy, soft skills, etiquette, career readiness training,
entrepreneur guidance, internships, and ultimately long-term sustainable vocation in an
Earn & Learn format.
2. The Veterans Administration Annex on Fayette Street offers nursing education and
recruitment.
3. University of Maryland, Baltimore, has a community engagement center which offers job
readiness counseling, though that is located west of Martin Luther King, Jr., Boulevard.
4. The University of Maryland Medical System partners with UMB at its community
engagement center for work readiness programs, and with other partners such as
Baltimore City Community College and Center for Urban Families for technical skills
training.
a. Through these sources, UMMS recruits people for employment, with an
emphasis on Certified Nursing Assistants, Patient Care Technicians, Medical
Assistants, and clerical and service jobs. UMMS also partners with high schools to
prepare students for jobs such as surgical technologists and phlebotomists.
5. The Enoch Pratt Free Library’s Central Library is in Market Center, and its job and career
center offers clinics, courses and materials on job hunting, resume writing, interviewing
techniques, career planning, and occupations. Patrons can also use computers for
job-related activities.
6. The Harbor Bank of Maryland Community Development Corporation operates the
Joseph Haskins, Jr., Center for Community and Economic Development at 25 W. Fayette
Street, just outside of Market Center. The Center offers low-cost office space for
entrepreneurs, as well as access to technical assistance and other resources.
6
Source: U.S. Census Bureau, OnTheMap Application and LEHD Origin-Destination Employment Statistics
(Beginning of Quarter Employment, 2nd Quarter of 2002-2015), courtesy of the Baltimore Development
Corporation
33
7. The Mayor’s Office of Employment Development (MOED) outreach team visits Lexington
Market periodically, as does the MOED mobile unit.
Despite these resources, many people who socialize in Market Center are still looking for
work. Anecdotally, whenever volunteers are cleaning the streets or gardening, people ask about
employment opportunities. There is still a need, but additional research is necessary to
understand that need.
Focus Group Input
Focus group participants stated that Market Center needs stores that meet a variety of
necessities and desires at different price points, and that stores should “sell things people
recognize” (referring to brands). Participants in the UMB focus group like the “range of
activities and businesses for a range of folks at various price points.” Participants are interested
in expanding the international restaurant, business, and cultural scenes, and they would like
more arts and entertainment venues. They want Market Center to feel and function more like
an arts district.
Participants noted that stores should be open later and during weekends, both for the
convenience of people who want to shop during these times, but also because of the
impression that closed businesses give.
One participant noted that when he sees store owners closing during daylight hours, it
makes him think that there is something wrong and he should not be there for safety reasons.
With respect to safety, participants stated the perception and reality of crime in Market Center
hurts businesses’ ability to attract patrons and deters employees from venturing beyond their
place of employment for meals or to run errands.
Business owners also brought up the need to reassess on-street parking restrictions, such as
the afternoon rush hour restrictions on Park Avenue, Franklin Street, and Mulberry Street
(which deter some customers from stopping on their way home from work) and the 24-hour
restrictions on the 200 block of Eutaw Street.
Vacant storefronts are a challenge, and an opportunity to attract more retailers and capture the
dollars that UMB students, faculty, and staff spend elsewhere. Participants also stated that the
historic architecture and authentic feel of Market Center can/should enhance attractiveness
to new businesses and investors.
There is also an interest in ensuring that artists of all types are welcomed as part of the
Market Center economy – by ensuring that they have safe, affordable, permanent spaces to
live, create, and share their work; connecting them with opportunities to own properties;
connecting them with building and business owners to collaborate on projects; and connecting
34
them with educational and mentoring opportunities to facilitate their transition into sustainable
businesses (if they choose).
Transportation
Market Center is the largest public transportation hub in Baltimore. It is one of only two
locations in the city traversed by both the light rail and Metro subway lines – with only one
block between the Lexington Market stops on both. Moreover, the light rail provides direct
access to AMTRAK Northeast Corridor train service, MARC commuter rail and Bolt Bus service to
New York at Penn Station as well as national and international air travel at BWI Airport.
The reinstated Red Line rail project will be located adjacent to this hub.
Table 8: Transportation SWOT Analysis
Strengths
Weaknesses
More transportation options here than elsewhere
in the city.
Current conditions of streets and sidewalks. Not
ADA Compliant. DOT does not have resources
necessary to meet capital needs.
Connectivity – This is one of only two locations
where Metro and LRT stops are within a block of
each other.
Poor lighting hinders pedestrian activity and other
forms of micro-mobility.
Connectivity – LRT provides connections to
Amtrak & BWI.
Incomplete transit network.
Connectivity & Central Location – Multiple forms
of transit provide connections to employment
centers (UMB, UMMS, VA, downtown business
district). Particularly valuable to people living in
West and NW Baltimore.
Despite the presence of multiple forms of
transportation and bus lines, how to connect
between various modes of transportation is not
intuitive.
Presence of dense, transit-supportive land use.
Light rail is not in a state of good repair. Cars are
currently going through a midlife overhaul –
missed opportunity to purchase more inobtrusive
vehicles.
Grid network of streets – good bones for multiple
route options for multiple forms of
transportation.
LRT hazards – weaving lane on Howard
UMB Police Shuttle
MTA will replace rails on Howard Street – missed
opportunity to correct convoluted tracks.
35
Although service is often less reliable than the light rail and subway lines, the Maryland Transit
Administration’s (MTA) Baltimore Link buses also serve Market Center, providing access to the
area from many parts of Baltimore City and County. Baltimore and Fayette Streets are major
Bus stops attract a lot of people, which others
view with apprehension.
Sorely neglected infrastructure.
Opportunities
Threats
Capitalize on transit with transit-oriented land
use. The city can be more intentional about
supporting transit-oriented development through
policies, decision-making, incentives, funding.
Supportive land use can positively impact the use
of alternative modes of transportation.
A lot of bus routes come downtown, but MTA has
a limited number of places for layovers & hubs.
BCDOT needs to explore options for expanding
local transit and micro-transit services to help
people access even more destinations via transit.
BCDOT does not have a formal role in state transit
systems.
BCDOT is pushing for more sustainable forms of
transportation.
Confusion between DOT, DPW, BGE
responsibilities for lighting – the public does not
know who is responsible for maintaining or
repairing streetlights.
When people submit service requests to 311, the
city routes the request to the responsible party,
but slow response times often means that people
still want to know which entity is responsible.
New demographic of people living in City Center –
millennials and empty nesters WANT to use public
transit.
Implementation of sustainable forms of
transportation not happening throughout the city
(though the city’s proposed rules for dockless
scooters will require equitable distribution of
scooters).
City’s new Complete Streets policy will redefine
typology. Retrofit our streets.
City transitioning to a permanent program for
dockless scooters – opportunity to provide
facilities.
Lexington Market redevelopment creates the
opportunity to re-connect the grid, especially a
better east-west bicycle connection.
There is interest in hosting a good, multimodal
transit center in the area, to facilitate connections
and transfers.
36
east-west bus routes, served by the City Link Orange, Purple and Red Lines, with dedicated
bus/bike lanes facilitating more reliable service.
City Link Blue runs on Saratoga, and City Link Pink runs on Centre and Madison. Market Center
is also served by five local link bus lines (51, 54, 73, 80, and 94), and two express link lines (120
and 150). The free Charm City Circulator Purple Route runs on Charles Street, one block east of
Market Center, and its Orange Route runs on Lombard Street, one block south of Market Center.
Unfortunately, the inter-city Greyhound bus terminal which used to be in the heart of Market
Center was relocated to a location adjacent to the Horseshoe Casino in South Baltimore. When
it was in Market Center on Fayette Street, passengers benefitted from greater connectivity to
other transit modes, as well as the walkable location.
The light rail cars have been in service for nearly thirty years and are far from state-of-the-art.
Many feel that their size and noise detract from Market Center’s physical environment. In
addition, the curve in some of the light rail tracks along Howard Street creates a confusing and
dangerous situation for drivers and pedestrians.
Poor lighting and the poorly maintained environment around transit stops are a detriment to
transit use and pedestrian perceptions of safety. This problem is not easily addressed due to
jurisdictional and communication issues among the various government and private entities
responsible for Market Center’s transportation infrastructure and streetscape.
Market Center’s street grid does create “good bones” for an easily navigable environment for
pedestrians and bicycle riders. However, the conditions of Market Center – vacant buildings,
poor lighting, deteriorating infrastructure, trash, and loitering – are a significant deterrent to
pedestrians, bicyclists and other forms of micro-mobility.
Despite this, 40% of people who live in Market Center walk or bicycle to work, an increase
from 2017, when 31% of people in Market Center walk or bike to work. The percentage of
no-vehicle households has also increased between 2017 and 2019, from 39% to 42%. The
percentage of people who live in Market Center and take public transit to work has declined
from 21% to 17% between 2017 and 2019.
7
Focus Group Input
Focus group participants repeatedly stated that Market Center – despite having many of the
necessary characteristics for a walkable community (scoring 98 on Walkscore.com) – is not
pedestrian-friendly.
7
Source: Environics Analytics | Claritas, 2019, courtesy of the Downtown Partnership of Baltimore
37
Participants argued that Market Center needs a more welcoming and human-scale pedestrian
environment, and that downtown is designed for automobiles above all else, making bicycling
and walking more difficult. Specifically, people noted that street crossings are chaotic and
poorly signaled, lighting is poor, crosswalks are faded, or nonexistent, and sidewalks are
broken.
The intersection of Liberty, Park, and Fayette was identified as particularly problematic for
pedestrians, with five lanes of traffic and uncoordinated signals. Market Center also needs
more curb appeal to encourage pedestrian activity – participants want better lighting, more
street cleaning, more greenery, and trees trimmed (so they don’t block lights).
Participants noted that it is difficult to drive through Market Center because of the one-way
streets, coupled with restrictions on turning due to the presence of light rail on Howard Street.
Several people raised the possibility of transforming Park Avenue into a two-way street. One
way to begin to transform Park Avenue would be to remove the rush hour parking
restrictions.
One person suggested that Market Center brand itself as a “ditch your car” community and
more directly embrace transit.
Some participants complained that the bike lanes have reduced parking on Liberty/Cathedral
and Centre Streets, and that they have backed up traffic on Centre Street. There are concerns
that this may be a detriment to businesses in Mount Vernon Marketplace.
From a macro perspective, focus group participants said that they feel that the light rail only
works to bring people into the city and does not really serve city residents; the subway is
insufficient; the bus route changes have forced some people to take two buses instead of one
to reach their destination; and that parking options are limited and expensive. Participants in
the Basilica Place focus group stated that the Baltimore Link bus route changes are confusing
and deter them from using the bus.
There was a discussion about the parking prohibition on both sides of the 200 block of N. Eutaw
Street (between Lexington and Saratoga Streets). According to one participant, it makes the
area look nicer and more orderly, but another noted that it hurts business in Lexington Market.
People also expressed interest in revisiting on-street parking restrictions, particularly on Park
Avenue, Franklin Street, and Mulberry Street, to allow more on-street parking throughout the
day. There is near-universal support for changes to on-street parking restrictions on Park
Avenue, and broad support for changes to Franklin and Mulberry Streets. The Archdiocese of
Baltimore expressed concerns that eliminating the on-street parking restrictions, particularly on
Franklin, will make it more difficult for their employees to exit the Franklin Street parking garage
in the afternoon.
38
Environment
Though not always considered a traditional component of an environmental discussion,
Market Center’s environment is largely defined by its historic building stock. Market Center is
Baltimore’s historic retail core, which evolved from an early 19
th
Century neighborhood
characterized by row homes along with the region’s premiere shopping district, with
department stores, banks, and theaters.
