INTRODUCTION SLIDE TITLE Slide Subtitle STEERING COMMITTEE MEMBERS Dan Horrigan Mayor, City of Akron Christine Mayer President, GAR Foundation Srini Venkatesh Chief Science Officer, VP of Science & Technology GOJO Industries Jennifer Fox VP, Director of Client & Community Relations, PNC Bank Kyle Kutuchief Akron Program Director, The John S. & James L. Knight Foundation Gary Rickel Vice President, C.B. Richard Ellis Suzie Graham President & CEO, Downtown Akron Partnership Joel Testa President, Testa Companies Margo Sommerville Vice President, City Council, City of Akron Tony Troppe Principal, The Everett Group Annie McFadden Deputy Chief of Staff, City of Akron Halle Jones Capers Sr. VP of Operations and Manager of Transportation, G. Stephens, INC. Jason Segedy Director of Planning & Urban Development, City of Akron Jason Dodson Chief of Staff, County Executive, County of Summit Dave Lieberth Principal, Lieberth Consulting Group Julie Wesel CEO, Chemstress Consultant Company Gregory Mencer Development Manager, Development Finance Authority of Summit County Ryan Pritt Co-Founder, President, Pritt Entertainment Group Dan Rice President & CEO, Ohio & Erie Canalway Coalition Tim Ziga Associate General Counsel, Akron Children’s Hospital Nicole Mullet Executive Director, ArtsNow Steve Abdenour Vice President, Operations, Cleveland Clinic/Akron General Gregg Mervis President & CEO, Akron-Summit Convention & Visitors Bureau Benjamin Sutton Sr. VP, Strategy & Performance, Summa Health System David James Superintendent, Akron Public Schools Tobin Buckner Akron Entrepreneur Community Manager, JumpStart Richard Enty Executive Director, METRO RTA Tony O’Leary Executive Director, Akron Metropolitan Housing Authority Cory Kendrick Director of Population Health, Summit County Public Health Katie Wright Co-Founder, Metis Construction Sarah Benn Performing Artist, Shivering Timbers Frank Williams President, Akron Fraternal Order of Police Brian Moore Partner, Roetzel & Andress Dan Colantone President & CEO, Greater Akron Chamber Howard Parr Executive Director, Akron Civic Theatre John Garafalo Vice President, Community Investment, Akron Community Foundation Patrick Kelly Director of Economic Development, FirstEnergy Utilities FirstEnergy 2 PROJECT TEAM SLIDE TITLE Slide Subtitle CONSULTANTS Planning, Visioning & Urban Design Lead Chris Hermann, AICP, Principal – Principal-in-Charge Andrew Overbeck, AICP, Principal - Lead Planner & Project Manager Jeffrey Pongonis, PLA, ASLA, Principal – Urban Design Principal Luis Huber-Calvo – Urban Designer/Project Planner Strategic Visioning & Brand Strategy Rachel Downey, President Bryan Evans, Studio Graphique 3 PHASE 1 PROCESS ESTABLISH CONSENSUS TASK 1 TASK 2 TASK 3 UNDERSTANDING + VISIONING OPPORTUNITY IDENTIFICATION PLANNING FRAMEWORK MONTHS 1+2 MONTHS 2+3 MONTH 4+5 ++ Site tour ++ Existing conditions analysis and plan review ++ Stakeholder interviews ++ Catalog existing planned improvements and future opportunities ++ Identify near and long-term opportunities ++ Downtown Akron planning framework ++ Priorities and demonstration projects ++ Next step recommendations ++ Internalize/prioritize recommendations and position next steps 4 SECTI 0N1 - 41"? Twat mash-tn?? ?3 TREN DOWNTOWN GROWTH NATIONAL TRENDS The millennial generation … continue to express a preference for walkable neighborhoods with bike lanes, public transit and a mix of recreational amenities.” Probably for the first time in history, instead of moving where jobs are, jobs are moving where the talent is.” – Tom Murphy, senior fellow, ULI As people increasingly choose to live in cities instead of outside them, employers are following” As companies compete for new hires and the best talent, being located in a vibrant neighborhood is considered a crucial selling point” DOWNTOWN GROWTH NATIONAL TRENDS GROWTH OF YOUNG PROFESSIONALS IN CLOSE-IN NEIGHBORHOODS 25-34 YEAR OLDS WITH A FOUR-YEAR DEGREE, 2000 - 2012 (sOURCE: CITY OBSERVATORY) National Average Cleveland 19% 82% 0.9% 29% 28.3% Louisville Columbus 28.8% Indianapolis Cincinnati Pittsburgh 37% 48% 67% 30.5% 15% 12.9% 28.8% 48% CLOSE-IN MSA ANALYSIS 33% I ef developeele greund Ie dedicated te .J?Iigh?ijlarket [leek (exeludee dn-etreet parking) I Akrdn Centre i Cascade Deck GitiCentre [leek Ix i' Breedwey Deek i?IIilerIeIIr [leek I Summit Bduntj,?r Deek Peieky Deek Dppertunity Perk Deck 1 I, 'f 5 ECTIONPLAN E3551PLANNING PRINCIPLES + RECOMMENDATIONS 01 The focus is Main Street ++ Concentrate resources, incentives, and attention on Main Street ++ Focus efforts to establish the Lock 3 area as the epicenter of the city, serving as a catalyst for spurring development ++ Activate the spaces and buildings along Main Street through both temporary and long-term interventions ++ Improve lighting on Main Street 10 PLANNING PRINCIPLES + RECOMMENDATIONS 02 Vitality starts with residential ++ Conduct a housing market study to validate demand, housing typologies, price points and to make the case for incentives ++ Improve incentives for additive residential development downtown ++ Repurpose/renovate older buildings for residential as an appropriate early strategy ++ Encourage mixed use development and preserve first floor/corners for retail uses 11 ANALYSIS Slide Subtitle HOUSING: MEDIAN RENT VS. CONSTRUCTION COSTS Source: Zillow, Marshall & Swift, Development Strategies $2,200 1.08 $2,000 $1,400 0.98 $1,200 $1,000 0.93 $1,190 $1,260 $1,240 $1,290 $1,100 $1,400 $1,280 $1,130 $980 $800 $600 CO N ST RUC T ION COS TS 1.03 $1,600 $2,120 MON T HLY RE N T $1,800 0.88 $400 Washington DC Toledo Cleveland Columbus National Average Akron Grand Rapids Cincinnati Omaha Greenville SC Median Rent Construction Cost Multiplier 12 PLANNING PRINCIPLES + RECOMMENDATIONS 03 Address business vacancy ++ Convert older office buildings into residential, mixed use opportunities ++ Reserve developable areas for future new office development as market demand evolves ++ Focus on partnerships to kick-start projects (on Main Street) 13 PLANNING PRINCIPLES + RECOMMENDATIONS 04 Create a coordinated incentive package ++ Explore establishing a property tax abatement program for residential renovation/development in the downtown core ++ Review current TIF revenue/% of income tax strategies to incentivize new office development ++ Create an economic development plan to maximize available financing tools to Akron’s advantage ++ Support the completion of Targeted Loan Fund as a unique financing tool 14 PLANNING PRINCIPLES + RECOMMENDATIONS 05 Make great public spaces ++ Design public spaces that embrace the nature of the city and serve all people ++ Implement TIGER Grant to establish streetscape standards, extending on-street parking, improved pedestrian environment, and bike lanes/connection to Towpath ++ Establish high aesthetic standards on Main Street and enhance outdoor seating/dining ++ Ensure that ALL new development (residential, commercial, retail, garages) creates public spaces and ground floor uses that activate streets and make downtown more livable ++ Implement a coordinated wayfinding system to navigate downtown 15 PLANNING PRINCIPLES + RECOMMENDATIONS 06 Continue to program downtown ++ Continue to diversify programming to reach multiple audiences ++ Coordinate marketing from programming organizations to promote brand and experience ++ Identify partnerships to strengthen communication of events to target audiences – workforce, students, residents ++ Encourage participation in the downtown environment 16 PLANNING PRINCIPLES + RECOMMENDATIONS 07 Prioritize street design that enhances health and safety ++ Implement complete streets, creating safer pedestrian, vehicular and cyclist connections ++ Preserve street grid and break down super blocks ++ Maintain State Street connection ++ Right-size the scale of downtown streets ++ Calm traffic on High and Broadway ++ Support conversion