All Original Images. Serving as project manager 90% of Images done by me. Layout created by me by James R Sasser

DAYTON STREET NEIGHBORHOOD AREA

INFILL DEVELOPMENT PLAN

UNIVERSITY OF CINCINNATI

MCP FALL 15’ GRADUATE STUDIO PLAN 7007

DAYTON STREET IDP

INSTRUCTOR: MENELAOS TRAINTIFLLOU TEAM MEMBERS: JESS ABERCROMBIE YAXING LI TALLEEN TKHIRWADKAR JANETT SAID JAMES SASSER 1

DAYTON STREET IDP

COMPETITIVE VIABLE ECONOMICAL SUSTAINABLE WEST END.

CONTENT SECTION 1 Introduction

Meet our team

History of the Dayton Street area

Process

Vision

Goals & objectives

Data analysis

SECTION 2 Data conclusions

Concept

Phasing and programming

Design & development standards

Prior development project case studies

Implementation Strategy

Further reccomendations

INTRODUCTION The Dayton Street Historic District Redevelopment Area is located in the northern region of the West End neighborhood, specifically West of Linn Street, South of Bank Street, East from I-75, and North from Poplar Street. The redevelopment area that our team will focus on engulfs the Dayton Street Historic District (See image 3). Dayton Street is a unique Street in West End, Cincinnati which was formerly known as “Millionaire’s Row”. The historic district is known for its architecturally unique Italianate style homes which were once the residences of wealthy Cincinnatians. The district and adjacent areas also contain several other designated historic structures as well as non-contributing structures that nevertheless play a vital role in giving the area a strong neighborhood character. More recently, there seems to be a decline in rehabilitation and investment, which is visible in the number of vacant properties within the district. As a team, we see this rich history and

availability of space for redevelopment and new development as an opportunity that could be utilized to strengthen this area in the West End, help maintain its housing resources, help promote new marketrate housing development, and reshape the overall image of Dayton Street as a neighborhood of choice. The Zada Company’s recent acquisition of the two vacant schools, and their planned conversion to market-rate rental units would serve as a significant spark for regeneration and redevelopment. Our plans and recommendations will extend this development activity and will integrate it into our overall redevelopment plan with several site-specific proposals and recommendations. This report is a product of the work conducted in the fall 2015 MCP studio. The report consists of 2 sections. The first section will highlight our goals as well as preliminary research. In section 2 we will identify infill development as a catalyst to alleviate some of the issues present in the community.

MEET OUR TEAM

UNIVERSITY OF CINCINNATI MASTER OF COMMUNITY PLANNING WORKSHOP, FALL 2015 INSTRUCTOR: MENELAOS TRIANTIFILLOU

JESSICA ABERCROMBIE is a 2nd year student in the Master of Community Planning program. She has a Bachelor of Science degree in Urban Studies with a concentration in Urban Policy and Planning from Virginia Commonwealth University in Richmond, VA. Her main interests within the planning field include cultural heritage planning, as well as health-centered planning. She has gained experience with through her field research and thesis work on the preservation of cultural sites in Northeast Thailand. She has is currently working in data analysis on the Urban Universities for HEALTH research project being undertaken by UCâ&#x20AC;&#x2122;s College of Nursing. TALLEEN KHIRWADKAR, a 2nd year Master of Community Planning student, has a bachelorâ&#x20AC;&#x2122;s degree in planning from School of Planning and Architecture, India. After working on a range of real-world cases as part of his undergraduate studio projects, he has gained valuable experience in planning at all levels and has developed a good understanding of the various specializations in planning and how they relate to each other. For his graduate studies, he is focusing on the economic development aspect of planning and is currently engaged in a thesis project concerning fiscal impact of the Cincinnati Streetcar. YAXING LI is a 2nd year student in the Master of Community Planning program and has an undergraduate degree in urban planning from China. With one year urban planning assistance working experience in China, she was involved in different types of urban scenarios and gained significant understanding about the profession. She developed a keen interest in city data and problem analysis. Yaxing recently had the opportunity to work as an intern in Property Maintenance Code Enforcement in Building and Inspection Department of City of Cincinnati.

