2010 Downtown Columbus Strategic Plan

2010 DOWNTOWN COLUMBUSSTRATEGIC PLAN

2010 Columbus Downtown Plan

INTRODUCTION

2 2010 Downtown Columbus Strategic Plan

The 2010 Downtown Columbus Strategic Plan creates an overall vision for downtown that builds on previous planning efforts. During this process the planning team, led by the Columbus Downtown Development Corporation, the City of Columbus and MSI Design, conducted an extensive public outreach effort.

No plan can gain acceptance without establishing a vision. The 10 Principles narrate the community’s core values and outline the goals for the future of Downtown Columbus. Some of these principles build upon current momentum, such as increasing the amount and variety of downtown housing, maintaining downtown as the employment center of the region, and continuing to foster public and private partnerships.

Innovation requires ideas. Columbus has a strong track record of challenging conventional wisdom—and succeeding. In 1995, who would have believed that the Ohio Penitentiary would be replaced with both a new arena and a new ballpark? Or that it was possible to build restaurants over a highway? In 2002, who would have imagined that Downtown Columbus would have a completely new riverfront park system and more than 2,000 new residents in just eight years? Even in the face of economic challenges, development downtown has continued, exemplifi ed by the dramatic transformation of City Center Mall into Columbus Commons.

Individual projects alone will not be enough to guide the continued revitalization of Downtown Columbus. Improving transportation alternatives, promoting sustainability, and increasing residential density cannot be solved by singular developments. There are no one-off solutions. These complicated urban issues require a holistic approach and numerous public policy changes.

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THE 2010 DOWNTOWN COLUMBUS STRATEGIC PLAN ALLOWS EVERYONE FROM PUBLIC OFFICIALS TO RESIDENTS TO BUSINESS LEADERS TO POINT TO ONE VISION AND SAY,

Over the course of three town hall meetings and through the use of an interactive web site, more than 1,000 comments were received. The results are 10 Principles, 12 Ideas and 8 Strategies that will guide the revitalization of Downtown Columbus.

Other principles are more aspirational. The City needs to embrace transit as a competitive advantage. Arts and culture should be a prominent and visible part of everyday life downtown. Sustainability should be promoted to transform Downtown Columbus into the green capital of the Midwest. These 10 Principles provide a critical framework for this Plan, but they also provide a benchmark for judging success.

In this context, developing a new Creative Campus between Columbus State, Columbus College of Art Design and the Columbus Museum of Art seems possible. Restoring High Street and Broad Street as the most important commercial and civic streets in the City becomes necessary. Improving transportation alternatives is mandatory for the long term economic health of the City. Creating a sustainable urban neighborhood on the Scioto Peninsula is an opportunity that must be seized. The costs of reversing decades of environmental damage along our river corridors become surmountable. In short, we have the capacity and capability to realize these 12 Ideas and more if we decide that we want to achieve them.

The 8 Strategies identify the policy areas that need to be addressed in order for Downtown Columbus to fulfi ll its potential. Specifi c action items are proposed to guide urban form, support new arts and culture investments, and enhance neighborhood connections. Properly implemented, these 8 Strategies will shape all future development in Downtown Columbus and ensure the success of the 12 Ideas and others that follow.

“THIS IS WHAT WE WANT.”

10 PRINCIPLES

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CELEBRATE THE URBAN EXPERIENCE THAT ONLY EXISTS DOWNTOWN

CONTINUE COLLABORATION BETWEEN PUBLIC AND PRIVATE SECTORS

PRIORITIZE SUSTAINABILITY AND THE GREENING OF DOWNTOWN COLUMBUS

INVEST IN ARTS AND CULTURE

CONTINUE TO DEVELOP SIGNATURE PARKS AND PUBLIC SPACES

CONNECT USES, DISTRICTS AND PEOPLE

MAINTAIN DOWNTOWN’S STATUS AS THE EMPLOYMENT CENTER OF THE REGION

EMBRACE TRANSIT AS A COMPETITIVE ADVANTAGE

GUIDE BUILDING FORM, DESIGN AND QUALITY OF THE PUBLIC REALM

INCREASE AMOUNT AND VARIETY OF DOWNTOWN HOUSING

NO PLAN CAN GAIN ACCEPTANCE WITHOUT ESTABLISHING A VISION.

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CREATE NEW SOUTHEAST DOWNTOWN GATEWAYS

ENCOURAGE INFILL HOUSING AROUND TOPIARY PARK

The Southeast area of Downtown Columbus will be transformed by the I-70/71 Innerbelt project, creating two new gateway opportunities into downtown.