Lexington Market, one of the oldest public markets in the United States, formally opened in
1806 and continues to serve as an anchor for Market Center. Market Center is also the site of
Baltimore’s former Chinatown, where the first Chinese settlers in Baltimore and their
descendants lived and worked for decades from the late 1800s through the mid-1900s. The
original Chinatown was centered on the 200 block of Marion Street, but it later moved to the
200-400 blocks of Park Avenue.
Market Center touches many historic districts:
Market Center National Register Historic District, the
Five and Dime Baltimore City Historic District, the
Howard Street Baltimore City Historic District. Several
blocks of Market Center are located within the
Cathedral Hill National Register Historic District and
the Mount Vernon Baltimore City/National Register
Historic District.
Note: Map 6 is a screen shot from the City of Baltimore’s
website, which does not yet include the two most recent
historic district designations: Howard Street and Five and
Dime.
Maps of Howard Street & Five & Dime Historic Districts can be found in Appendix F.
39
Market Center has very few public parks or communal gathering spaces within its boundaries
except for two dog parks, Howard Dog Park and Liberty Dog Park. Howard Dog Park also
includes a small patch of green space across Centre Street which is not specifically for dogs, but
it is not well maintained or used.
There are other public parks and plazas near Market Center:
1. University Square Park above the parking garage on the University of Maryland,
Baltimore campus. UMMC and UMB host The University Farmers Market at the park on
Tuesdays from May through November, and UMMC and UMB faculty, staff, and students
use the park primarily during weekday lunch hours. It has the potential to be more
well-used.
2. St. Mary’s Park, a 6+ acre oasis in Seton Hill.
3. Center and Hopkins Plazas in Charles Center.
4. Mt. Vernon Square in the Mount Vernon neighborhood
The area has some private green spaces at 200 W. Lexington Street and 206 W. Fayette Street.
The owners of 200 W. Lexington Street recently allowed public access to the property, and
Bromo Arts & MCMA helped to create a public park at the site through the City’s Design for
Table 9: Environment SWOT Analysis
Strengths
Weaknesses
MC has wonderful buildings unmatched
anywhere in the city.
Lack of public open space, parks, green space
There is a lot of history and potential here.
No linkages between what little open space exists
Nice architecture
Trash, Grime
Market Center is a very “Baltimore place” with
Baltimore iconography and food.
Broken water lines, potholes, broken sidewalks
There are few parks, placing greater importance
on streets and sidewalks to serve as vital open
space elements.
Opportunities
Threats
Vacant buildings and lots
Many of the older buildings need careful
remediation due to hazardous materials and
environmental conditions
40
Distancing initiative. Three years later, the green space at the intersection of Lexington and Park
is regularly used by residents, as both gathering spaces and drug activity. The space has hosted
arts performances and other community events. However, this is temporary. Both 200 W.
Lexington and 206 W. Fayette are likely to be redeveloped.
Market Center has limited tree canopy/greenery and no gardens. Flowerpots – some provided
by DPOB and others privately owned – offer limited but welcome glimpses of greenery and
flowers.
The area also has limited streetscaping, and what exists is poorly maintained. As an example,
Howard Street has many empty tree wells, which are weed-strewn during the warmer months
and lined with largely destroyed or missing courses of brick. The 200 block of N. Eutaw Street
has deep tree wells and no tree grates, which is bad for trees and dangerous for pedestrians.
Sidewalks on the 300 block of N. Paca Street are in particularly poor condition.
Focus Group Input
Focus group participants stated that Market Center needs “safe communal spaces” such as
coffee shops with more seating, public gardens, usable green spaces, and event space.
Participants in the residential focus group specifically stressed that they would like Market
Center to have public open space that people naturally walk through on their way from one
place to another, rather than a park one must specifically set out to visit. They want public
spaces that are integral to the fabric of the street network. Participants in the UMB student
focus group would like more trees and green space
The prevalence of things like broken sidewalks, curbs, gutters, and streetlights, graffiti, faded
crosswalks and street markings, broken windows, and dilapidated buildings signals both apathy
and neglect by the city. These conditions make it seem acceptable to litter or engage in illegal
dumping. Participants suggested that if the city fixed the broken infrastructure and improved
the conditions of the buildings it owns, individuals would be less likely to litter.
Focus group participants expressed support for the historic buildings but stressed that they
want the buildings to be occupied and used. The Environmental Workgroup felt strongly that
the historic fabric is an important component of Market Center.
41
Quality of Life
Market Center is rich in amenities, including live theater venues and multipurpose arts spaces,
attractive historic architecture, and transit, and it boasts unique assets such as the central
branch of the Enoch Pratt Free Library. The area benefits from nearby assets, too, such as the
University of Maryland, Baltimore, multiple hospitals, and arts, entertainment, and sports
venues (see Map 6). There are several houses of worship of various denominations within and
near Market Center.
However, Market Center also lacks key community amenities, such as safe communal
gathering spaces (both indoors and outdoors), recreational opportunities and healthy food
resources. There is no full-service grocery store in Market Center, and while some Lexington
Market merchants carry produce, meat, poultry, and fish, both the selection and hours are
limited.
42
Table 10: Quality of Life SWOT Analysis
Strengths
Weaknesses
Location
Food desert/lack of food resources
Walkability
Overpriced everyday items
Easily accessible; transit hub
Lack of safe meeting space (Senior
Center/Community Center)
Certain amenities
Aesthetics & appearance
Diverse population
Poor lighting
Unique urban character
Broken infrastructure
Feels unsafe
Blank walls contribute to a lack of safety and no
perception of activity in the area.
Drug market
Noise pollution
Lack of affordable parking
Opportunities
Threats
High traffic area with hospitals, etc.
Crime, drug activity, and the perception of same
Vacant buildings/lots (blank slate for new
development, amenities, parks)
Significant numbers of people who need help
with things like substance use, mental health,
homelessness
Space available for shops
Security concerns are city-wide
History, historic architecture
Loitering
Overlapping major stakeholders (opportunity to
build collaboration)
Insufficient funding for mobile crisis units,
peer-to-peer outreach, trauma-informed care,
prevention; inability to bill Medicaid for
prevention, crisis intervention services; need to
recertify people for Medicaid annually.
Organized activities and gatherings (note that
people who do not live nearby are more likely to
participate during lunch time or after
work/school)
Insufficient transportation from people’s homes
to care providers.
Incentives to attract grocery stores, other fresh
food sources/farmers markets.
Insufficient awareness of programs that do exist
43
Public safety/comfort is another key factor in a community’s quality of life. The amount of
loitering and other disorderly behavior, drug dealing and use, trash, grime and graffiti, poorly
maintained infrastructure, and vacant buildings and storefronts all contribute to a sense of
unease throughout much of Market Center. Concerns about public safety are common.
Whether the threat is real or perceived, the impact is undeniable: people avoid walking through
Market Center due to these concerns.
In a 2019 survey of Market Center residents, safety concerns were the top reason for not
shopping or dining in Market Center more frequently. 66.7% of respondents rated Market
Center Fair or Poor on safety and cleanliness.
In addition to the Baltimore Police Department, the following entities have a security presence
in parts of Market Center: Lexington Market, UMB, Maryland Transit Administration, and
Maryland Department of General Services (in buildings occupied by state agencies). DPOB
deploys “Downtown Baltimore Guides” to provide a visible, positive safety presence throughout
downtown, and DPOB also sometimes contracts with private security companies to supplement
law enforcement and the Downtown Baltimore Guides. Despite the existence of multiple
entities whose mission is at least in part to keep Market Center safe, safety concerns are
among the most frequently cited frustrations with Market Center.
Most Market Center stakeholders recognize that additional police presence is neither feasible
nor the only way to address concerns about public safety. Other recommendations for
improving public safety also include transforming vacants into occupied buildings, eliminating
trash and graffiti, enhancing lighting, hosting events and activities (such as Bike Party),
improving access to health care, and addressing the underlying factors which contribute to
people engaging in criminal activity (such as lack of opportunity and jobs, housing insecurity).
Post 114 / Market Center Coalition
Recognizing the need for a holistic, community-based, and coordinated approach to improving
public safety, in 2019, MCMA, DPOB, Paradise Management, and Seawall (the developer hired
by the City of Baltimore to redevelop Lexington Market) formed the Post 114/Market Center
Coalition (“Post 114”). Post 114 included 100+ individuals and representatives of organizations
and entities with responsibility for or interest in improving public health and safety in Market
Center in order to guarantee success of the new Lexington Market.
Opportunity for more businesses and places that
appeal to students and improve their quality of
life (food/beverages/breweries/ice
cream/coffee/places to study.
Housing insecurity – makes it more difficult for
people to keep themselves well.
Harm reduction and safe injection sites
44
Post 114 included the following action committees: Appearance & Cleanliness, Baltimore Police
Department, Behavioral Health, Business Health, Communications, Partner Connections, and
Transit. The committees met regularly and coordinated work as appropriate.
Note: The Post 114/Market Center Coalition disbanded in Spring 2023.
Input from organizations and entities including Behavioral Health Systems Baltimore, G.R.O.W.,
B.E.A.M., Second Chance Behavioral Health Services, Youth Empowered Society, the DPOB
Homeless Outreach Team, and individuals with relevant lived experience is critical to
understanding how to address underlying conditions that contribute to housing and economic
insecurity, homelessness, unemployment, and substance use disorder. Post 114 aimed to build
relationships with youth and community members that live, reside, and work Downtown to
foster healthy relationships, create improved safety conditions, and provide the workforce
training, health care, and social services needed to support long-term success.
Recognizing the pervasiveness of drug activity in Market Center and acknowledging that drug
use is a public health crisis, the City of Baltimore selected Market Center as the pilot location
for its Law Enforcement Assisted Diversion program (LEAD), which began in 2017. The LEAD
program allows public safety officials to work with behavioral health providers by diverting
low-level drug offenders to treatment and support services, rather than into the legal system. To
date, more than 250 individuals have been referred to the program, and there are 67 active
participants. The program does have a positive impact on the people it helps, but it is harder to
measure the impact it has had on the community. Drug dealing and abuse is still prevalent in
Market Center.
The LEAD program is only part of a solution, however. People need to have access to a wide
range of effective, culturally competent care, including prevention, inpatient and outpatient
treatment, and stabilization. There is insufficient funding for programs, particularly prevention,
and there is a need for increased peer-to-peer outreach and mobile crisis units.
People also need to know about the programs that do exist and how to access them. The
aforementioned issues are interrelated with housing and transportation. Access to safe,
affordable housing is important to help people in recovery because it is hard to maintain
wellbeing without housing. People also need reliable transportation to access care providers as
well as jobs and schools.
Focus Group Input
Focus group participants expressed concerns about public safety, persistent drug activity, the
possibility of getting contact highs, panhandling, loitering, homelessness, litter, poor lighting,
and poor pedestrian conditions. They like the convenience of Market Center, value its history
and architecture, and need/appreciate the transit access. They want more safe communal
gathering spaces (inside and outside), as well as a grocery store.
45
Security concerns impact how people spend their time. Some people who work in Market
Center never venture outside of their office to run errands or go to lunch. Others map their
route based on where they feel comfortable walking.
Given the prevalence and visibility of drug use without any apparent consequences, people
wonder what else is “allowed to just go on,” in the area. Even if the concerns about public safety
are overstated, as one person feels, it is still necessary to solve the problem of both the reality
and perception of crime. At the same time, UMB focus group participants cautioned against
removing people from the area who are not harming anyone.
One group noted that Market Center needs a better engagement strategy with police, citing
the fact that in other communities, officers attend community meetings. Basilica Place focus
group participants said that they would appreciate having a strong relationship with a
community engagement officer from the Baltimore Police Department.