of Exchange Street and continue to research conversion of other one-way streets 17 PLANNING PRINCIPLES + RECOMMENDATIONS 08 Expand on successful nodes of activity ++ Create/advance plans for improving areas like Lock 3 & 4, Exchange & Main, Maiden Lane and Northside ++ Work to add mix of uses in these nodes to provide more consistent activity on a daily basis 18 PLANNING PRINCIPLES + RECOMMENDATIONS 09 Build on Akron’s rich history ++ Incorporate Akron’s history into projects both formally and whimsically ++ Claim the brands and history that are fundamentally Akron and reflect them downtown 19 PLANNING PRINCIPLES + RECOMMENDATIONS 10 Strengthen downtown connections with surrounding neighborhoods and institutions ++ Strengthen two way connections between The University of Akron and downtown ++ Build on previous planning efforts to make corridors inviting to surrounding neighborhoods and share the strengths of each area ++ Conduct full downtown master plan study to identify connections, infill, and catalytic opportunities to expand and connect downtown with its surroundings 20 I NODES OF ACTIVITY Northside RESIDENTIAL EMPLOYMENT Maiden Lane Shoppes at Akron Centre RETAIL/ENTERTAINMENT Cleveland Clinic/ Akron General Akron Children’s Hospital Lock 3 Retail 59 Canal Park Canal District - South University of Akron GAPS IN URBAN FABRIC 1.5 MILES BETWEEN NORTHSIDE & GOJO (30 MINUTE WALK) Poor Streetscape Route 59 Intersection Market Street Intersection Lack of Street-Level Activity Surface Lots & Vacancy Lack of Street-Level Activity Lack of Street-Level Activity 0.8 MILES OF MAIN STREET (53%) HAVE GAPS OPPORTUNITY SITES ROUTE 59 Main Stre et NORTHSIDE LOCK 3 & 4 MAIN + EXCHANGE CANAL DISTRICT OPPORTUNITY SITES Redesign right of way to improve pedestrian conditions NORTHSIDE CONNECTION Recommendations Study potential pedestrian connections 9 te 5 u o R Mark P et St reet P Boul evar d Build on Maiden Lane’s success with alley level activation High Main Stree t Stree t MLK Implement intersection traffic calming Ced a hS tre et Str e et r St ree t Convert Cedar and Exchange Streets to two-way travel Continue to improve street level experience/activation Activate developable parcels with mixed use and street facing businesses adw ay ge Bro han Hig Exc in S tre et CANAL DISTRICT Recommendations Ma OPPORTUNITY SITES P OPPORTUNITY SITES ROUTE 59 Recommendations Develop a master plan and enable a mixed-use development to create a sustainable neighborhood Sta te S tre et Ma in S tre Maintain EastWest connectivity et eet r Str te Cen Create creative, green Towpath connections Incorporate stormwater management features OPPORTUNITY SITES SLIDE TITLE LOCKSubtitle Slide 3&4 Recommendations Activate park-facing sides of buildings Activate park space as residential “back yard” Start with Landmark Building renovation preserving historic nature of buildings Prioritize mixed use development and active retail storefronts with enhanced park access Improve connections to Children’s Hospital P Accommodate cyclists and maintain high quality streetscape on Main Enhance park experience 28 Sta te S tre Ma et et MAIN & EXCHANGE Recommendations Lock 3 in S tre OPPORTUNITY SITES Potential downtown office catalyst sites hS tre et Bro adw ay Canal Park Hig P Exc han ge P Str e et Improve Main Street experience with building infill of parking lots P Ced a r St ree t Evaluate sites for potential redevelopment of mixed use spaces to create density and walkable connections through downtown r-w 1?d- ETOIHON 4 a FULL PLANNING PROCESS FULL PLANNING PROCESS DOWNTOWN PLAN - GENERAL OUTLINE 1 - Existing Conditions 2 - Market Study 3 - Public Process 4 - Catalytic Projects 5 - Policies 6 - Implementation Strategies 31 FULL PLANNING PROCESS DOWNTOWN PLAN - COMPLETED IN PHASE I 1 - Existing Conditions 2 - Market Study 75% 0% 4 - Catalytic Projects 50% 5 - Policies 25% 3 - Public Process 10% 6 - Implementation Strategies 25% 32 PLAN THANKYOU