GrantHospital

TopiaryPark

Motorists Insurance

INNOVATION REQUIRES IDEAS.

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Children’sHospital

The reconnection of Mound and Fulton streets will create redevelopment opportunities.

Economic Development potential is estimated at $9 Million in annual tax revenue.

There are opportunities to create iconic gateways into downtown.

Surrounded on two sides by surface parking, Topiary Park has the potential to be a catalyst for residential redevelopment of these underutilized parcels.

By replacing surface parking lots with a new parking structure, residential infi ll will be possible surrounding this unique park space.

Additional housing will strengthen the existing neighborhood and provide the residents needed to support retail uses that are currently lacking.

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2010 Downtown Columbus Strategic Plan

12 IDEAS

GRANT AVE.

MOUND ST.

FULTON ST.

LEGEND gateway opportunity

TOWN ST.

WASHINGTON AVE.

ArtMuseum CCAD

Neighborhood Launch

ESTABLISH THE CREATIVE CAMPUS

REDEFINE BROAD STREET AS THE CIVIC SPINE OF THE CITY

EXISTING PROPOSED

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Once a grand thoroughfare, Broad Street today is designed to accommodate automobiles at the expense of pedestrians.

A narrower Broad Street could still serve automobile needs and the repurposed traffi c lanes could be transformed into a linear park of usable green space for pedestrians and bicyclists.

Activating the streetscape and encouraging pedestrian activity will increase property values.

Added green space could be designed to manage stormwater, making Broad Street the most sustainable street in the Midwest.

Through collaboration, the Creative Campus connects business, institutional and educational campuses to create a cohesive neighborhood.

By planning jointly, property owners have the ability to repurpose surface parking lots and create an interconnected and active campus.

Developing a shared parking garage to meet immediate needs frees up surface parking lots to be revitalized with open space and mixed use development that creates a vibrant, urban atmosphere.

Streetscape improvements will enhance connectivity and link the Creative Campus to the rest of downtown and the King Lincoln District.

Columbus State

State Auto

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12 IDEAS

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RESTORE HIGH STREET AS DOWNTOWN’S COMMERCIAL CORRIDOR

REPLACE HIGH STREET TRANSIT MALL WITH A DOWNTOWN TRANSIT CENTER

High Street, once a vibrant retail corridor, today functions as a bus transit mall that prevents on-street parking, creates bus congestion, and blocks retail storefronts.

Following the model of dozens of downtowns, a transit center will allow for centrally-located, convenient transfers and serve as a boost to economic development.

A downtown transit center would provide a safe, weather-protected transfer location and reduce the concentration of buses on High Street.

Reconfi guring bus transit in downtown would be a catalyst for redevelopment, especially on High Street.

By reducing bus traffi c on High Street, on-street parking can be reintroduced to stimulate ground fl oor retail.

A rejuvenated streetscape will attract redevelopment and pedestrian activity.

Retail and streetscape enhancements are additive to the City’s Mile On High Incentive Program.

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EXISTING PROPOSED

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2010 Downtown Columbus Strategic Plan

12 IDEAS

BUILD A DOWNTOWN FIELD HOUSE

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A dedicated sports facility adjacent to the Greater Columbus Convention Center would expand both sports and convention business opportunities.

Increases capacity to host sports events and boosts the downtown and local economy.

Provides sports facilities and amenities for downtown offi ce workers and residents.

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DEVELOP A DOWNTOWN BIKE STATIONA bike station would further encourage and promote cycling as an alternative to automobile transportation for both residents and visitors.

Encourages bicycle commuting by providing needed facilities.

Could provide bike rental services for residents and visitors.

Enhances transportation alternatives.

INVESTIGATE THE CREATION OF A MULTI-MODAL STATIONImproved local, regional and national rail connectivity is important for the future of Downtown Columbus and central Ohio as a whole.

The site between the Ohio Center and the Greater Columbus Convention Center could be a hub for national, regional and local rail transportation. This location directly connects the Convention Center with the statewide population.

Rail development could be a catalyst for downtown redevelopment.


12 IDEAS

CONNECT THE ARENA DISTRICT TO THE SCIOTO PENINSULA

CONTINUE THE DEVELOPMENT OF THE SCIOTO PENINSULA

ArenaDistrict

VeteransMemorial

SustainableNeighborhood

COSI


12 IDEAS

A pedestrian bridge would link two activity centers and provide an opportunity to enhance downtown’s skyline.