Most participants acknowledged, however, that police presence alone will not solve concerns
about public safety. They understand that societal issues contribute to criminal activity and
drug use, and that security concerns are citywide. Therefore, in addition to continuing to
advocate for more effective police, Market Center stakeholders recognize that they can take
other actions to address public safety concerns, such as increasing the number of people on
the street to reduce feelings of insecurity, improving lighting, and keeping the area cleaner.
UMB focus group participants said that with the amount of people who need help in the
community, there should be an active social service agency nearby.
Market Center stakeholders, from the people who live and work here to business and
property owners, currently have limited opportunities for engagement. This may be a
byproduct of the fact that until recently, Market Center was viewed simply as an amalgamation
of businesses and institutions, rather than a community with potentially strong
constituenciesMarket Center stakeholders, from the people who live and work here to
business and property owners, currently have limited opportunities for engagement. This may
be a byproduct of the fact that until recently, Market Center was viewed simply as an
amalgamation of businesses and institutions, rather than a community with potentially strong
constituenciesMarket Center stakeholders, from the people who live and work here to
business and property owners, currently have limited opportunities for engagement. This may
be a byproduct of the fact that until recently, Market Center was viewed simply as an
amalgamation of businesses and institutions, rather than a community with potentially strong
constituenciesMarket Center stakeholders, from the people who live and work here to
business and property owners, currently have limited opportunities for engagement. This may
be a byproduct of the fact that until recently, Market Center was viewed simply as an
amalgamation of businesses and institutions, rather than a community with potentially strong
constituenciesMarket Center stakeholders, from the people who live and work here to
business and property owners, currently have limited opportunities for engagement. This may
be a byproduct of the fact that until recently, Market Center was viewed simply as an
46
Community Engagement
Market Center stakeholders, from the people who live and work here to business and
property owners, currently have limited opportunities for engagement. This may be a
byproduct of the fact that until recently, Market Center was viewed simply as an amalgamation
of businesses and institutions, rather than a community with potentially strong constituencies.
Table 11: Community Engagement SWOT Analysis
Strengths
Weaknesses
Multicultural and multipurpose (workers,
residents, students, veterans, visitors) population
in Market Center
Lack of cohesive community vision
Strong base of residents, workers
Lack of cohesive community voice
New residents’ association; growing residential
population
No clear way to reach multiple stakeholders yet
Multiple entities working in area
Lack of cohesion and effective communication
between multiple stakeholder organizations
Reach of various newsletters (ex., DPOB)
Lack of engagement with the faith community,
youth
Little understanding of the needs of the transient
population that come for services, shops, jobs
Fear of being excluded from the process,
discussions about the future of the community.
Opportunities
Threats
New Lexington Market could become a
community meeting space that will attract all
sorts of people.
Unknown plans of property owners (particularly
owners of vacant buildings and lots)
There is an opportunity to shape the community.
Perceptions of racial and socio-economic status
discrimination as development happens.
Lots of development is occurring in Market
Center.
Negative perceptions/narratives about Market
Center
47
Multiple nonprofit organizations and institutions work in Market Center, including the Bromo
Arts District, City Center Residents Association, Downtown Partnership of Baltimore, Market
Center Community Development Corporation, Market Center Merchants Association, and
University of Maryland (immediately adjacent to Market Center). These organizations offer the
following opportunities for engagement:
1. Market Center Community Development Corporation (MCCDC)
MCCDC was established in November 2017, and its mission is to make investments to
catalyze a healthy, dynamic, and diverse community in Market Center, encourage
community development, and galvanize the renaissance of Baltimore’s historic retail
core. MCCDC does not currently have a structure for public participation and community
engagement but anticipates helping to fulfill the need for ongoing, active community
engagement as defined by this plan.
2. Market Center Merchants Association (MCMA)
MCMA was formed in 1983 and operated as an all-volunteer organization until
September 2016, when it hired its first and only staff person. MCMA’s mission is to
promote commerce, retain and attract business, and enhance the customer and
residential experience. It has three committees on which the public is welcome to
participate: Safe & Clean, Community Development, and Marketing. The meetings are
held during the workday, which may work for some business and property owners, and
other stakeholders, but is not likely to work well for residents.
Prior to the Covid-19 pandemic, MCMA hosted monthly Market Center mingles, which
aimed to bring a wide variety of stakeholders together in a social atmosphere, foster the
formation of new relationships, and encourage participants to craft their own agenda
and work together to achieve their goals.
3. City Center Residents Association (CCRA)
Formed in 2016, CCRA serves and supports the City Center neighborhood by building
community among residents, engaging all stakeholders, advocating for residents, and
promoting Baltimore's City Center.
4. Downtown Partnership of Baltimore, Inc. (DPOB) is responsible for providing clean, safe
and green services, producing unique events, promoting cultural amenities, and
Untapped potential – people live downtown for a
reason.
There is an opportunity to strengthen existing
associations, such as CCRA
New attractions, festivals, energy (ie., Charm City
Night Market)
Proximity to City Hall
48
incentivizing private investment and economic growth within a 106-block business
improvement district (Central Business District) within the heart of Baltimore City.
5. Downtown Residents Advocacy Network is a coalition of downtown residents who
advocate for better policies relating to downtown living.
6. Bromo Tower Artsand Entertainment, Inc. (Bromo) is a state-designated arts and
entertainment district established in 2012. Bromo advocates for, represents, and
collaborates with artists and arts organizations to create a vibrant and accessible cultural
hub in downtown Baltimore. The 117 acre district is home to over 30 cultural
organizations and hundreds of artists.
Focus Group Input
Participants in every focus group raised questions about community branding and identity.
Market Center is called not just Market Center, but also Bromo, City Center, the Westside, and
sometimes Mount Vernon. People expressed the need to strengthen the community’s identity.
Participants had different opinions about which name might be more readily embraced by the
current Market Center community and which resonates more with people outside the
community. One participant suggested different names for sub-geographies within the
community.
Beyond the name, participants also stressed the need for a cohesive vision for the whole
neighborhood, one which establishes a vision of what the neighborhood could be. Property
owners, residents and business owners should be engaged in this visioning. (Note: That is what
this SRP process aims to do.) One participant stated: “This neighborhood has yet to be defined,
and everyone should work together to make Market Center something special.” It is critical to
figure out what makes Market Center unique and use that to build its identity; to correct the
misconceptions that there is nothing of value here; to get honest, positive messages about the
area out to the public.
Similarly, participants in every focus group questioned the presence and impact of multiple
organizations working in Market Center. They want to make sure that all of the local
organizations here complement and strengthen each other, and that they are working toward
the same goal – rather than working at cross purposes, whether intentionally or unintentionally.
Several participants noted the confusion that sprung from being invited to different meetings
about similar topics, and by different groups.
Focus group participants also expressed a desire for a reliable source of information about
news and events relevant to the community, as well as an ongoing vehicle for community
engagement. They suggested hosting regular meetings so people can get to know each other
and talk about issues, stressing that no one should be left out.
UMB students prefer email notifications to text. Basilica Place residents prefer flyers and may be
interested in participating on committees.
49
Part III: Visions & Goals
Housing: Market Center offers a vibrant living experience by maintaining and promoting a
diversity of mixed-use, mixed-income housing options and amenities which create a welcoming,
walkable and safe neighborhood.
● Housing Goal 1: Incorporate more mixed-income and live/work developments into Market Center,
preserve existing affordable housing to avoid displacement, and serve people with a diversity of
housing needs. (Define affordability goal after baseline research is complete (see Strategy 1).
● Housing Goal 2: Eliminate vacant buildings, underutilized land and unoccupied first floor spaces to
help activate streets, improve the pedestrian experience, and meet the demand for housing.
Economy: Market Center is a premier international district with a vibrant mix of retail, arts,
dining, and entertainment offerings that serve a diverse community of residents, workers,
students, and visitors in a transit-rich environment.
● Economy Goal 1: Enhance matchmaking opportunities between local talent and jobs.
● Economy Goal 2: Grow community wealth and broaden the base of people who have access to
capital.
● Economy Goal 3: Work with existing businesses and cultivate new businesses (including
arts-based businesses) to better meet the needs of people living and working in Market Center.
● Economy Goal 4: Create a safe and welcoming physical environment and connections between
places that support new business investment and retention of existing businesses.
Transportation: Market Center is pleasantly accessible, walkable, and bikeable, where residents,
workers, students, and visitors can make comfortable transfers on safe and reliable
transportation options to local and regional destinations.
● Transportation Goal 1: Make Market Center more accessible, walkable, and bikeable.
● Address on-street and off-street parking to support the Transportation vision.
● Transportation Goal 2: Improve utility of public transit and micro-mobility options within Market
Center and between Market Center and other locations.
● Transportation Goal 3: Address on-street and off-street parking to support the Transportation
vision.
Environment: Market Center is architecturally diverse, with clean, functional, and environmentally
conscious infrastructure, and safe, welcoming, well-lit, green public gathering spaces.
● Environment Goal 1: Maximize tree canopy to improve aesthetics, provide shade, reduce heat
island effect and improve public health.
● Environment Goal 2: Establish dedicated park space that is part of a neighborhood network of
green spaces that connect special places and people.
● Environment Goal 3: Ensure that Market Center's public realm is well-maintained, functional
and clean.
50
Quality of Life: Market Center is a diverse, welcoming, and amenity-rich neighborhood whose civic pride
is built on a culture of collaboration to improve the social, physical and natural environment.
● Quality of Life Goal 1: Foster diversity and celebrate the cultural heritage of Market Center.
● Quality of Life Goal 2: Ensure Market Center’s public realm provides access to resources that
keep community members safe and healthy.
● Quality of Life Goal 3: Increase access to fresh food.
● Quality of Life Goal 4: Increase the reality and perception of public safety in Market Center.
Community Engagement: Market Center is a place where stakeholders can clearly learn about the
community, be engaged in decision-making, feel respected and heard, and have a personal stake in the
outcome.
● Community Engagement Goal 1: Build a culture of collaboration and civic pride connected to
community improvements.
● Community Engagement Goal 2: Build strong relationships with stakeholders and grow
community organizing capacity.
● Community Engagement Goal 3: Create and maintain consistent vehicles of communication with
the public and between organizations working in Market Center.
● Community Engagement Goal 4: Establish and maintain relationships with largest employers in
or just outside of Market Center to gain support for initiatives and increase engagement with
their employees.
Part IV: Implementation Tables
The Implementation Tables found below organize and document Plan recommendations for
accomplishing the SRP Visions and Goals. They identify potential lead actors and partners to help realize
these objectives, and will work with said partners to collaborate in identifying priorities and actions and
to revise timelines as necessary.
Market Center CDC recognizes and encourages the collaboration of major partners including Baltimore
City and State government, Baltimore Development Corporation, Downtown Partnership of Baltimore
(DPOB), Bromo Tower Arts District (Bromo), University of Maryland (UMD), Lexington Market (LM),
Embrace Initiative, Center City Residents Association (CCRA), Baltimore Office of Promotion and Arts
(BOPA) and others. This is a working template of guidelines and welcomed partnerships, where
initiatives and investment can be targeted and organized in a cohesive fashion for the long term benefit
of the Market Center community.
NOTE: These tables are linked to an existing spreadsheet. In order to make consistent changes,
modify the SPREADSHEET instead of the tables within this document.
51
Housing
Vision: Market Center offers a vibrant living experience by maintaining and promoting a
diversity of mixed-use, mixed-income housing options and amenities which create a welcoming,
walkable and safe neighborhood.
Housing Goal 1 (H1): Incorporate more mixed-income and live/work
developments into Market Center, preserve existing affordable housing to avoid
displacement, and serve people with a diversity of housing needs. (Define
affordability goal after baseline research is complete.)