J ANETT SAID is a 5th year student in the 6-year Joint Bachelor of Urban Planning and Master of Community Planning program and Urban Design certificate. She has spent the last 4 years gaining public practitioner experience by working in planning, zoning, and development for the City of Loveland, Ohio and the Hamilton County Regional Planning Commission. Janett is complementing her public work with planning consultant experience by collaborating with McBride Dale Clarion in public sector projects. Her international development academic work includes studying planning processes in the Netherlands, Brazil, Bermuda, Peru, and the Phillippines. She is focusing in using these experiences to improve equitable and sustainable development models at the local level. JAMES SASSER, LEED AP is in the 2nd year of the Master of Community Planning program pursuing a certificate in Urban Design. He is a graduate of East Carolina University with a BA in Urban and Regional Planning. While working at the Pitt County Planning Department in Greenville, NC he became invested in retrofitting sprawl in the southeastern United States. James plans to pursue smart growth planning as well as ecologically responsible development after graduation.

HISTORY OF DAYTON STREET AND THE GREATER WEST END

In the early years of the city of Cincinnati, the neighborhood of the West End served as the home to a great concentration of German business owners. The area surrounding the current Dayton Street Historic District was ideal for residential properties due to its close proximity to the growing business center that was downtown. Many wealthy business owner built high-quality Italianate style houses in the district. This contributed to the district gaining the nickname “Millionaire’s Row.” However, with the development of the inclines and further outward expansion from the city’s center, more of the wealth population began to move further out, making the West End a less desirable location. Planners and housing officials followed commonpractice of the time and attempted to disperse the populations through the development of racially-segregated housing. In 1938, the Cincinnati Metropolitan Housing Authority completed the Laurel Homes project. 30% of the 1,039 units were available to African Americans. This project was followed up by the development of Lincoln Court apartments,

providing 1,015 units offering a small percentage to the black population. These were two examples of the few racially-integrated housing projects prior to the major physical alteration of the neighborhood in the 1950s. In the 1950s, the West End neighborhood was greatly influenced by the construction of a new expressway, which would later become Interstate 75. The neighborhood had once been a successful middle-class, predominantly African-American neighborhood, but with the intrusion of this new, massive infrastructure, it was transformed into a destination for many poor African-Americans moving to the city from the South. The Cincinnati Metropolitan Housing Authority (CMHA) had proposed to develop more affordable housing for the remaining low-income residents, however Cincinnatians opposing racial integration or those of other ethnic backgrounds living within close proximity of them played a key role in blocking the success of this development scheme. The small percentage of affordable housing that was actually completed was quickly flooded with low-income

minorities, while the rest of the housing development within the city was focused on single-family housing, like the rest of the country. In the 1960s, the city of Cincinnati utilized federal grants to demolish high-density public housing. These actions displaced a great amount of people in the West End, due to its high concentration of low-income residents. The three blocks of homes on Dayton Street, between Linn Street and Colerain Avenue, were given a historic designation to save them from being destroyed along with many other buildings within the area. Most of these homes sold

Figure 1: A painted ceiling, in the living room, photographed in the Dayton Street home of Sharon Cook and Jim Weithofer in the West End Saturday, August 3, 2015.

to The Miami Purchase Association for rehabbing and resale. With the exception of this small district within the neighborhood, many residents continued to be displace contributing to a steady population decline. â&#x20AC;&#x153;The West End was home to just over 40,000 people in 1960, and had dropped down to approximately 11,000 by 2000â&#x20AC;? History and Architecture, 2011).

Figure 2: A backyard in Historic Dayton Street (Source: Dayton St. Historic Preservation Association)

SITE DELINEATION Figure 3: Study Area Boundaries

Our redevelopment project for the Dayton Street District will focus on the part of the West End neighborhood enclosed south of Bank Street, west of Linn Street, north of Poplar Street, and east of Windchell Avenue. Our redevelopment vision area includes the Dayton Street Historic District and it has been expanded to include adjacent southern blocks that share the character and the essence of the Dayton Street Historic District Area. Our efforts will be concentrated in the tracts of Dayton Street which are west of Linn Street as the area on the eastern end of Dayton Street exhibits a distinct range of building massing, uses, character than that of a historic district.

