VISION Your Downtown 2010: A Look at the Future Of

8/14/2019 VISION Your Downtown 2010: A Look at the Future Of

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VISION 2010:a look at the future of yourdowntow

2006-2010 Strategic Initiatives


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CONTENTS

1 Letter to the Community

2 Vision 2010

3 Jobs

4 Amenities

5 Housing

6 Environment

7 Advocacy

8-9 2006-2010DevelopmentOpportunities


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Maureen PeroPresident, DowntDayton Partnersh

LETTER TO THE COMMUNITYDear Downtown Friends:

In recent years, downtown has experienced significant progress on several fronts. Downtown has

attained some of the lowest housing vacancy rates in our region as more and more people decide to

enjoy the unique urban lifestyle one can only find in downtown Dayton.

Last year, more than 500,000 people took advantage of RiverScape MetroPark for festivals, music and

laser shows, and arts patrons enjoyed unforgettable performances, concerts and exhibits at downtown

venues. And, of course, we have enjoyed the excitement of the continued success of the Dayton

Dragons. Your downtown is vibrant, beautiful, and buzzing with activity.

Downtown also faces some real challenges that must be addressed. Recently three of our long-term

employers have announced corporate relocations that will have a negative impact on our employmentbase. Although we have experienced job growth in certain segments like professional and health care

services, our overall job market is relatively flat, reflecting regional economic trends. We are working with

our economic development partners to develop a very focused recruitment strategy to reverse this trend

and grow our downtown economy.

Last year, downtown property owners approved the renewal of the Downtown Dayton Special Improve-

ment District and a five-year services plan that will help us achieve our vision for downtown Dayton. The

2006-2010 Services Plan and the capital projects associated with it are centered on five core strategies

geared to achieving our vision.

Grow downtownJobs. Expand cultural, recreational, and entertainment Amenities.

Add more Housing units.

Maintain an Environment that is clean, safe and inviting.

Advocate for downtown Dayton, its property owners and its businesses.

Yes, we face challenges, but we are optimistic and excited about the prospects for downtowns future.

We invite you to take a look at whats in store for your downtown. There are numerous projects on the

drawing board that may fundamentally change the face of downtown if we are successful in implement-

ing them.

We thank our downtown property owners for their overwhelming support of the Special Improvement Dis-

trict and our members for financially supporting the Partnership. We also extend our gratitude to the many

individuals who give of their time and talent to make downtown a better place, and to those who support

downtown and the businesses and organizations that make our city center so special. By working together,

we can be successful.

Sincerely,

Michael Greitzer Rhine McLin Maureen Pero

Co-Chair Co-Chair President

Michael Greitzer

President, Miller V

Rhine McLinMayor, City of Da


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Downtown Dayton will be proudly recognized andvalued as the centerpiece of our region. It will beknown as a distinctive neighborhood, a covetedbusiness address and the regions undisputedcenter for entertainment, arts and recreation.

2006 2010 CORE STRATEGIESThe foundation for downtowns vision

DOWNTOWN DAYTONVISION 2010

The Downtown Dayton Partnership and its partners are focused on five core strategies that are the founda-

tion for downtowns future growth. These strategies are the building blocks that will achieve our long-term

vision for downtown. There are no quick fixes or simple solutions to the challenges that our downtown

faces. Rather, by working together and not wavering from our plan, downtown Dayton can be the center-

piece of our region, valued by its citizens.


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Downtown Dayton is the regions largest business center. It is home

to more than 26,000 workers and 800 businesses, and encompasses

nearly 4,800,000 square feet of office space. Safeguarding and grow-

ing this valuable job base is critically important to the City of Dayton

and the entire region.

In 2006, the Partnership formed a strategic Job Growth Commit-

tee to identify the competitive advantages of doing business

downtown. The committee will analyze the current conditions and

identify key strategies to attract and grow businesses in our central

business district. The committee will identify targeted business

sectors with the highest potential of adding high-value jobs to

downtown and our region. Professional and health care services are

A coveted business address in a vibrant and healthy business centerwith a diverse blend of cultural, entertainment and recreationalamenities.

two business sectors that are well suited for downtown and are areas of concentration for the task force.

Working with the Dayton Development Coalition and other community partners, the Partnership will ensure that down-

town is well represented and is an integral part of regional job growth strategies. Downtown must be well aligned to

capture an appropriate share of regional growth opportunities as they develop.

Much of downtowns job growth comes through the expansion of existing businesses. The Partnership makes a minimum

of 100 retention visits each year with a goal of retaining 90% of businesses targeted. Emphasis is placed on companies

whose leases expire in 12-18 months.

Key development sites have been identified for potential expansion and growth opportunities. The Partnership is

actively working with potential users for these job development sites.