Strategy H1.1 - Develop baseline understanding of current state of housing affordability in
Market Center.
Actions
Lead
Partners
Priority
Timeframe
H1.1.1 Review and compile relevant census
data.
MCCDC
Planning
High
Completed
H1.1.2 Inventory current pipeline projects.
MCCDC
DPOB
High
Completed
Strategy H1.2 - Build capacity for housing advocacy and to participate actively in housing
development discussions.
Actions
Lead
Partners
Priority
Timeframe
H1.2.1 Add housing expert to Board.
MCCDC
High
Completed
H1.2.2 Conduct board training on the basics of
housing advocacy and current MC concerns.
MCCDC
ULI, AIA
Moderat
e
Ongoing
H1.2.3 Create a standard orientation to Market
Center for developers.
MCCDC
Moderat
e
Long Term
H1.2.4 Advocate for planned projects that meet
community goals.
MCCDC
High
Ongoing
H1.2.5 Form Architectural Review Committee
MCCDC
CHAP
High
Completed
52
for CHAP Districts.
Strategy H1.3 - Support existing efforts to preserve and expand both affordable housing and
housing designated for artists, seniors, and people with disabilities.
Actions
Lead
Partners
Priority
Timeframe
MCCDC
Developers,
Non-profits
High
Completed
H1.3.1 Secure commitment for pilot project with
owner willing to maintain LTA.
H1.3.2 Explore mechanisms for preserving
long-term affordability and market to
development partners
MCCDC
BC DHCD,
State DHCD
High
Ongoing
H1.3.3 Promote Market Center as a great place
to live.
MCCDC
DPOB,
LiveBaltimor
e, Bromo
High
Year 1
Housing Goal 2 (H2): Eliminate vacant buildings, underutilized land and
unoccupied first floor spaces to help activate streets, improve the pedestrian
experience, and meet the demand for housing.
Strategy H2.1- Preserve the area's historic buildings and achieve a fully-rehabilitated building
stock.
Action
Lead
Partners
Priority
Timeframe
H2.1.1 Identify code enforcement priorities and
conduct regular updates with BC HCD code
enforcement legal section.
MCCDC
BC DHCD,
BDC, DPOB
High
Ongoing
H2.1.2 Identify candidates for stabilization to
preserve historic buildings and prepare for
future rehabilitation.
MCCDC
BC DHCD,
BDC, DPOB
High
Year 1
H2.1.3 Develop criteria for permitting selective
demolition.
MCCDC
CHAP, BDC,
Baltimore
Heritage,
DPOB
High
Year 1
53
H2.1.4 Create enforceable standards for
post-demolition vacant land management and
establish zero-tolerance approach to poor
stewardship and neglect.
MCCDC
CHAP, City
Law Dept, BC
DHCD, BDC
High
Year 1
H2.1.5 Establish a dedicated funding source* for
historic building stabilization using percentage
of Project CORE and other state/City funds
BC
DHCD,
MD
DHCD
MD Stadium
Authority,
CHAP
High
Year 2
*BDC is willing to participate with approval of a
clearly defined scope of work.
Strategy H2.2- Compile inventory of "opportunity" sites and work with partners to create
redevelopment goals and design standards prior to marketing.
Action
Lead
Partners
Priority
Timeframe
H2.2.1 Compile list of assemblages of vacant
land, underutilized properties, potential office
building conversions to alternative uses.
MCCDC
BDC, City
Dept of
Planning,
MTA,
Lexington
Market
Authority
(LMA)
High
Year 1
H2.2.2 Develop process for identifying and
collaborating with partners, including a
community engagement approach.
MCCDC,
Dept of
Planning
BDC, MTA,
LMA, ULI,
AIA
Moderat
e
Years 2-3
54
Economy
Vision: Market Center is a premier international district with a vibrant mix of retail, arts, dining,
and entertainment offerings that serve a diverse community of residents, workers, students, and
visitors in a transit-rich environment.
Economy Goal 1 (EC1) : Enhance matchmaking opportunities between local
talent and jobs.
Strategy EC1.1- Understand what kinds of jobs are needed, workforce requirements and how
MCCDC can assist.
Action
Lead
Partners
Priority
Timeframe
EC1.1.2 Support existing programs and
minimize service gaps.
OED,
MCMA
BDC, DPOB,
LMA,
UMMS,
UMB
Embrace
Initiative
Mod
Years 3-4
EC1.1.3 Support, relocate and expand Eutaw
Resource Center.
UMB
MCCD,
BEAM, LMA
High
Year 1
Economy Goal 2 (EC2): Grow community wealth and broaden the base of
people who have access to capital.
Strategy EC2.1 - Provide mentoring, business assistance, professional development, and
incentives/resources for individuals part of social groups with historic lack of access to capital.
Action
Lead
Partners
Priority
Timeframe
EC2.2.1 Strengthen partnership between
Bromo and Baltimore Office of Promotion and
the Arts (BOPA).
Bromo
MCCD, MD
Art Place
High
Year 1
EC2.2.2 Initiate pilot program to address
specific business development assistance
needs of artists.
MD Art
Place
Four Ten
Lofts,
Bromo
High
Year 1
55
Economy Goal 3 (EC3): Work with existing businesses and cultivate new
businesses (including arts-based businesses) to better meet the needs of people
living and working in Market Center.
Strategy EC3.1 - Provide information, funding, and technical assistance to existing and
prospective Lexington Market merchants to ensure that they can thrive as the Market continues
to evolve.
Action
Lead
Partners
Priority
Timeframe
EC3.3.1 Maintain updated list of existing
businesses and vendor opportunities in
Lexington Market.
LMA
Mayor's
Office, BDC,
DPOB,
MCMA
High
Ongoing
EC3.3.2 Evaluate the need for MCCDC to
initiate its own marketing campaign to
promote and recruit MWBE businesses.
MCCDC,
MCMA
BDC, DPOB,
Mayor's
Office, LMA
Moderate
Year 2
EC3.3.3 Provide neighborhood orientation
and welcome to new businesses.*
MCCDC,
MCMA
DPOB,
Mayor's
Office, LMA
High
Year 1
* BDC is willing to participate contingent
upon a defined role and scope of work
Strategy EC3.2 - Ensure that Lexington Market continues to serve as the "City's Market" with
affordable and diverse offerings that reflect the diverse cultural landscape of Baltimore.
Action
Lead
Partners
Priority
Timeframe
EC3.2.1 Launch a Lexington Market vendor
incubator program.
LMA
MCCDC,
Mayor's
Office,
MCMA,
BDC
Mod
Years 3-4
EC3.2.2 Assist successful and growing
businesses within the Market with finding
space and capital for expansion within the
LMA
MCCDC,
Mayor's
Office,
Mod
Start Years 3
and 4
56
MC district.
MCMA,
BDC
Strategy EC3.3 - Codify recruitment and retention practices to ensure ongoing attraction and
retention of business owners with a focus on minority, women, and other business owners from
historically disadvantaged social groups.
Action
Lead
Partners
Priority
Timeframe
EC3.3.1 Maintain updated list of existing
businesses and vendor opportunities in
Lexington Market.
LMA
Mayor's
Office, BDC,
DPOB,
MCMA
High
Ongoing
EC3.3.2 Evaluate the need for MCCDC to
initiate its own marketing campaign to
promote and recruit MWBE businesses.
MCCDC,
MCMA
BDC, DPOB,
Mayor's
Office, LMA
Mod
Year 2
EC3.3.3 Provide neighborhood orientation
and welcome to new businesses.
MCCDC,
MCMA
BDC, DPOB,
Mayor's
Office, LMA
High
Year 1
Economy Goal 4 (EC4): Create a safe and welcoming physical environment and
connections between places that support new business investment and
retention of existing businesses.
Strategy EC4.1 - Support renovation and reuse of currently vacant retail spaces and vacant
buildings.
Action
Lead
Partners
Priority
Timeframe
EC4.1.1 Maintain a list of development
projects and opportunity sites to market to
existing and prospective small business
patrons.
MCCDC
DPOB, BDC,
Developers
High
Ongoing
EC4.1.2 Advocate for the Compass and other
mixed-use projects that repurpose historic
buildings with retail components.
MCCDC
Mayson-Dix
on
High
Ongoing
57
EC4.1.3 Revisit building and fire code
impediments to renovating key buildings and
sites.
Mayor's
Office
MCCDC,
DPOB, BDC
High
Year 1
EC4.1.4 Pursue disposition/redevelopment of
Lexington Market East and West building plus
structured parking.
LMA
Mayor's
Office,
MCCDC,
DPOB, BDC
Mod
Year 2-3
EC4.1.5 Pursue disposition/ redevelopment of
remaining M&CC-owned properties in the
district. Consider arts-related reuse
proposals.
BDC
Mayor's
Office,
Bromo,MC
CDC, DPOB,
BDC
Mod
Year 4
EC4.1.6 Place heightened focus on code
enforcement activities by conducting
bi-monthly code enforcement calls aimed at
eliminating blighted properties.
BC
DHCD,
MCCDC
DPOB, BDC,
LMA
High
Ongoing
Strategy EC4.2 - Employ artists and other creatives to initiate placemaking strategies to build
community and connect places.
Action
Lead
Partners
Priority
Timeframe
EC4.2.1 Select locations for small and large
scale visual connectivity/ wayfinding pilot
projects.
MCCDC,
Bromo
DPOB,
LMA, DOT
High
Ongoing
EC4.2.2 Proceed with Jasper Alley
Placemaking Project.
MCCDC
Seton Hill
NA,
Property
owners,
MD DHCD
High
Ongoing
Transportation
58
Vision: Market Center is pleasantly accessible, walkable, and bikeable, where residents, workers,
students, and visitors can make comfortable transfers on safe and reliable transportation options to local
and regional destinations.
Transportatio safe and reliable transportation options to local and regional destinations.
Transportation
Vision: Market Center is pleasantly accessible, walkable, and bikeable, where residents, workers,
students, and visitors can make comfortable transfers on safe and reliable transportation options to local
and regional destinations.
Transportation Goal 1 (T1): Make Market Center more accessible, walkable,
and bikeable.
Strategy T1.1 - Implement Complete Streets in Market Center.
Action
Lead
Partners
Priority
Timeframe
T1.1.1 Review Complete Streets Manual
and facilitate advocacy by connecting
Market Center stakeholders with other
transportation advocacy groups.
MCCDC
Planning, DOT,
Bikemore,
Central MD
Transportation
Alliance
Mod
Year 2
Strategy T1.2 - Improve streetscape and curb appeal and make transportation-related
infrastructure a priority for maintenance and repair.
Action
Lead
Partners
Priority
Timeframe
T1.2.1 Inventory and repair broken
sidewalks, improve street lighting, transit
stops, and intersections to ensure
modern ADA compliance.
DOT, MTA
DPOB, MCCDC
High
Year 1
T1.2.2 Submit locations for inclusion into
City's capital improvement program.
DOT,
DPOB
MCCDC
High
Year 1
59
T1.2.3 Capitalize on opportunities for
public art in priority blocks.
MCCDC
Charitable
foundations
High
Year 1
T1.3.3 Create more opportunities for
outdoor dining through selective street
closures and additional greening efforts.
DPOB
DOT, MCCDC
Mod
Year 2
Transportation Goal 2 (T2): Improve utility of public transit and micro-mobility
options within Market Center and between Market Center and other locations.
Strategy T2.1 - Improve access to information about public transit and micro-mobility options
(i.e. directions, locations, connectivity).
Action
Lead
Partners
Priority
Timeframe
T2.1.1 Grant money to support new
wayfinding signage that will clarify how to
get to different options and services.