A revitalized Scioto Peninsula could become a new gateway to downtown and help to catalyze redevelopment on the west side of the Scioto River.

COSI

Completes public park space on both sides of the Scioto River.

Turns COSI inside out to add to the visitor experience, increase attendance and embrace the riverfront.

Creates a linkage between the Arena District and the Scioto Peninsula making it easier to walk between activity centers such as COSI and Huntington Park.

Provides needed pedestrian and bicycle connections along the riverfront.

Opportunity to add a unique and iconic structure to the downtown skyline.

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12 IDEAS


12 TRANSFORM THE SCIOTO-OLENTANGY GREENWAY CORRIDORAlthough we have successful riverfront parks, we have not yet taken the steps necessary to clean our rivers, repair environmental damage, or make them usable for recreation.

By removing the Main Street low-head dam, which is not needed for fl ood protection or utilities, 45 new acres of green space would be created in Downtown Columbus.

With the planned removal of the 5th Avenue low-head dam, this creates a stronger greenway connection to Ohio State University.

Removal of additional low-head dams above 5th Avenue would realize a 16.5 mile recreational and environmentally restored river corridor linking two Metro Parks and connecting neighborhoods to Downtown Columbus.

Makes the City’s $2.5 billion Wet Weather Management Plan Investment apparent by restoring use and access to the river corridors.

Increase the amount and

CONNECTIVITY of urban

green space in Downtown Columbus.

8 STRATEGIES

Establish MINIMUM DENSITY, HEIGHT,

AND DESIGN STANDARDS for downtown development.

Improve transportation infrastructure and

EXPAND MOBILITY OPTIONS

to provide alternatives to automobile travel.

Develop a MULTIFACETED PLAN

to enhance transportation,

construct garages, and improve management of

downtown parking.

CONNECT USES, DISTRICTS

AND PEOPLE throughout downtown

and with adjacentneighborhoods.

Invest in arts and cultural institutions,

venues and organizations to ensure downtown’s

place as the CREATIVE HUB of central Ohio.

Establish downtown as the

GREEN CAPITAL of the Midwest by

prioritizing environmental

sustainability.

Create a hierarchical STREET NETWORK

that enables and facilitates

multiple modes of transportation.

INDIVIDUAL PROJECTS ALONE WILL NOT BE ENOUGH TO GUIDE THE CONTINUED REVITALIZATION OF DOWNTOWN COLUMBUS.


Multi-Modal Station

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Create New Southeast Downtown Gateways

Encourage Infi ll Housing Around Topiary Park

Establish the Creative Campus

Redefi ne Broad Street as theCivic Spine of the City

Restore High Street asDowntown’s Commercial Corridor

Replace High Street Transit Mall with a Downtown Transit Center

Investigate the Creation of a Multi-Modal Station

Develop a DowntownBike Station

Build a DowntownField House

Connect the Arena District to the Scioto Peninsula

Continue to Develop theScioto Peninsula

Transform the Scioto-OlentangyGreenway Corridor

CDDC, Property Owners, Institutions, ODOT, City, Discovery District SID

CDDC, City, Property Owners, Discovery District SID

CDDC, City, CCAD, CSCC, CMA, State Auto, Property Owners, ODOT, Discovery District SID

CDDC, City, ODOT, Capital Crossroads SID, Discovery District SID

CDDC, City, COTA, Capital Crossroads SID

CDDC, City, COTA

City, ODOT, FCCFA, COTA

City, Capital Crossroads SID

FCCFA, GCSC, City, Capital Crossroads SID

City

CDDC, City, COSI, Franklin County, Private Developers

CDDC, City, Army Corps, OEPA, OSU, Metro Parks, ODNR, MORPC, Stakeholders

CDDC, City

CDDC, City

City

3-10 Years

1-10 Years

1-5 Years

FCCFA, GCSC 3-10 Years

City 1-5 Years

City, ODOT 5-10 Years

City, CDDC, COTA

3-5 Years

City, CDDC 3-10 Years

City, CDDC 3-5 Years

CDDC, Institutions

1-10 Years

CDDC 1-5 Years

CDDC 5-10 Years

Potential Actorsote t a cto s Potential Leadote t a ea Timeframe

IMPLEMENTATION

12 IDEAS12 IDEAS

A GUIDE FOR PUTTING OUR 12 IDEAS INTO ACTION.

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Documents

2010 Downtown Columbus Strategic Plan