2006 Goals2010 Goals: Establish downtown Dayton as the

premier business center inthe region.

Ensure downtown is well representedin the regions recruitment strategies,

and lead recruitment efforts fortargeted downtown prospects.

Retain existing downtown businessesand promote job growth.

DOWNTOWNJOB GROWTH

DevelopmentDevelopment Opportunities: The Arcade

Main & Monument Office Site

Patterson High School Site

Community Blood Center/Tissue Services Expansion


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DOWNTOWNAMENITIES


In recent years, great strides have been made to broaden downtowns

wide array of entertainment and cultural selections. New nightclubs

have opened, a new world-class performance center delights audi-

ences, and the Dragons attract hundreds of thousands each summer.

RiverScape saw an increase of 45% in attendance last year as people

came to the park for outdoor entertainment, music and fun. In the

next five years, aggressive plans are underway to add more excitement

to the downtown entertainment experience.

Focusing on existing assets, three developments are currently be-

ing planned for Phase III of RiverScape. The Entertainment Plaza

and the Whitewater Park are targeted for construction in 2007. A

proposed RiverScape Entertainment Village, consisting of restau-

An entertainment experience unlike any other in the region.

rants, nightclubs, outdoor eateries and other entertainment options, is actively being pursued, providing linkages to both

RiverScape and the stadium.

A new community theater, being proposed by the Dayton Theatre Guild, will provide further linkage from RiverScape

to the southern end of downtown and the Convention Center. Within the next five years, the entire Convention Center

block, including Dave Hall Plaza, will be analyzed for new uses, potential renovation and/or expansion.

In partnership with the City of Dayton and CityWide Development Corp., the Partnership has assembled a team of retail

experts to work on an aggressive plan to reinvigorate the downtown retail/restaurant landscape. The task force will look

at innovative strategies to attract and support downtown retail and restaurants. Implementation will begin in 2006.

Through DDP collaborative marketing opportunities, the arts and entertainment community will continue to work

together to promote the unparalleled entertainment experiences available downtown. Events such as Urban Nights will

showcase downtown arts and entertainment options.

The Partnership continues to work with our exemplary educational institutions that are making major investments. Sinclair

Community College projects that it will invest $65 million in its downtown campus over the next five years. Chaminade-

Julienne is embarking on an exciting new master plan for its campus that includes facility expansions and renovations.

evelopment

2006 Goals

Development Opportunities:

RiverScape Entertainment Plaza Dayton Theatre Guild

RiverScape Whitewater Park Dayton Convention Center Block

RiverScape Entertainment Village Chaminade-Julienne High School

2010 Goals:

Expand and grow our cultural,recreational and entertainment

options, solidifying downtownsposition as the regions center for

entertainment.

Reinvigorate downtowns first-floorretail and restaurant offerings.

Market the downtown entertain-ment experience, showcasing its

strengths and regional advantages.


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Downtown is a growing, vibrant neighborhood that offers style,

distinction and a unique lifestyle unlike any other in the region. Since

2001, the number of market-rate housing units has grown by almost

80% with more than 900 condos, urban lofts and apartments. With

downtowns stellar amenities and attractions, downtown is truly a

desirable place to live.

A recent housing market analysis determined that downtown can

support another 130 160 new rental units and 28 35 more con-

dominium units each year for the next 3-5 years. Two new condo-

minium developments are on the drawing board. Webster Station

West, with 130 units, and The Merc, with 30 units, are expected to

be completed by 2008.

An active 24-hour neighborhood offering a variety ofhousing options in a clean, attractive and safe environment.

An active and strong neighborhood is vital to downtowns overall success. The Partnership and other community organi-

zations will work to ensure that housing developers and investors get the support and assistance they need to develop

more housing opportunities in our downtown.

Additionally, the Partnership will continue to identify and aggressively market key development sites for potential reuse

as housing and mixed use developments.

Ensuring that downtown has the amenities, retail and support services that residents need and want is critical to down-

towns housing growth. The Partnership will continue to actively recruit these targeted needs.

Environmental programs, such as the Downtown Dayton Partnership Ambassador Program and First Bloom, are instru-

mental in ensuring that the downtown neighborhood is safe, clean and inviting. The Partnership will continue these

programs and advocate for other opportunities to improve the downtown ambience for its residents.

2006 Goals2010 Goals: Identify and promote opportunities

to redevelop existing, underutilized

buildings into market-rate residentialor mixed-use projects.

Provide case management project

assistance.

Encourage the continued develop-ment of a user-friendly downtown

neighborhood.