MTA
MCCDC,
MDOT, Bromo,
DPOB, MCMA,
UMB
Mod
Year 3
T2.1.2 Advocate for improved
connectivity between stops and modes,
especially around Lexington Market,
including giving light rail signal priority.
MCCDC
CMTA, DPOB
Mod
Year 3
Strategy T2.2 - Assure equitable access to alternative means of transportation in Market
Center.
Action
Lead
Partners
Priority
Timeframe
T2.2.1 Ensure MTA's that Mobility Link
Paratransit is available throughout the
district.
MCCDC
MDOT, MTA
Mod
Year 2
T2.2.2 Educate and advocate in the
community about the importance of
enforcement of dedicated bus lanes.
MCCDC
MDOT, MTA
Mod
Ongoing
60
T2.3.3 Work with partners to ensure an
equitable supply of electric scooters and
shareable bicycles.
MCCDC
DPOB,
vendors
Mod
Ongoing
Strategy T2.3 - Advocate and support transit-oriented land use planning.
Action
Lead
Partners
Priority
Timeframe
T2.3.1 Connect with transit-oriented
development (TOD) advocates to better
understand barriers to and incentives for
TOD.
MCCDC
MDOT, MTA,
Planning, ULI,
AIA
Mod
Year 2
T2.3.2 Capitalize on opportunities for
more transit-supportive development in
the district by working with developers to
modify proposals to be more supportive
of transit use.
MCCDC
MDOT, MTA,
Planning, ULI,
AIA,
Developers
Mod
Year 2
T2.3.3 Focus TOD efforts on block
bounded by Saratoga, Eutaw, Howard,
and Mulberry Streets.
MCCDC
MTA, MTA
Police, BDC,
DPOB
Mod
Year 3
Strategy T2.4 - Engage in long-term planning for capital improvement and service
enhancements.
Action
Lead
Partners
Priority
Timeframe
T2.4.1 Participate in all discussions by
local and regional transit agencies to
ensure Market Center's concerns are
represented.
MCCDC
MD DOT, MTA,
BC DOT, DPOB,
BDC
Mod
Ongoing
T2.4.2 Enhance LRT, bus, and subway
stations to be more inviting, including
employing local artists to install public
art, murals, and wayfinding signage.
Bromo
MD DOT, MTA,
BC DOT, DPOB,
BDC, MCCDC
Mod
Year 2
61
T2.4.3 Explore the feasibility of re-routing
vehicular traffic, creating greenspace
amenities during 2025 light trail track
improvements.
MCCDC
MD DOT, MTA,
BC DOT, DPOB,
BDC, MCCDC
Mod
Year 2
T2.4.4 Organize campaign to lobby the
City and State for more funding
MCCDC
Transportation Goal 3 (T3): Address on-street and off-street parking to support
the Transportation vision.
Strategy T3.1- Modify on-street parking restrictions in the unit to 400 blocks of Park Avenue
and the 100 to 500 blocks of W. Franklin and W. Mulberry Streets.
Action
Lead
Partners
Priority
Timeframe
T3.1.1 Conduct traffic studies and
community outreach to assess the
viability of this strategy.
BC DOT,
Parking
Authority
MCCDC,
MCMA
High
Ongoing
Strategy T3.2 - Create a parking plan that includes strategies for demand management, current
and projected supply/demand.
Action
Lead
Partners
Priority
Timeframe
T3.2.1 Produce consultant-prepared
parking analysis of Market Center and
advocate for changes accordingly.
MCCDC
BC DOT,
Parking
Authority
Mod
Year 3
62
Environment
Vision: Market Center is architecturally diverse, with clean, functional, and
environmentally conscious infrastructure, and safe, welcoming, well-lit, green public
gathering spaces.
Environment Goal 1 (EN1): Maximize tree canopy to improve aesthetics,
provide shade, reduce heat island effect and improve public health.
Strategy EN1.1 - Plant and maintain trees with focus on street trees.
Action
Lead
Partners
Priority
Timeframe
EN1.1.1 Get an update from Tree
Baltimore's assessment of existing tree
canopy conditions and any existing plans
for the district.
DPOB
Tree
Baltimore,
Balt Tree
Trust, MCCDC
High
Year 1
EN1.1.2 With partners, develop (or
support an existing) a planting and
maintenance plan, including identifying
funding sources.
DPOB
Tree
Baltimore,
Balt Tree
Trust, MCCDC
High
Year 1
EN1.1.3 Plant trees in vacant, appropriate
tree wells as determined by Year 1 plan.
DPOB
Tree
Baltimore,
Balt Tree
Trust, MCCDC
High
Year 2
Environment Goal 2 (EN2): Establish dedicated park space that is part of a
neighborhood network of green spaces that connect special places and people.
Strategy EN2.1 - Identify potential locations and build support for a neighborhood park.
Action
Lead
Partners
Priority
Timeframe
EN2.1.1 Create a neighborhood park
advocacy group to initiate community
engagement and identify potential locations.
MCCDC
DPOB, Parks
& People,
Neighborhoo
d Design
Mod
Year 2
63
Center, CCRA
EN2.1.2 Work with partners to raise funding,
design programming and maintenance plan
and continue public engagement to build
support.
MCCDC
DPOB, Parks
& People,
Neighborhoo
d Design
Center, CCRA
Mod
Year 3
Strategy EN2.2 - Establish "green moments" along walking routes.
Action
Lead
Partners
Priority
Timeframe
EN2.2.1 Convene interested parties to
discuss and build support for concept,
including identifying locations,
opportunities, and potential other partners.
MCCDC
DPOB,
Bromo, CCRA
Mod
Year 5
EN2.2.2 Further refine strategy and
fundraising.
MCCDC
DPOB,
Bromo, CCRA
Mod
Year 6
EN2.2.3 Implement plan and evaluate
results.
MCCDC
DPOB,
Bromo, CCRA
Mod
Year 7
Environment Goal 3 (EN3): Ensure that Market Center's public realm
is well-maintained, functional and clean.
Strategy EN3.1 - Build network of allies to advocate for Market Center infrastructure repairs.
Action
Lead
Partners
Priority
Timeframe
EN3.1.1 Convene regular meetings with City
Councilperson and City and State agency
representatives.
MCCDC,
UM
Embrac
e
DPW, BC DOT,
DPOB, MTA,
MDOT, BDC,
LMA, UMMS,
UMB, UM
Embrace
Initiative
High
Ongoing
64
EN3.1.2 Collectively identify the ally
network's priorities and advocate for
improve service and funding for capital
projects through City's CIP process.
MCCDC,
UM
Embrac
e
DPW, BC DOT,
DPOB, MTA,
MDOT, BDC,
LMA, UMMS,
UMB, UM
Embrace
Initiative
High
Ongoing
Strategy EN3.2 - Build on MCCDC regular community clean-up days to bring stakeholders
together and celebrate the impact of our collective efforts.
Action
Lead
Partners
Priority
Timeframe
EN3.2.1 Develop a regular schedule of
community clean-up days throughout the
year, focusing on different sectors within the
district.
MCCDC
DPOB, DPW,
Eutaw Street
Resource
Center, UM
Embrace
Initiative
High
Ongoing
EN3.2.2 Grow the capacity for other
organizations within Market Center to clean
and maintain broader areas within and
outside of their personal footprint.
DPOB
All
Mod
Year 3
65
Quality of Life
Vision: Market Center is a diverse, welcoming, and amenity-rich neighborhood whose civic pride is built
on a culture of collaboration to improve the social, physical and natural environment.
Quality of Life Goal 1 (Q1): Foster diversity and celebrate the cultural
heritage of Market Center.
Strategy Q1.1 - Build on the success of previous arts and culture events by
expanding offerings.
Action
Lead
Partners
Priority
Timeframe
Q1.1.1 Organize arts and neighborhood festival,
promoting and marketing with partners.
Bromo,
MCCDC
DPOB,
MCMA,
CCRA, arts
organizations,
BOPA
High
Ongoing
Q1.1.2 Increase public art installations,
incorporating public art into as many new
development projects as possible.
Bromo
DPOB,
MCMA,
CCRA, arts
organizations,
BOPA,
MCCDC,
Developers
High
Year 1
Strategy Q1.2 - Collect and preserve cultural heritage resources and highlight
sites to attract tourism.
Action
Lead
Partners
Priority
Timeframe
Q1.2.1 Collect and preserve a cultural history of
old Chinatown on the 300-400 blocks of Park
Avenue.
Chinatow
n
Collective
Visit
Baltimore,
Preservation
MD,
Baltimore
Heritage
Mod
Ongoing
Q1.2.2 Share and support Lexington Market
history project.
LMA
Baltimore
Heritage
Mod
Completed
66
Q1.2.3 Create map for self-guided heritage tours
for Market Center with the possibility of periodic
guided events.
LMA,
MCCDC
MCH&C,
Baltimore
Heritage
Mod
Years 2-3
Quality of Life Goal 2 (Q2): Ensure Market Center’s public realm provides
access to resources that keep community members safe and healthy.
Strategy Q2.1- Pursue development of safe communal gathering spaces that offer
barrier-free access to supportive services.
Action
Lead
Partners
Priority
Timeframe
Q2.1.1. Develop permanent community
resource center offering wellness, referrals
for substance abuse treatment, and
behavioral therapy.
MCCDC,
UM
Embrace
Initiative
LMA, DPOB,
UMMS,
UMB, VA,
BEAM
High
Years 1-3
Q2.1.2 Conduct community engagement
process to gain buy-in from business and
property owners for public toilets in the
district. Acquire and site Portland Lue public
toilets. Conduct community
DPOB
MCCDC,
MCMA
High
Year 1-2
Q2.1.3 Consider creation of a "safe injection"
or "overdose prevention" site within Market
Center to decrease area overdoses.
UMMS
Baltimore
Harm
Reduction
Coalition,
State
legislators,
BHSB, UM
Embrace
Initiative
Mod
Years 2-3
67
Quality of Life Goal 3 (Q3): Increase access to fresh food.
Strategy Q3.1 - Advocate for Lexington Market to continue to seek fresh food and
produce vendors.
Action
Lead
Partners
Priority
Timeframe
Q3.1.1 Add food justice advocate to the
Lexington Market vendor selection
committee.
LMA
Food Justice
Network
Mod
Year 2-3
Strategy Q3.2 - Attract a grocery store to Market Center to supplement and
complement existing options.
Action
Lead
Partners
Priority
Timeframe
Q3.2.1 Convene meeting with interested
parties to understand the feasibility and best
strategic practices for attracting a major
grocery chain to Market Center.
Mayor’s
Office of
Food &
Policy
Planning
MCCDC,
MCMA,
DPOB, LMA,
CCRA, BDC
Mod
Year 3-4
Strategy Q3.3 - Identify and evaluate other options to meet the need for fresh
food in Market Center.
Action
Lead
Partners
Priority
Timeframe
Q3.3.1 Explore potential fresh food
distributive models (ex. Community
Supported Agriculture drop-off site,
Lexington Market delivery program, Arabber
parking locations, etc.)
Mayor’s
Office of
Food &
Policy
Planning
BDC,
Healthy
Harvest,
MCMA, LMA
Mod
Year 3-4
68
Quality of Life Goal 4 (Q4): Improve the reality and perception of public
safety in Market Center.
Strategy Q4.1 - Increase collaboration and connection between community and
law enforcement.
Action
Lead
Partners
Priority
Timeframe
Q4.1.1 Conduct monthly meetings between
BPD, UMPD and the Market Center
community.
UM
Embrace
LMA, BHSB,
BPD, UMPD
High
Ongoing
Q4.1.2 Support existing neighborhood safety
teams who focus on peacekeeping, conflict
resolution, and interdiction.