PROCESS

FOR THE DAYTON STREET NEIGHNBORHOOD REDEVELOPMENT

research data

identiďŹ cation of issues

perception of crime

lack of communal spaces

lack of fresh food sources

disinvestment

issues to tackle proposal creation knowledge

experts

community

no signiďŹ cant job opportunities in neighborhood

lack of community services

unemployment

underutilized

lack of fresh food sources

stagnant / low property values

vacancies

large number of buildings in poor conditions

no jobs in neighborhood

vacancies

lack of community services

economic

physical

social

public input

organizations on the ground

case studies

Federal Home Loan Bank

HOME Grant

New Market Tax Credits

E-B5

HUD Choice Neighborhoods

funding

implementation strategies

initiatives

CDBG

Our process was initially envisioned as a 4-step dynamic: preliminary research of the community, identification of issues, formulation of solutions, and implementation of redevelopment strategies. However, after spending time in the community, we found the need to refine and customize the process in order to better serve the neighborhood. The customization of this process resulted in a much more holistic and complex process that could be conceptualized in 8-steps. Research: The team used diverse types of data (Census, GIS spatial, city, & historic information), community information (community members), and experts (faculty and leaders of local organizations) Identification of Issues: We performed a SWOT (Strenghts, Weaknesses, Opportunities, and Threats) analysis and outlined community issues learned from our research. The main issues identified were: perception of crime, lack of communal spaces, vacancies, stagnant or low property values, 9

disinvestment, lack of fresh food sources, unemployment, lack of community services, no significant sources of jobs within the neighborhood, underutilization of land, and buildings in poor condition. Selection of Issues to Tackle: We analyzed the depth of the problems and our resources to select those issues in which our project would have a meaningful and deliverable impact, these issues were: the lack of fresh food sources, the lack of jobs in neighborhood, the stagnant/low property values, vacancies, and the lack of business providing needed primordial community services such as laundromats, restaurants, pharmacies, etc. Proposal Creation + Knowledge: We started to craft physical, social, and economic initiatives for our proposal guided by a long process of gaining knowledge about the neighborhood. These processes were intertwined as we refined several times our proposals as we gained new information about the community and we had to further refine our proposing solutions. Funding: We researched and identified a combination of financial tools in order to make our proposed development a reality. Our funding plan includes using Federal Home Loan Bank, HOME grants, New Market Tax Credits, HUD Choice Neighborhoods funds, CDBG, and we incorporated the usage of E-B5 funding. Implementation Strategies: In this phase we delineate processes that will allow us to apply the envisioned solutions into the local context. Initiatives: We close out the process specifying programs and development projects that will allow us to achieve the desired outcomes for this community.

VISION

FOR THE DAYTON STREET NEIGHNBORHOOD REDEVELOPMENT AREA

“OUR TEAM ENVISIONS THE DAYTON STREET HISTORIC DISTRICT AREA AS A UNIQUE CINCINNATI

COMMUNITY IN WHICH PEOPLE FROM VARIOUS INCOMES, BACKGROUNDS IN LIFE CAN ACCESS A VARIETY OF QUALITY OWNED AND RENTAL HOUSING, BE IT MARKET RATE OR AFFORDABLE: FROM HISTORIC PROPERTIES, TO NEIGHBORHOOD STOREFRONTS, TO THE FULLFILLMENT OF THE FIRST FAMILY HOME.

We see the area as a resilient and unified neighborhood, with attractive public spaces and viable local businesses. A vibrant community, with stable financial standing, and affordable start up costs will be a magnet for private investment and neighborhood entrepreneurial spirit. We envision an inclusive revival of the neighborhood streets where long-standing families have raised their children as new places for the young, the retired, the mother, the professional, the artist, and the student. Its strategic location near regional rail, streetcar routes, highways, significant bike routes, and its proximity to downtown will bring visitors from different parts of the metropolitan area. The district will reconnect its residents with the financial, educational, social, and cultural life of the metropolitan region.”