DOWNTOWNHOUSING

DevelopmentDevelopment Opportunities: Webster Station West

The Merc

Deeds Point Housing


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DOWNTOWNENVIRONMENT


Downtown Dayton is a neighborhood. It is also our regions largest

business center and our communitys center for entertainment.

Ensuring a clean and attractive environment is extremely important

to downtowns success, and significant improvements are being made

toward that end. Over the next five years, these programs will be

expanded to ensure that downtown is inviting and welcoming.

In 2006, the Downtown Dayton Partnership Ambassador Program

was expanded throughout the entire Special Improvement District.Already, the ambassadors have made an incredible difference,

providing seven-day-a-week maintenance and security services.

The Partnership will continue to work with the Homeless Solutions

Leadership Task Force and other community partners to address

A safe, clean and inviting place to work, live and visit.

homelessness and other issues that affect downtown.

Within the next two years, pedestrian amenities like benches, trash receptacles and bus shelters will be upgraded or

replaced along Main Street and other downtown streets. The unsightly clusters of news racks will be replaced with a

standard rack system.

More trees will be planted downtown, with 35 new trees slated for 2006. With 200 First Bloom planters already in place,

another 40 planters will brighten up downtown in 2006. These programs will continue to grow in the next five years to

brighten downtowns streetscape.

The Third & Main Community Task Force, convened by the Partnership, continues to work with the Greater Dayton RTA to

resolve the density issues at Third & Main. To address these long-term concerns, several initiatives are underway.

- With a new plan scheduled to begin in the 2006-2007 school year, 90% of students transported by RTA will nolonger transfer downtown.

- By 2007, the Admiral Benbow building, an eyesore in downtown, will be demolished.

- In the next 18 months, the downtown transit hub will undergo significant operational changes that will dramatically

minimize transfers, reduce the queuing of buses along Main Street and eliminate many bus stops in the centralbusiness district.

Plans are underway to reduce the number of one-way streets. Phased conversion is expected to begin in 2007.

Two to three new parking garages will be needed in the next five years. The Partnership will work with the City of Dayton

and others to ensure that these garages are built.

2006 Goals2010 Goals: Improve public safety and

cleanliness in downtown Dayton,

creating an environment that isinviting, attractive and safe.

Strengthen the downtownexperience by improving the

appearance and attractiveness

of downtowns public spaces.

Improve parking options to addressdowntowns long-term needs.

evelopmentDevelopment Opportunities: 2 - 3 Parking Garages - Locations to be determined


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Downtown Dayton is the center of our region. Its strategic impor-

tance cannot be underestimated. It is the regions largest job center

and is viewed as our front door. Its health and vitality affect our entire

region. Likewise, downtown cannot be successful without the active

support of the region. Downtown Dayton is and must be recognized

as a valuable community asset.

As an advocate for downtown, the Partnership will continue to

promote downtown projects, initiatives and programs with com-

munity leaders, policy makers and elected officials to help ensure

that downtown initiatives are successfully implemented.

In recent years, downtown has received millions of dollars in state

and federal funds for community projects. Most recently, nearly

A vibrant urban center that is recognized and valued

as a regional asset.

$5 million was received for Phase III of RiverScape. Through the public policy process, the Partnership will continue to

advocate for downtown priorities with state and federal legislative representatives to encourage additional funds for

downtown.

Through joint promotions, public relations, calendar programs and events, the Downtown Dayton Partnership works

with other downtown partners to market downtown as the regional center of arts, entertainment and recreation; as a

desirable place to live; and as a prestigious address for growing a business.

The Downtown Dayton Partnership represents downtown property owners, business and other stakeholders and aggres-

sively works to ensure that their collective voices are heard and their needs are met.

Downtowns role as the center of our region continues to evolve. The Partnership monitors best practices, analyzes urban

trends and leads strategic planning initiatives to ensure that downtown Dayton meets the ever-changing needs of our

community.

2006 Goals2010 Goals: Ensure that downtown Daytons

strategic role in the region is widely

recognized, clearly understood andbroadly supported.

Enhance downtowns image bybroadly marketing downtown

Dayton within the region.

Expand and strengthen thePartnerships advocacy role on

behalf of downtown propertyowners and businesses.

DOWNTOWNADVOCACY

Recent YearsIn Recent Years: More than $575 million in private and public dollars has been invested in our downtown

since 1998.

More than $70 million in state and federal dollars has been secured for downtowninitiatives and projects since 1999.


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Outlined below are some exciting development opportunities

currently on the drawing board for downtown that will becompleted or under construction by 2010.

RiverScape Whitewater Park: A combination of drops and waves formed by natural rocks at the base of the low dam

to give paddlers exciting play spots in a variety of water levels.

Main & Monument Office Development: Prime development site offering a highly visible location with a panoramic

view of the Great Miami River.