MONSE
UMMS,UM
Embrace,
UMB, PEACE
Team
High
Ongoing
Strategy Q4.2 - Eliminate open air drug markets and problem business locations.
Action
Lead
Partners
Priority
Timeframe
Q4.2.1 Identify problem locations and work
with partners on comprehensive and
permanent solutions.
UMB
Embrace,
MCCDC
All
High
Ongoing
High
Ongoing
Q4.2.2 Increase established safety measures,
particularly around problem properties.
security patrols, building and alley lighting,
foot patrols,
MCCDC
All
Q4.2.3 Continue to apply for and utilize State
funding resources for crime prevention
through environmental design.
MCCDC
DPOB, BPD,
UMPD
High
Ongoing
69
Community Engagement
Vision: Market Center is a place where stakeholders can clearly learn about the community, be engaged
in decision-making, feel respected and heard, and have a personal stake in the outcome.
Community Engagement Goal 1 (CE1): Build a culture of collaboration and
civic pride connected to community improvements.
Strategy CE1.1 - Host volunteer events that simultaneously build a sense of
community pride and improve the physical environment.
Action
Lead
Partners
Priority
Timeframe
CE1.1.1 Grow CCRA's monthly
beautification days and connect to other
volunteer efforts and programs.
CCRA
MCCDC,
MCMA, Bromo,
VA, UMMS,
UMB, UM
Embrace
High
Ongoing
CE1.1.2 Develop Artists in the Alleys
initiative to allow artists to claim and
beautify alley spaces.
MCCDC
Arts Orgs
High
Ongoing
Community Engagement Goal 2 (CE2): Build strong relationships with
stakeholders and grow community organizing capacity.
Strategy CE2.1 - Continue to hold Market Center Mingles and foster growth of
core leadership groups.
Action
Lead
Partners
Priority
Timeframe
CE2.1.1 Reconvene and intentionally
reach out to diverse stakeholder groups
across the district.
MCCDC
All
High
Year 1
70
Community Engagement Goal 3 (CE3): Create and maintain consistent
vehicles of communication with the public and between organizations
working in Market Center.
Strategy CE3.1 - Organizations working in Market Center meet regularly to share
information and improve communications and collaboration.
Action
Lead
Partners
Priority
Timeframe
CE3.1.1 Host quarterly Market Center
meetings, convening leadership of major
area institutions and organizations.
MCCD
BDC, DPOB,
UMMS, UMB,
UM Embrace,
Bromo
High
Years 1-2
Community Engagement Goal 4 (CE4): Establish and maintain
relationships with largest employers in or just outside of Market Center to
gain support for initiatives and increase engagement with their
employees.
Strategy CE4.1 - Make connections with organizations like UMMS, UMB, Catholic
Relief Services and State of Maryland agencies.
Action
Lead
Partners
Priority
Timeframe
CE4.1.1 Meet with leaders of these
organizations to solicit support for Market
Center initiatives.
MCCDC
UMB, UMMS,
State agencies,
CRS
Mod
Years 1-2
CE4.1.2 Host community volunteer days
to encourage staff to engage with the
surrounding area on an ongoing basis.
MCCDC
UMB, UMMS,
State agencies,
CRS
Mod
Years 1-2
71
Part V: Next Steps for Market Center
During a time when cities across the country have seen neglected or abandoned parts of their urban
core come back to life, Market Center is poised to become a thriving part of Baltimore’s living fabric
again. With its central location in Baltimore City and the surrounding region, major institutions, and
employers, a residential neighborhood of almost 40,000 on its doorstep, public transportation options,
walkability, historic architecture, and history as the region's premier shopping district, many of the
elements of a desirable neighborhood are in place for successful revitalization. With the right regulations
in place, it is possible to redevelop and renew Market Center while keeping options affordable and
accessible to everyone in Baltimore.
There is no shortage of models in cities that have transformed areas with similar characteristics into
environments characterized by the vibrancy, energy and diversity that represent urban life at its best.
Washington DC’s Gallery Place/Arena neighborhood, Cincinnati’s Over the Rhine, Philadelphia’s Market
East/Reading Terminal, and Midtown Detroit all provide evidence of what Market Center can become.
For any urban environment -- including Market Center -- to be transformed, a community must have
three key elements: vision, leadership and partners, and a comprehensive strategy with implementation
resources. The Market Center Strategic Revitalization Plan expresses a clear vision of what Market Center
can be in each of the planning areas. Together, these visions paint a picture of an urban district as a place
where all Baltimoreans feel welcome, included and uplifted.
As always, leadership is essential to realizing a vision. Leadership for Market Center’s revitalization must
include business leaders, anchor institutions, and community-based stakeholders, and elected officials,
including the mayor and councilperson. The right mix of leaders needs to move the process forward in
ways that assure all stakeholders are involved in realizing the vision many of them helped create for this
report.
And of course, no transformation can be successful without the necessary financial resources. This is also
why leadership matters, as leaders can unlock existing resources and advocate for new ones, as we’ve
recently seen for other parts of the city such as Harbor Point and Baltimore Peninsula.
For all the challenges Market Center and Baltimore City face, the people of Baltimore City have
demonstrated remarkable resilience over the course of its history. When fire destroyed much of
Baltimore’s central business district in 1904, Mayor Robert McLane vowed to rebuild as quickly as
possible. And rebuild he did to the point where just two years later, the Baltimore Sun reported “one of
the great disasters of modern time had been converted into a blessing.”
When Baltimore experienced alarming levels of population flight and disinvestment during the second
half of the 20th century, Mayor William Donald Schaefer, James Rouse, and civic leaders envisioned and
created a revitalized waterfront where residents would rediscover their city while welcoming visitors
from around the world.
Market Center has built in assets which do not exist anywhere else. MCCDC and its partners are
determined to make the most of these assets and transform Market Center into a growing, thriving,
72
equitable, welcoming community. We hope to add additional partners who share our vision and
commitment. With committed leadership and investments of the resources necessary to realize the
vision for a revitalized Market Center, the area can again be a place of pride for Baltimore. A place whose
vibrancy, energy and diversity reflect Baltimore at its best and contribute to our city’s comeback as an
urban success story in the 21st century.
APPENDICES
APPENDIX A
SRP Planning Process
During the summer of 2018, MCCDC staff and volunteers met with key Market Center
institutional and civic stakeholders to secure their input and buy-in for the concept of creating a
Market Center Strategic Revitalization Plan and process. These meetings continued into the fall.
Though the area has been the subject of prior plans and studies, they were not comprehensive
in scope. Moreover, the area and its stakeholders are changing, and there is renewed energy
and excitement about Market Center’s potential and place in the fabric of Baltimore during the
21
st
century. Nevertheless, during the summer of 2018, staff and volunteers reviewed the
following existing plans to identify still relevant key themes and points:
● Downtown Baltimore Strategic Plan, 2022
● BUILDing a Better Howard Street, 2018
● UMB Facilities Master Plan, 2016
● MCMA Marketing Plan, 2016
● Bromo Vision Plan, 2015
● Lexington Market Master Plan, Phase 2, 2015
● Lexington Market Master Plan, Phase 1, 2014
● Baltimore’s Westside Parking Study, 2012
● A Strategic Plan to Enhance the Howard Street Corridor, 2010
● Downtown Baltimore Open Space Plan, 2010
● The Westside: A Vision for the Westside Neighborhood, 2010
● Westside Strategic Plan, 2000
In January 2019, MCCDC hired a professional facilitator and created an advisory group,
composed of representatives of civic, institutional, and nonprofit partners to help guide the
73
process and provide substantive input. Though specific entities were invited to send
representatives, MCCDC also made it clear in the press release and on the website that anyone
who was interested in participating on the advisory group would be welcome. For a full list of
advisory group participants, see Appendix A.
Workgroups were also formed to focus on housing, transportation, economy, environment,
quality of life and community engagement. The workgroups were open to anyone with an
interest in the topic, though an extra effort was made to recruit people with specific knowledge
of relevant information. For example, representation from the Baltimore City Department of
Transportation (“BC DOT”) and Maryland Transit Administration (“MDOT MTA”) was sought for
the transportation workgroup.
In addition to the advisory group and workgroups, a series of focus groups was convened to give
residents, workers, business owners, developers and property owners, artists, students and
other stakeholders an opportunity to share their perspectives and provide input to the
committees and advisory group.
The Phase I meetings and focus groups attracted over 130 participants (90+ unique individuals):
● Arts & Arts/Cultural Organizations Focus Group, March 21, 2019
● Advisory Committee Meeting, March 25, 2019
● Property Owner/Developer Focus Group, March 26, 2019
● Business Focus Group, March 28, 2019
● Transportation Workgroup, April 1, 2019
● Residents Focus Group, April 2, 2019
● Employees Focus Group, April 3, 2019
● Economy Workgroup, April 8, 2019
● Housing Workgroup, April 9, 2019
● Quality of Life & Environment Workgroup, April 11, 2019
● Public Meeting, April 15, 2019
● Advisory Committee Meeting, April 22, 2019
● Community Engagement Workgroup, May 9, 2019
● Advisory Committee Meeting, May 23, 2019
Despite efforts to include and hear from a large and diverse group of people, some stakeholder
groups were missing or underrepresented in the process, such as:
● Current customers of Market Center businesses, including Lexington Market and Mount
Vernon Marketplace;
● Homeless and other unaffiliated people who spend time in Market Center;
● Residents, employees, and students;
● Youth and young adults; and
74
● Public safety organizations and advocates.
At the conclusion of Phase I, MCCDC committed to additional outreach, expanded workgroups
and a deeper exploration of ideas not yet fully examined, so the final Market Center SRP reflects
broader and deeper input.
MCCDC initiated Phase II in February 2020 but paused the work between March and October
2020 due to the Covid-19 pandemic.
The Phase II meetings attracted 110 people (65 unique individuals). Of these, 38 had not
participated in Phase I. Phase II included the following meetings:
● Re Engagement meetings with 11 Advisory Committee participants (to learn what they
felt was missing from Phase I, hoped to accomplish in Phase II, and viewed as areas of
alignment between the SRP’s action items and their work)
● Basilica Place Residents Focus Group, February 21, 2020
● University of Maryland, Baltimore, Students Focus group, March 5, 2020
● Advisory Committee Meeting: October 22, 2020
● Public Meeting: November 30, 2020
● Workgroup Meetings (Housing, Economy, Transportation, Environment, Quality of Life,
Community Engagement): December 7, 2020
● Workgroup Meetings (Transportation & Housing): January 11, 2021
From March - October 2023 MCCDC reviewed the existing work and presented it in various
forms to stakeholders, visitors, and residents of Market Center before finalizing the SRP for
public presentation.
● On October 18, MCCDC held a public meeting and presented an overview of the plan to
over 30 stakeholders. Attendees reviewed the SRP’s goals and primary strategies, left
feedback, and voted on the goals they felt were most relevant to making progress in
each category of the SRP
● On November 16, MCCDC held their first annual meeting and presented a 90% finalized
draft and summary of the plan, including major goals and milestones, to over 60
stakeholders.
12 emails were sent to the MCMA mailing list, which included all focus group and other participants over
the course of the planning process. See emails here.
75
APPENDIX B
SRP Strategic Partners List
The following organizations and individuals provided valuable input and served as key resources
throughout the multi-year SRP public development process. Current contacts (as of December
2023) are listed next to each of the organization names.
The Market Center Strategic Revitalization Plan is a living document. Revisions and more
detailed implementation plans will be produced in future iterations. The CDC will keep partners
apprised of updates and monitor if partner contacts need to be changed.