GOALS AND OBJECTIVES

HOUSING REDEVELOPMENT PLAN FOR THE DAYTON STREET NEIGHBORHOOD AREA

GOAL #1

GOAL #2

GOAL #3

The overarching goal is to re-energize the Dayton Street Redevelopment Area. The following main goals and objectives served as directives for our team to develop the plans and recommendations that will be needed to redevelop and improve the area. We believe that housing is the core of any community, and to improve a community one must first improve the housing situation. Each goal identifies a different facet of neighborhood improvement with relation to the advancement of housing options in the West End. These goals are supported by contributing tangible objectives.

TO CREATE A VIBRANT, STRONG NEIGHBORHOOD USING AFFORDABLE HOUSING AS A BACKBONE It has been proven that strong neighborhoods having attractive environments, diverse housing, and pedestrian infrastructure create increased pedestrian activity, opportunities for economic development and an overall higher quality of life. By outlining and implementing short-term physical projects â&#x20AC;&#x201C; quick wins -,the Dayton Street Redevelopment Area can become more attractive, and can bring in increased investments. Objective 1: Develop a housing strategy that supports and facilitates diverse affordable housing options. Objective 2: Implement short-term (5 yr. period) projects that involve minimal investment, of which have the potential to spur larger financial investment. Objective 3: To rehabilitate & renovate vacant and blighted properties in the neighborhood. Implement adaptive re-use to build on Zada Development Corp.â&#x20AC;&#x2122;s existing efforts in the neighborhood.

DEVELOP AN ATTRACTIVE AND INVITING PUBLIC REALM The public realm needs to be improved to enhance the character of the neighborhood and create pedestrian connections in the redevelopment area. Objective 1: Encourage aesthetically pleasing, equitable design in the construction of new affordable living spaces. Objective 2: Improve selected small spaces into green spots, open space, and greenways.

DEVELOP MARKETING STRATEGIES AND ENCOURAGE FINANCIAL INVESTMENTS The Dayton Street Area is in desperate need of financial investment. Minimal amounts of public money could potentially be the catalyst for large scale redevelopment. Increased economic activity in the district will bring jobs and help make the area a notable destination. Objective 1: Market and promote West End by building on existing assets in order to create a positive, marketable brand Objective 2: Identify future funding options, funding sources, and public-private partnerships for construction of new affordable housing units 13

DATA ANALYSIS

LAND USE, REAL ESTATE , DEMOGRAPHICS, MOBILITY, PUBLIC INFRASTRUCTURE

An in-depth analysis of the area was conducted to identify and prioritize the major prevailing issues. The outcome of the analysis also contributed to the SWOT analysis. Following components were covered for the analysis: LAND USE ANALYSIS: The Dayton Street Historic District Redevelopment Area extends over approximately 69 acres. Analysis of parcels land use classification made available by the Cincinnati Area Geographical Information Systems (CAGIS) show that there are 803 parcels within the redevelopment boundary. The majority of the parcels on this site are classified as vacant (22% of parcels) or public service (17%) sites. The large amount of voids in the neighborhood presents both a challenge and an opportunity to produce necessary change. The envisioned redevelopment area has a significant number of vacant sites currently used categorized by the Hamilton County Auditor for public use. Residential uses constitute the second largest use group within the redevelopment boundary. Single family accounting for 13% of the parcels, multi-family 12% and two family parcels also 12%. The diverse type of housing existing in the area help us get a good start, as a variety of housing options is important for a vibrant community. Nonresidential economic uses, which help ensure

nearby employment, entrepreneurial opportunities for residents, and self sufficiency are found in the redevelopment site in the form of industrial (11%), commercial (6%), educational (3%) and office (<1%).

LAND USE

PARCELS

Vacant

173

21.54

Public Service

140

17.43

Single Fam

108

13.45

Multi Fam

11.71

Two Fam

11.58

Industrial

8.84

Commercial

5.98

Education

3.36

Light Industrial

2.12

Mixed Use

1.74

Unspecified

1.49

Office

0.37

N/A

0.25

0.12

Heavy Industrial

Figure 4: Land Use by Percentage

A simplified land use chart was created in order to analyze the predominant clusters of land uses within the delineated area. This simplified look at the use patterns in the neighborhood revealed that despite the significant number of voids (vacant and public service parcels), the neighborhoodâ&#x20AC;&#x2122;s predominant force was still residential activity. This was later confirmed by residents who identifed the main character of this area as a residential neighborhood, despite the hardships of recent decades