RiverScape Entertainment Plaza: An extension to RiverScape that will provide a covered pavilion for festivals and

concerts, seating for 5,000 people, a larger ice skating rink and a new bicycle hub.

Deeds Point Living: Luxury urban living with majestic views of downtown and the river, connected to downtowns

amenities by the RiverScape pedestrian bridge

Tech Town: The creation of a technology-based urban campus that would target high-value companies, creating a

distinctive campus environment with a wide array of neighborhood amenities such as Fifth Third Field and RiverScape.

RiverScape Entertainment Village: A high-energy, mixed-use urban entertainment destination that could include

restaurants, nightlife, courtyards and patios, housing and non-stop entertainment.

The Merc: One-of-a-kind mixed-use project that includes office, retail and residential opportunities and boasts a Euro-

pean lifestyle of convenience and cosmopolitan living.

Dayton Theatre Guild: New 100-seat theater for Daytons oldest active community theater group.

Webster Station West: New construction of a 130-unit urban housing development that includes street-front and

courtyard town homes, dramatic atrium-style town homes, and loft-styled urban townhouses and flats adjacent to River-

Scape and Fifth Third Field.

Patterson High School: A prime redevelopment site that could become a dynamic, mixed-use development that

includes housing, office and retail/entertainment uses.

Community Blood Center/Community Tissue Services: Another substantial expansion at the Blood Center to ac-

commodate anticipated growth in the organizations Tissue Services.

Chaminade-Julienne: A long-range plan for upgrading and expanding the campus, including new state-of-the-art

classrooms, expansion of athletic space, and renovations to existing buildings.

Dayton Convention Center Redevelopment Area: Opportunities for expanding and/or changing the function of

the Convention Center and properties adjacent to it, including more exhibit and ballroom space, more hotel rooms and

increased visitor support options.

The Arcade Block: A unique opportunity to redesign the entire Arcade block, combining the beauty of the historic

Arcade rotunda with the potential of new and/or renovated space for office, housing or other uses.

2006-2010DEVELOPMENT OPPORTUNITIES

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CO- CHAIR

Rhine McLin Mayor, City of Dayton

CO-CHAIR

Michael Greitzer Miller-Valentine Group

TREASUREREdward Bentley Deloitte & Touche LLP

SECRETARY & GENERAL COUNSEL

Sam Warwar Coolidge Wall

PRESIDENT

Maureen Pero Downtown Dayton Partnership

Tim Albro Beerman Realty

Pam Barry BarryStaff, Inc.Jeff Baumgardner Crowne Plaza Hotel

Steven Beinlich Ernst & Young LLP

Richard Broock Chernesky, Heyman & Kress

Bryan Bucklew Greater Dayton Regional Transit Authority

Steven Budd CityWide Development Corporation

Ron Budzik Dayton Business Committee

Jim Carpenter Liberty Savings Bank

Kate Cauley Ph.D WSU Center for Healthy Communities

Bob Curry Thompson Hine LLP

David Dickerson MAI, CCIM Gem Real Estate GroupMark Donaghy Greater Dayton Regional Transit Authority

Debbie Feldman Montgomery County

Rodney Hedeen Relizon/WorkflowOne

James Hoehn National City Bank, Southwest Region

Paul Hutchins Parking Management Inc. (PMI)

Dr. Steven Johnson Sinclair Community College

Matt Joseph City of Dayton Commissioner

Dione Kennedy Victoria Theatre Association

William Kramer Downtown Dayton SID

Jesse Livesay Dayton Area Board of Realtors

Mario Dayton Public SchoolsMike Maroni Merrill Lynch

Pamela Morris CareSource Inc.

Irvin Moscowitz Burhill Leasing

Robert Murphy Dayton Professional Baseball

JP Nauseef Dayton Development Coalition

Phillip Parker CAE Dayton Area Chamber of Commerce

Vicki Pegg Montgomery County Commissioner

Allan Rinzler Talbott Tower

Greg Scott City Plan Board

Kirsten Sherk Junior League of DaytonVishal Soin Soin International

Brad Tidwell Chase Bank

John Watson Brower Insurance Agency

Brian West Downtown Dayton Holdings LLC

Edd Wimsatt Price Stores

Raymond Webb Fifth Third Bank of Western Ohio

Dr. Judith E. WollCommunity Blood Center/Tissue Services

Rashad Young City of Dayton

DOWNTOWN DAYTON PARTNERSHIPBOARD OF TRUSTEES

1360 Kettering Tower

www downtowndayton org

Dayton, Ohio 45423 Phone: 937 . 224 . 1518 Fax: 937 . 224 . 3602

Documents

VISION Your Downtown 2010: A Look at the Future Of