Vision Your Downtown 2010: A Look At The Future Of

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VISION 2010: a look at the future of your downtown

2006-2010 Strategic Initiatives

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CONTENTS 1

Letter to the Community

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Vision 2010

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Jobs

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Amenities

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Housing

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Environment

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Advocacy

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2006-2010 Development Opportunities

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LETTER TO THE COMMUNITY Dear 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.

Michael Greitzer President, Miller Valentine

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 employment base. 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 Improvement 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 Rhine McLin Mayor, City of Dayton

geared to achieving our vision. ■

Grow downtown Jobs.

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Expand cultural, recreational, and entertainment Amenities.

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Add more Housing units.

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Maintain an Environment that is clean, safe and inviting.

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

Yes, we face challenges, but we are optimistic and excited about the prospects for downtown’s future. We invite you to take a look at what’s 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 implementing them. We thank our downtown property owners for their overwhelming support of the Special Improvement District and our members for financially supporting the Partnership. We also extend our gratitude to the many

Maureen Pero President, Downtown Dayton Partnership

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 Co-Chair

Rhine McLin Co-Chair

Maureen Pero President

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DOWNTOWN DAYTON VISION 2010 Downtown Dayton will be proudly recognized and valued as the centerpiece of our region. It will be known as a distinctive neighborhood, a coveted business address and the region’s undisputed center for entertainment, arts and recreation. 2006 – 2010 CORE STRATEGIES The foundation for downtown’s vision The Downtown Dayton Partnership and its partners are focused on five core strategies that are the foundation for downtown’s 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 centerpiece of our region, valued by its citizens.

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DOWNTOWN JOB GROWTH A coveted business address in a vibrant and healthy business center with a diverse blend of cultural, entertainment and recreational amenities.

2006 Goals 2010 Goals: ■

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Establish downtown Dayton as the premier business center in the region.

Ensure downtown is well represented in the region’s recruitment strategies, and lead recruitment efforts for targeted downtown prospects. Retain existing downtown businesses and promote job growth.

2006-2010 Strategic Initiatives Downtown Dayton is the region’s 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 growing 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 Committee 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

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 downtown 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.

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Much of downtown’s 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.

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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.

Development Development Opportunities: ■

The Arcade

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Main & Monument Office Site

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Patterson High School Site

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Community Blood Center/Tissue Services Expansion

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DOWNTOWN AMENITIES An entertainment experience unlike any other in the region. 2006-2010 Strategic Initiatives In recent years, great strides have been made to broaden downtown’s wide array of entertainment and cultural selections. New nightclubs

2006 Goals 2010 Goals: ■

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

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next five years, aggressive plans are underway to add more excitement to the downtown entertainment experience. ■

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Focusing on existing assets, three developments are currently being planned for Phase III of RiverScape. The Entertainment Plaza

Expand and grow our cultural, recreational and entertainment options, solidifying downtown’s position as the region’s center for entertainment.

Reinvigorate downtown’s first-floor retail and restaurant offerings. Market the downtown entertainment experience, showcasing its strengths and regional advantages.

and the Whitewater Park are targeted for construction in 2007. A proposed RiverScape Entertainment Village, consisting of restaurants, 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.

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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.

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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.

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

Development

Development Opportunities: ■

RiverScape Entertainment Plaza

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Dayton Theatre Guild

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RiverScape Whitewater Park

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Dayton Convention Center Block

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RiverScape Entertainment Village

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Chaminade-Julienne High School

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DOWNTOWN HOUSING An active 24-hour neighborhood offering a variety of housing options in a clean, attractive and safe environment.

2006 Goals 2010 Goals: ■

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Identify and promote opportunities to redevelop existing, underutilized buildings into market-rate residential or mixed-use projects. Provide case management project assistance. Encourage the continued development of a “user-friendly” downtown neighborhood.

2006-2010 Strategic Initiatives 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 downtown’s 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 condominium units each year for the next 3-5 years. Two new condominium 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.

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An active and strong neighborhood is vital to downtown’s overall success. The Partnership and other community organizations will work to ensure that housing developers and investors get the support and assistance they need to develop more housing opportunities in our downtown.

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Additionally, the Partnership will continue to identify and aggressively market key development sites for potential reuse as housing and mixed use developments.

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Ensuring that downtown has the amenities, retail and support services that residents need and want is critical to downtown’s housing growth. The Partnership will continue to actively recruit these targeted needs.

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Environmental programs, such as the Downtown Dayton Partnership Ambassador Program and First Bloom, are instrumental 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.

Development Development Opportunities: ■

Webster Station West

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The Merc

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Deeds Point Housing

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DOWNTOWN ENVIRONMENT A safe, clean and inviting place to work, live and visit. 2006-2010 Strategic Initiatives Downtown Dayton is a neighborhood. It is also our region’s largest business center and our community’s center for entertainment. Ensuring a clean and attractive environment is extremely important to downtown’s 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. ■

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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.

2006 Goals 2010 Goals: ■

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Improve public safety and cleanliness in downtown Dayton, creating an environment that is inviting, attractive and safe. Strengthen the downtown experience by improving the appearance and attractiveness of downtown’s public spaces.