LAND USE Vacant Unspecified N/A Single Fam Multi Fam Two Fam Public Service Education Industrial Commercial Light Industrial Mixed Use Office Heavy Industrial TOTALS

# PARCELS 173 12 2 108 94 93 140 27 71 48 17 14 3 1 803

SIMPLIFIED LAND USE Void

% PARCELS 23.29%

Residential

36.74%

Public

20.80%

Economic Activity

19.18%

100.00% Figures 5 & 6: Land Use Summary Statistics

RESIDENTIAL PATTERNS: A thorough analysis of residential activity in the neighborhood was necessary to understand housing dynamics, strengths, and necessities of this community. The process begun by mapping residential uses alone, finding that there was a desirable housing mix and distribution of residential sites within the neighborhood. The primacy of Dayton Street as an important residential corridor was visible from this initial spatial analysis of the site. A deeper evaluation of housing dynamics was performed by field visits and pre-fieldwork analysis of Google Street View images. This site visits confirmed the degree of disinvestment and vacancies in the residential cores of the redevelopment area. These visits also allowed us to create an inventory of building conditions in our site that was later transitioned into GIS to analyze quality of existing housing.

Figure 7: Residential Patterns

AM I T Y

BRIG H

CO L ER A

GARDE

BAN K S T

T AL

IN AV

N AL GIB SO

N ST CO RN A L

D A Y TO

R ST

§ ¨

I-75 NB

CH AR L

Dayton Street HD Building Conditions

N AL

STO N S T

L AV

LI V I NG

STO N S T

W ES

TE RN

Feet 500

250

LI V I NG

Dayton St Historic District

125

AS HT O

Dayton St Study Area Boundary

AY ST

Y CT

Dayton Street HD Study Area

OTTE S T

R ST

F IN D L

F IN D L A

LI N N S T

AC M E A L

LL E R S T

GAY AL

T AV

PI N K A L

H U LB E R

Good Condition Highways & Ramps Fair Condition Building Parcels Poor Condition

N ST

FR E EM

I-75 SB

AN AV

YORK S T

§ ¨

E ST

R ST

BAYM I

NAEHE

KIM PE L

BRIG H

LU B KE

T AL

NAEHE

HORAC

N ST

WERN E

R AL

PO R T E

CU RRY

PO P L A

R ST

Figure 8: Building Condition Analysis

Site visits also allowed us to identify neighborhood structures by character. The most predominant housing character types in theneighborhood included: • • • • • • • • •

Urban Historic Estates Single Family Historic Single Family Non-Urban Low Cost Single Family Estates with Adaptive Reuse Potential Organic Neighborhood Commercial Mixed Use Mixed Use Residential Storefront Commercial Housing Clusters Small to Medium Scale Multifamily Housing

Figure 9: Building Typologies

DEMOGRAPHIC ANALYSIS: Demographic data is a good source for valuable insights into West End communityâ&#x20AC;&#x2122;s future infrastructure needs, resource allocation, and demand for municipal and other services. For our study area, we decided to focus on the four groups, which are group 1, 2, 3, & 4 in Census Tract 269, as our data sources. Sources: Social Explorer Tables (SE), Census 2010, Census Bureau; U.S. Census Bureau, 2010 Census;

AGE PYRAMID According to Census 2010, the major population in the northern part of West End is concentrated with population children ( <5 ), Youth (15-24) and Middle Age (45-54), which are also our target age groups. The data indicates that there are 213 children who are under 5, 381 youth who are between 15 and 24, and 363 middle age who are between 45 and 54. HOUSEHOLDS According to the Social Explorer Tables (SE), Census 2010, there were 2,233 people who lived in the Figure 10: Age Pyramid north of West End. Among the 2,233 people, 734 were children or grandchildren, which is 32.87% of the area. The data shows that there were 1,119 households, while the non-family households covered 61.9%. There were only 426 family households including single-family. So the results reveal a serious situation in the north of West End that there were 2 children per family households, and 75.58% children lived in single-families.