The Market Center Community Development Corporation looks forward to engaging with these
and other organizations to ensure the Plan represents a full range of community voices, goals,
needs, and desires for the neighborhood.
1. Baltimore Development Corporation, Tom Whelley, Dan Taylor, Colin Tarbert
2. Baltimore Heritage, Johns Hopkins
3. Behavioral Health System of Baltimore, Noelle Nicharot
4. Bromo Tower Arts & Entertainment District, Amy Cavanaugh, Emily Breiter
5. Catholic Relief Services, Janae Franklin
6. Charles Street Development Corporation, Kristen Speaker
7. City Center Residents Association, Bill King, Andrew Hinton, Sue Carlin, Ethan Burbridge
8. Downtown Partnership of Baltimore, Claudia Jolin, Emily Breiter
9. Lexington Market Authority, Karim Amin, Paul Ruppert
10. Market Center Community Development Corporation, Wendy Blair
11. Market Center Merchants Association, Judson Kerr
12. Midtown Community Benefits District, Curtis Ritz
13. Mount Vernon Belvedere Association, Jack Danna
14. University of Maryland, Baltimore, Luke Mowbray, Demetrius Shambley
15. University of Maryland Embrace Initiative, Dr. Kyla Liggett-Creel
16. University of Maryland Medical Systems, Sam Burris
17. Veterans Administration, Stephanie O’Connell
Resource Team:
1. Baltimore City Department of Planning, Caitlin Audette
2. Baltimore City Department of Transportation, Stu Sirota
3. Baltimore City Police Department, Central District, Jeffrey Featherstone
4. Baltimore City DHCD, Assistant Commissioner Jason Hessler
5. Maryland Department of Planning, MD Historic Trust, Nell Ziehl
76
6. Maryland Department of Housing and Community Development, Carol Gilbert,
Nicholas Mayr
7. Maryland Department of Transportation
8. Maryland Transit Administration
9. Mayor’s Office, Justin Williams, Deputy Mayor for Economic Development
10. Mayor’s Office of Homeless Services, Ernestina Simmons
11. City Council President, Nicholas Mosby
12. City Council Representative, 11
th
District, Eric Costello
13. Maryland State Senator Antonio Hayes
14. Maryland State Delegate Melissa Wells
15. Maryland State Delegate Marlon Amprey
16. Maryland State Delegate Frank Conaway, Jr.
17. Baltimore State’s Attorney, Ivan Bates, Donovan Hatcher
77
APPENDIX C
Housing -Residential Buildings in Market Center (10+ units)
78
APPENDIX D
Code Enforcement Priority Properties
Address
OWNER_1
Notes
412 N HOWARD ST
HOWARD STREET INCUBATOR, LLC
Owned by Le Mondo
400 N HOWARD ST
N & A KITCHEN, LLC
409 TYSON ST
MAYOR AND CITY COUNCIL OF
City Owned
404 W SARATOGA ST
LARA INVESTMENT LIMITED
417 W MULBERRY ST
MIDDLEBRANCH PARK
Marathon Gas Station
413 W MULBERRY ST
MIDDLE BRANCH PARK SERVICE, INC.
Convenience Store
320 N EUTAW ST
6601 SUITLAND ROAD, LLC
312 N EUTAW ST
6601 SUITLAND ROAD, LLC
320 PARK AVE
STEVENSON, LANTZ KYTE
427 W SARATOGA ST
ELY, ELIZABETH (LIFE)
425 W SARATOGA ST
ELY, ELIZABETH (LIFE)
423 W SARATOGA ST
DEBDOU 52 LLC
421 W SARATOGA ST
ELY, DANNY
413 W SARATOGA ST
SINGH, MANINDER
411 W SARATOGA ST
KANE, GREGORY
409 W SARATOGA ST
LEE, NAM
223 W SARATOGA ST
SHEIKH, MOHAMMED
202 CLAY ST
202 CLAY STREET, LLC
123 N GREENE ST
STATE OF MARYLAND ON BEHALF OF
100 N HOWARD ST
IJ REAL ESTATE, LLC
202 W FAYETTE ST
202 WEST FAYETTE LLC
Superblock
106 N LIBERTY ST
MAYOR AND CITY COUNCIL OF
City-Owned
104 N LIBERTY ST
MAYOR AND CITY COUNCIL OF
City-Owned
102 N LIBERTY ST
MAYOR & CITY COUNCIL
City-Owned
205 W FAYETTE ST
205 W FAYETTE HOLDINGS LLC
For sale
79
APPENDIX E
Dwelling Units
0521 024
Address
City
State
Number of
Dwelling
Units
Number of
Affordable
Dwelling
Units
735 N EUTAW ST
Baltimore
MD
1
0521 025
321 W MADISON ST
Baltimore
MD
0521 029
319 W MADISON ST
Baltimore
MD
1
0521 030
315 W MADISON ST
Baltimore
MD
5
0521 031
317 W MADISON ST
Baltimore
MD
0521 032
313 W MADISON ST
Baltimore
MD
1
0521 033
311 W MADISON ST
Baltimore
MD
6
0521 036
305 W MADISON ST
Baltimore
MD
3
0521 037
303 W MADISON ST
Baltimore
MD
1
0521 038
301 W MADISON ST
Baltimore
MD
72
0521 048
710 N HOWARD ST
Baltimore
MD
0521 052
702 N HOWARD ST
Baltimore
MD
6
0521 053
700 N HOWARD ST
Baltimore
MD
6
0530 014
605 N EUTAW ST
Baltimore
MD
0530 015
607 N EUTAW ST
Baltimore
MD
1
0530 016
609 N EUTAW ST
Baltimore
MD
0530 019
325 W CENTRE ST
Baltimore
MD
0530 021
310 W CENTRE ST
Baltimore
MD
0530 036
530 N HOWARD ST
Baltimore
MD
98
0530 041
306 W FRANKLIN ST
Baltimore
MD
36
0530 048
305 W MONUMENT
ST
Baltimore
MD
59
0549 001
520 PARK AVE
Baltimore
MD
171
80
0549 018
500 PARK AVE
Baltimore
MD
153
0550 001
100 W FRANKLIN ST
Baltimore
MD
0550 002
114 W FRANKLIN ST
Baltimore
MD
200
200
0550 005
126 W FRANKLIN ST
Baltimore
MD
0550 006A
500 PLOY ST
Baltimore
MD
1
0550 007
505 PARK AVE
Baltimore
MD
11
0550 007A
507 PARK AVE
Baltimore
MD
0
0550 008
509 PARK AVE
Baltimore
MD
6
0550 009
511 PARK AVE
Baltimore
MD
16
0550 010
513 PARK AVE
Baltimore
MD
6
0550 011
111 W CENTRE ST
Baltimore
MD
144
0550 013
516 CATHEDRAL ST
Baltimore
MD
5
0550 014
514 CATHEDRAL ST
Baltimore
MD
4
0550 015
512 CATHEDRAL ST
Baltimore
MD
12
0550 016
510 CATHEDRAL ST
Baltimore
MD
3
0550 017
508 CATHEDRAL ST
Baltimore
MD
11
0550 018
506 CATHEDRAL ST
Baltimore
MD
8
0550 019
100 W HAMILTON ST
Baltimore
MD
8
0550 020
502 CATHEDRAL ST
Baltimore
MD
0561 001
410 N EUTAW ST
Baltimore
MD
76
68
0561 004
422 W MULBERRY ST
Baltimore
MD
0561 012
430 W MULBERRY ST
Baltimore
MD
5
0561 016
411 N PACA ST
Baltimore
MD
0561 017
415 N PACA ST
Baltimore
MD
0562 001
425 N EUTAW ST
Baltimore
MD
2
0562 001A
319 W FRANKLIN ST
Baltimore
MD
12
0562 002
317 W FRANKLIN ST
Baltimore
MD
1
0562 003
315 W FRANKLIN ST
Baltimore
MD
1
81
0562 008
418 N HOWARD ST
Baltimore
MD
70
0562 012
416 N HOWARD ST
Baltimore
MD
5
0562 018
404 N HOWARD ST
Baltimore
MD
0562 021
306 W MULBERRY ST
Baltimore
MD
62
62
0562 036
419 N EUTAW ST
Baltimore
MD
2
0562 040
429 N EUTAW ST
Baltimore
MD
0563 001
401 N HOWARD ST
Baltimore
MD
0563 004
407 N HOWARD ST
Baltimore
MD
7
0563 005
409 N HOWARD ST
Baltimore
MD
10
0563 006
411 N HOWARD ST
Baltimore
MD
7
0563 007
413 N HOWARD ST
Baltimore
MD
7
0563 008
415 N HOWARD ST
Baltimore
MD
10
0563 009
417 N HOWARD ST
Baltimore
MD
11
0563 010
419 N HOWARD ST
Baltimore
MD
0564 001
108 W MULBERRY ST
Baltimore
MD
0564 003
110 W MULBERRY ST
Baltimore
MD
0564 004
112 W MULBERRY ST
Baltimore
MD
6
0564 005
114 W MULBERRY ST
Baltimore
MD
0564 006
116 W MULBERRY ST
Baltimore
MD
0564 007
118 W MULBERRY ST
Baltimore
MD
0564 008
405 PARK AVE
Baltimore
MD
0564 012
415 PARK AVE
Baltimore
MD
0564 016
400 CATHEDRAL ST
Baltimore
MD
0564 027
115 LIBRARY CT
Baltimore
MD
0576 001
400 W SARATOGA ST
Baltimore
MD
1
0576 002
402 W SARATOGA ST
Baltimore
MD
1
0576 004
406 W SARATOGA ST
Baltimore
MD
2
0576 005
408 W SARATOGA ST
Baltimore
MD
2
82
0576 006
410 W SARATOGA ST
Baltimore
MD
2
0576 018
323 N PACA ST
Baltimore
MD
0576 043
300 N EUTAW ST
Baltimore
MD
4
0577 005
318 N HOWARD ST
Baltimore
MD
0577 009
322 N HOWARD ST
Baltimore
MD
0577 010
326 N HOWARD ST
Baltimore
MD
0577 011
328 N HOWARD ST
Baltimore
MD
0577 012
330 N HOWARD ST
Baltimore
MD
0577 019
319 W MULBERRY ST
Baltimore
MD
2
0577 020
329 N EUTAW ST
Baltimore
MD
2
0577 041
308 W SARATOGA ST
Baltimore
MD
0578 001
200 W SARATOGA ST
Baltimore
MD
0578 002
204 W SARATOGA ST
Baltimore
MD
2
0578 004
208 W SARATOGA ST
Baltimore
MD
0578 005
210 W SARATOGA ST
Baltimore
MD
0578 007
214 W SARATOGA ST
Baltimore
MD
0578 008
216 W SARATOGA ST
Baltimore
MD
0578 009
220 W SARATOGA ST
Baltimore
MD
1
0578 025
223 W MULBERRY ST
Baltimore
MD
0578 026
219 W MULBERRY ST
Baltimore
MD
0578 030
211 W MULBERRY ST
Baltimore
MD
68
68
0578 034
332 PARK AVE
Baltimore
MD
2
0578 035
328 PARK AVE
Baltimore
MD
0578 037
324 PARK AVE
Baltimore
MD
2
0578 039
322 PARK AVE
Baltimore
MD
1
0578 041
318 PARK AVE
Baltimore
MD
2
0578 042
316 PARK AVE
Baltimore
MD
1
0578 043
314 PARK AVE
Baltimore
MD
1
83
0578 044
312 PARK AVE
Baltimore
MD
0578 045
310 PARK AVE
Baltimore
MD
1
0578 046
308 PARK AVE
Baltimore
MD
0578 047
304 PARK AVE
Baltimore
MD
1
0578 049
302 PARK AVE
Baltimore
MD
2
0579 004
321 PARK AVE
Baltimore
MD
0579 007
123 W MULBERRY ST
Baltimore
MD
6
0579 010
115 W MULBERRY ST
Baltimore
MD
5
0579 011
111 W MULBERRY ST
Baltimore
MD
0579 013