Improve parking options to address downtown’s long-term needs.

The Partnership will continue to work with the Homeless Solutions Leadership Task Force and other community partners to address 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 downtown’s 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 no longer 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 central business district.

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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.

Development

Development Opportunities: ■

2 - 3 Parking Garages - Locations to be determined

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DOWNTOWN ADVOCACY A vibrant urban center that is recognized and valued as a regional asset.

2006 Goals 2010 Goals: ■

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Ensure that downtown Dayton’s strategic role in the region is widely recognized, clearly understood and broadly supported. Enhance downtown’s image by broadly marketing downtown Dayton within the region.

2006-2010 Strategic Initiatives Downtown Dayton is the center of our region. Its strategic importance cannot be underestimated. It is the region’s 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. ■

Expand and strengthen the Partnership’s advocacy role on behalf of downtown property owners and businesses.

As an advocate for downtown, the Partnership will continue to promote downtown projects, initiatives and programs with community leaders, policy makers and elected officials to help ensure that downtown initiatives are successfully implemented.

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In recent years, downtown has received millions of dollars in state and federal funds for community projects. Most recently, nearly

$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.

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The Downtown Dayton Partnership represents downtown property owners, business and other stakeholders and aggressively works to ensure that their collective voices are heard and their needs are met.

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Downtown’s 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.

Recent Years In Recent Years: ■

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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 downtown initiatives and projects since 1999.

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2006-2010 DEVELOPMENT OPPORTUNITIES Outlined below are some exciting development opportunities currently on the drawing board for downtown that will be completed or under construction by 2010. 1

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.

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Main & Monument Office Development: Prime development site offering a highly visible location with a panoramic view of the Great Miami River.

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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.

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Deeds Point Living: Luxury urban living with majestic views of downtown and the river, connected to downtown’s amenities by the RiverScape pedestrian bridge

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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.

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RiverScape Entertainment Village: A high-energy, mixed-use urban entertainment destination that could include restaurants, nightlife, courtyards and patios, housing and non-stop entertainment.

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The Merc: One-of-a-kind mixed-use project that includes office, retail and residential opportunities and boasts a European lifestyle of convenience and cosmopolitan living.

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Dayton Theatre Guild: New 100-seat theater for Dayton’s 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 RiverScape and Fifth Third Field.

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Patterson High School: A prime redevelopment site that could become a dynamic, mixed-use development that includes housing, office and retail/entertainment uses.

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Community Blood Center/Community Tissue Services: Another substantial expansion at the Blood Center to accommodate anticipated growth in the organization’s Tissue Services.

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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.

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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.

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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.

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DOWNTOWN DAYTON PARTNERSHIP BOARD OF TRUSTEES CO- CHAIR Rhine McLin Mayor, City of Dayton CO-CHAIR Michael Greitzer Miller-Valentine Group TREASURER Edward Bentley Deloitte & Touche LLP SECRETARY & GENERAL COUNSEL Sam Warwar Coolidge Wall PRESIDENT Maureen Pero Downtown Dayton Partnership Tim Albro Beerman Realty

Jesse Livesay Dayton Area Board of Realtors

Pam Barry BarryStaff, Inc.

Mario Dayton Public Schools

Jeff Baumgardner Crowne Plaza Hotel

Mike Maroni Merrill Lynch

Steven Beinlich Ernst & Young LLP

Pamela Morris CareSource Inc.

Richard Broock Chernesky, Heyman & Kress

Irvin Moscowitz Burhill Leasing

Bryan Bucklew Greater Dayton Regional Transit Authority

Robert Murphy Dayton Professional Baseball

Steven Budd CityWide Development Corporation

JP Nauseef Dayton Development Coalition

Ron Budzik Dayton Business Committee

Phillip Parker CAE Dayton Area Chamber of Commerce

Jim Carpenter Liberty Savings Bank

Vicki Pegg Montgomery County Commissioner

Kate Cauley Ph.D WSU Center for Healthy Communities

Allan Rinzler Talbott Tower

Bob Curry Thompson Hine LLP

Greg Scott City Plan Board

David Dickerson MAI, CCIM Gem Real Estate Group

Kirsten Sherk Junior League of Dayton

Mark Donaghy Greater Dayton Regional Transit Authority

Vishal Soin Soin International

Debbie Feldman Montgomery County

Brad Tidwell Chase Bank

Rodney Hedeen Relizon/WorkflowOne

John Watson Brower Insurance Agency

James Hoehn National City Bank, Southwest Region

Brian West Downtown Dayton Holdings LLC

Paul Hutchins Parking Management Inc. (PMI)

Edd Wimsatt Price Stores

Dr. Steven Johnson Sinclair Community College

Raymond Webb Fifth Third Bank of Western Ohio

Matt Joseph City of Dayton Commissioner

Dr. Judith E. Woll Community Blood Center/Tissue Services

Dione Kennedy Victoria Theatre Association William Kramer Downtown Dayton SID

Rashad Young City of Dayton

1360 Kettering Tower Dayton, Ohio 45423 www.downtowndayton.org

Phone: 937 . 224 . 1518

Fax: 937 . 224 . 3602

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