Figure 11: Housing Demogrographics Illustrated

DAYTON STREET IDP

Figure 12: Employment Statistics in Area

ECONOMIC SITUATION To better understand the economic situation in the study area, we conducted some basic information analysis on data from U.S. Census Bureau, 2009-2013 American Community Survey 5-Year Estimates which covered employment, occupation and income levels. EMPLOYMENT The estimated population was 1,451 in 2013, which decreased by 782 people compared to the data in 2010. While more than half people were not in the labor force, only 446 people got jobs in 2013. Overall, almost 63% of the people were unemployed. OCCUPATIONS According to the data, with high unemployment situation, most people who got jobs in north West End work as low-skill workers. The top 2 menâ&#x20AC;&#x2122;s jobs are construction (30.4%) and manufacturing (25.6%). And the top 3 womenâ&#x20AC;&#x2122;s jobs are health care and social assistance (26%), retail trade (25.1%) and accommodation and food services (20.5%).

Figure 13: Occupation Analysis

INCOME The households whose annual income is lower than $ 10,000 is close to 50% of north West End. And the average estimate per capita of the north West End income in 2013 was $12,977, which is way less than the U.S. average income ($51,017/year ) in the same year. Hence extreme poverty is prevalent in the area. VEHICLE OWNERSHIP By looking at the data from U.S. Census Bureau, 2009-2013 5-Year American Community Survey, there was a high percentage people rented cars instead of owning cars, which also shows the serious poor condition of the north West End.

Figure 14: Per Capita Income by Block Group

Figure 15: Household Income

HOUSING

Figure 16: Household Income Graphed

Figure 17: Vehicle Availability Analysis

In order to understand the housing scenario, an analysis was conducted for the study area based on the most recent American Community Survey Estimates (2013). The total number of housing units in the area was found to be 1728. Out of 1728 housing units, around 350 units are single family detached houses and another 350 are multifamily houses having 20 or more units. Almost 2/3rd of the units are more than 70 years old. The area is part of a designated historic district. However, Figure 18: Resiidency

DAYTON STREET IDP such historic character of the buildings imposes maintenance and preservation costs on the owners. Severe vacancy is prevalent in the area with almost 50% units vacant. The rate of occupancy also fell significantly over the last decade. This problem of vacancy needs to be critically addressed. About 75% of the occupied housing units are rented. Despite high rental demand, there is still 25% vacancy in the area. Out of total vacant units, 1/3rd of the units are available for rent but are not occupied. Only a small fraction of units are available for sale. No units are being used for seasonal or recreational activity. It is evident that a significantly large portion of the units are under $50000 value. Market value in any area determines the overall success for that area. Low market indicates need for revitalization and redevelopment in the area.

Figures 19-26

MOBILITY ANALYSIS: Street Analysis In this project area, there are two main arterial roads-Bank Street and Linn Street. Only two dead ends in this area-Corn Alley and Garden St, which are really short dead ends streets. Grid street pattern connects each part of West End. In terms of traffic flow Bank St is considered to be one the main thoroughfares, including three traffic lanes, and two-side bike lanes between on-street parking. On Dayton Street there are two traffic lanes on Dayton Street with two-side on-street parking. Both streets are heavily lined with trees. Linn Street is the last main thoroughfare with 4 traffic lanes included with off street parking.

second highest traffic count, Central Parkway has 15,614 daily trips. This data shows that our site is surrounded by heavy automobile use, in which potentially, has the opportunity to become a destination itself.

Bus Routes Analysis There are four main bus routes that go through our site. Route 31 connects east to west--Walnuts Hills to Lower Price Hill, in which than travels through Bank Street to Linn Street and heads northeast. Route 27 travels by Bank Street and Linn Street and connects West End, Camp Washington and Northside. Route 49 goes through the east side of West End and heads north by Findlay Street to north Fairmount. Route 67 passes through Winchell Road, which travels far to the northeast tip of Sharonville. Multiple bus routes bring people consistently through the neighborhood, which is a huge asset for the neighborhood.