320 CATHEDRAL ST
Baltimore
MD
0579 015
300 CATHEDRAL ST
Baltimore
MD
59
0579 016
106 W SARATOGA ST
Baltimore
MD
10
0579 017
108 W SARATOGA ST
Baltimore
MD
7
0579 018A
114 W SARATOGA ST
Baltimore
MD
0579 020
110 W SARATOGA ST
Baltimore
MD
5
0595 001A
130 N EUTAW ST
Baltimore
MD
0595 023
415 W SARATOGA ST
Baltimore
MD
0595 027
401 W SARATOGA ST
Baltimore
MD
0595 031
236 N EUTAW ST
Baltimore
MD
0595 032
234 N EUTAW ST
Baltimore
MD
0595 033
232 N EUTAW ST
Baltimore
MD
0595 034
230 N EUTAW ST
Baltimore
MD
0595 036
222 N EUTAW ST
Baltimore
MD
0596 025A
331 W SARATOGA ST
Baltimore
MD
0596 026
240 N HOWARD ST
Baltimore
MD
0596 028
311 W SARATOGA ST
Baltimore
MD
0596 033A
Baltimore
MD
0596 035
223 N EUTAW ST
Baltimore
MD
84
0597 013
217 W SARATOGA ST
Baltimore
MD
0597 015
215 W SARATOGA ST
Baltimore
MD
0597 016
213 W SARATOGA ST
Baltimore
MD
0597 017
211 W SARATOGA ST
Baltimore
MD
0597 018
209 W SARATOGA ST
Baltimore
MD
0597 019
207 W SARATOGA ST
Baltimore
MD
0597 020
205 W SARATOGA ST
Baltimore
MD
0597 021
203 W SARATOGA ST
Baltimore
MD
0597 022
201 W SARATOGA ST
Baltimore
MD
0597 023A
234 PARK AVE
Baltimore
MD
0597 024
232 PARK AVE
Baltimore
MD
0597 025
230 PARK AVE
Baltimore
MD
0598 001
200 W LEXINGTON
ST
Baltimore
MD
0598 007
228 W LEXINGTON
ST
Baltimore
MD
0599 010
125 W SARATOGA ST
Baltimore
MD
19
0599 011
123 W SARATOGA ST
Baltimore
MD
6
0599 012
121 W SARATOGA ST
Baltimore
MD
6
0599 013
119 W SARATOGA ST
Baltimore
MD
6
0599 014
117 W SARATOGA ST
Baltimore
MD
6
0599 018
109 W SARATOGA ST
Baltimore
MD
0599 020
105 W SARATOGA ST
Baltimore
MD
2
0599 023
226 N LIBERTY ST
Baltimore
MD
2
0599 024
224 N LIBERTY ST
Baltimore
MD
3
0599 025
222 N LIBERTY ST
Baltimore
MD
2
0599 026
220 N LIBERTY ST
Baltimore
MD
0599 032
112 CLAY ST
Baltimore
MD
2
0599 034
116 CLAY ST
Baltimore
MD
3
85
0600 017
216 N LIBERTY ST
Baltimore
MD
71
71
0617 001
500 W FAYETTE ST
Baltimore
MD
0617 007
518 W FAYETTE ST
Baltimore
MD
147
0617 010
520 W FAYETTE ST
Baltimore
MD
0617 015A
Baltimore
MD
0617 031
128 N PACA ST
Baltimore
MD
7
0617 034
118 N PACA ST
Baltimore
MD
116
116
0617 044A
Baltimore
MD
0618 001
400 W FAYETTE ST
Baltimore
MD
181
0618 006
112 N EUTAW ST
Baltimore
MD
0618 030
110 N EUTAW ST
Baltimore
MD
3
0618 031
108 N EUTAW ST
Baltimore
MD
4
0618 032
106 N EUTAW ST
Baltimore
MD
4
0619 003
308 W FAYETTE ST
Baltimore
MD
0619 018
301 W LEXINGTON
ST
Baltimore
MD
173
0620 001
200 W FAYETTE ST
Baltimore
MD
0621 005A
117 W LEXINGTON
ST
Baltimore
MD
0621 006
109 W LEXINGTON
ST
Baltimore
MD
0621 007
105 W LEXINGTON
ST
Baltimore
MD
0621 010
101 W LEXINGTON
ST
Baltimore
MD
4
0621 011
124 N LIBERTY ST
Baltimore
MD
2
0630 033
500 W BALTIMORE
ST
Baltimore
MD
0630 035
509 W FAYETTE ST
Baltimore
MD
0631 001
12 N EUTAW ST
Baltimore
MD
0631 013
401 W FAYETTE ST
Baltimore
MD
86
0632 001
20 N HOWARD ST
Baltimore
MD
221
0632 002
8 N HOWARD ST
Baltimore
MD
68
0632 003
11 N EUTAW ST
Baltimore
MD
103
0632 004
315 W FAYETTE ST
Baltimore
MD
0633 001
213 W FAYETTE ST
Baltimore
MD
0633 004
209 W FAYETTE ST
Baltimore
MD
0633 007
20 PARK AVE
Baltimore
MD
0633 013
210 W BALTIMORE
ST
Baltimore
MD
0633 017
220 W BALTIMORE
ST
Baltimore
MD
16
0633 021
9 N HOWARD ST
Baltimore
MD
16
0633 022
11 N HOWARD ST
Baltimore
MD
0633 023
15 N HOWARD ST
Baltimore
MD
0633 025
19 N HOWARD ST
Baltimore
MD
0633 026
21 N HOWARD ST
Baltimore
MD
0633 028
25 N HOWARD ST
Baltimore
MD
0642 018
401 W BALTIMORE
ST
Baltimore
MD
APPENDIX F
MCMA Residential Survey Summary
February – April 2019
(limited to people who live within Market Center)
Total Responses: 60
Occupancy Status: 57 rent; 2 own
People in household
● One, 31, 51.67%
● Two, 24, 40%
87
Racial background
● White or Caucasian: 34, 57.63%
● Black or African American: 15,
25.42%
● Asian, or Asian American: 5,
8.47%
● Hispanic or Latino: 3.39%
● Native Hawaiian or other Pacific
Islander: 1.69%
● Other: 3.39%
Age
● 25-34: 37, 61.67%
● 35-44: 9, 15%
Education Level
● Postgraduate: 29, 48.33%
● College graduate: 26, 43.33%
● Some College: 4, 6.67%
● High School Grad/GED: 1, 1.67%
Annual HH Income
● $50-75K: 14, 24.14%
● $30-50K: 12, 20.69%
● $100-150K: 12, 20.69%
● $150K+: 9, 15.52%
● $75-100K: 7, 12.07%
● $15-30K: 2, 3.45%
● Under $15K: 2, 3.45%
Employment Status
● Employed: 45, 75%
● Student: 6, 10%
● Self-Employed: 3, 5%
● Active Duty Military: 2, 3.33%
● Retired: 2, 3.33%
● Homemaker and Other: 1 each
Primary Mode of Transport:
● Car: 26, 43.33%
● Walking: 17, 28.33%
● Bus: 12, 20%
● Other: 4 (MTA Mobility, MARC, Combination …)
● Bicycling: 1
How often do you shop, dine, or access services in Market Center?
● About once a week: 14, 23.33%
● A few times a week: 13, 21.67%
● A few times a month: 12, 20%
● Less than once a month: 10, 16.67%
● Other: 5, 8.33% (almost never)
● Once a month: 3, 5%
● Every Day: 3, 5%
88
What specific businesses/venues in
Market Center do you visit:
● Mount Vernon Marketplace: 16
● Lexington Market: 8
● Red Boat: 7
● 7-Eleven (7)
● Forno: 6
● Starbucks: 6
● Ceremony: 6
● Maiwand (5)
● Streets Market & Café (5),
● Trinacria (4)
● Panera (3)
● EPFL (3)
● HDL (3),
● Other mentions: Urban Outlet,
Wireless One, Krispy Krunchy
Chicken, Dear Globe Coffee,
Benedetto, Royal Menu,
McDonald’s, Walgreens (2), The
Dark Room, Diskobar (?),Saratoga
Liquors, Local Oyster, Between 2
Buns (2), AJ’s, Pinch, Fresh
Monday’s (2), Edible Favors,
Brown Rice (2), Cholita’s,
Faidley’s, Berger’s, Amos Meats,
“Grocery Store,” “smoke shop,”
art gallery, Rotitto’s, Chinese (?),
Pollo, Nando’s (4), D’s Juice Bar,
Walters Art, Parkside Liquors, Po
Tung
What are your reasons for not
shopping/dining in MC more frequently?
● Safety Concerns: 27
● Variety of Offerings: 26
● Quality of Offerings: 22
● Convenience: 5
● Other: saving $/strict budget (6);
“it is simply not pleasant”
Where do you do most of your
shopping?
● Other neighborhoods in
Baltimore City: 21, 35%
● On-Line: 20, 33.33%
● Outside of Baltimore City: 15,
25%
● Market Center: 3, 5%
When you dine out, where do you most
often go?
● Other neighborhoods in
Baltimore City: 37, 61.67%
● Market Center: 13, 21.67%
● Outside of Baltimore City: 4,
6.67%
When choosing where to live, what
three qualities are most important to
you?
1. Personal safety, 35, 58.33%
2. Convenience/proximity to work,
school, family, etc.: 26, 43.33%
3. Presence of unique businesses,
arts & entertainment venues: 19,
31.67%
4. Low prices/good value: 19,
31.67%
5. Parking: 18, 30%
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6. Cleanliness of neighborhood: 13,
21.67%
7. Inclusivity/Diversity: 10, 16.67%
8. Public Transportation: 10, 16.67%
9. Pedestrian/bike-friendly
atmosphere: 10, 16.67%
10. Historic architecture: 6, 10%
11. Other: Onsite gym, park/green
space, proximity to Basilica
When choosing where to shop/dine,
what three qualities are most
important to you?
1. Personal safety: 32, 53.33%
2. Presence of unique businesses,
arts & entertainment venues: 31,
51.67%
3. Cleanliness of neighborhood: 24,
40%
4. Low prices/good value: 21, 35%
5. Convenience/proximity to work,
school, family, etc.: 21, 35%
6. Inclusivity/diversity: 13, 21.67%
7. Parking: 11, 18.33%
8. Public Transportation: 5, 8.33%
9. Pedestrian/bike-friendly
atmosphere: 4, 6.67%
10. Historic buildings: 4, 6.67%
11. Other: quality,
accommodation-friendly
How would you rate MC on the following?
Ratings: Excellent, Very Good, Good, Fair, Poor, N/A/Don’t Know
For this summary, I included only the top category if it exceeded every other category by
at least 10%.
● Grocery Shopping: 29, 48.33% Poor
● Retail Offerings: 29, 48.33% Poor
● Cleanliness/Safety: 20, 33.33% Fair, 20, 33.33% Poor
● A&E Offerings: 15, 25.42% Fair; 14, 23.73% Good; 13, 22.03% Very Good
● Food Offerings: 23, 38.33% Good
● Accessibility/Mobility: 16, 27.12% Good; 15, 25.42% Very Good
MC fared most poorly on grocery shopping, retail offerings, and cleanliness/safety.
MC fared best on food offerings, and accessibility/mobility.
MC fared in the middle with respect to arts and entertainment offerings.
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APPENDIX G:
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Historic District Maps: CHAP Districts