Figure 27: Street Typologies

Traffic Counts According to the OKI Traffic Counts data, it is easy to notice that the intersection of Dayton Street and Dalton Street has the highest daily traffic counts. I-75 has the highest traffic flow-134,507. With 22

Figure 28: West End Traffic Counts

REAL ESTATE ANALYSIS:

AM I T Y

BRIG H

CO L E RA

T AL

IN A V

N AL GIB SO

PO R T E

GARDE

BAN K S T

N ST

CO RN A L

D A Y TO

R ST

LI N N S T

AC M E A L

LL E R S T

GAY AL

CH AR L

OTTE S T

AY ST R ST

F IN D L

F IN D L A

Y CT

AS HT O

IN CH EL

LI V I NG

N AL

STO N S T

L AV

2015 Market Value per square foot 0.1944 - 1.908 (108) 1.909 - 4.503 (108) 4.504 - 11.39 (107) 11.40 - 20.20 (107) 20.21 - 5342 (107) Market Value Assessed $0 (irregular) (266)

T AV

PI N K A L

H U LB E R

WERNE

§ ¨

I-75 NB

LI V I NG

O TE

STO N S T

Feet

130

Study Area Boundary Dayton St HD Highways & Ramps Building 0 Parcels Lines

N ST

FR E EM

I-75 SB

AN AV

YORK S T

§ ¨

E ST

R ST

BAYM I

NAEHE

KIM PE L

BRIG H

LU B KE

T AL

NAEHE

HORAC

N ST

Zoning The zoning code of the City of Cincinnati was studied in order to understand the zoning implications within the neighborhood. We found that our redevelopment area fell within multifamily zoning districts RM 0.7 & RM 1.2, Commercial Neighborhood Pedestrian sites, and Office Limited designation. Our zoning research revealed that zoning was largely in tune with a neighborhood redevelopment with an urban character. Our desired mixing of of commercial activity oriented to serve a small community was supported and encouraged by the code.

Pricing Analysis of real estate sites such as Trulia.com was employed in order to see prices in current property listings within the neighborhood.Despite of the fact that only a few listings appeared as active within the neighborhood, we were able to learn that land values in the neighborhood were considerably affordable. Open listings ranged from approximately $7,170 to $16,300.

CU RRY

Market Values 2015 total market value data (building and land) from the Hamilton County Auditor was utilized in order to learn more about land valuation in the neighborhood. GIS mapping was utilized in order to obtain the current market value per square foot to see if there were any significant location-based factors affecting land values. The map produced from this analysis concluded that from values per square foot values ranged from $0.19 to $5,342. Significant spatial concentration of higher valued land being located along Dayton Street, east of Coleman Avenue.

R AL

Analysis of market values, prices of currently listed properties, and zoning review was performed in order to better understand the inner dynamics of the neighborhoods in regards of real estate.

260

PO P L A

R ST

Figure 29: Market Value Analysis

Figure 30: Trulia Analysis (Trulia.com)

Figure 31: West End Zoning (Source: City of Cincinnati)

COMMUNITY OUTREACH: In order to better understand the needs of the community, it was essential that the team gather first-hand data from the residents themselves. A questionnaire was developed to assess the opinions of Dayton Street area residents and workers on the types of development that they believed were essential in order to improve the conditions of the district. Questions addressed types of residential properties (attached/detached single family, multi-family condos, apartments, mixed-use developments), proportions of each of these types, and desired commercial and community uses (grocery stores, laundromats, daycares, etc.). The team distributed this questionnaire electronically to key West End organization leaders, as well as conducted in-person interview with some residents within the neighborhood. By analyzing the results from the surveys, it was clear that housing is a major issue that needs to be addressed and that the residents of the area are very aware of this problem. All respondents felt that multi-family housing was more crucial for the district over single-family housing. Most of these people preferred lowerdensity housing, along the lines of attached row houses and condos over high-density apartment buildings and mixed-use developments. They felt that this type of housing was more within the existing character of the Dayton Street Historic District, while large developments would stand out and feel out of place.

Figures 32 & 33: Community Outreach Statistics

As for commercial uses the majority of respondents agreed that incorporation of small, locally owned businesses within the neighborhood would be an important element of any future plans. The current lack of places to purchase food within the Dayton Street Historic District has made it into a food desert, and residents feel that inclusion of more small-scale grocery and corner stores would help to combat this problem. They also stated that a local laundromat would be beneficial to the area, as well as a pharmacy or clinic to provide the residents with fast and easily accessible healthcare options. The team also asked the community members about types of community services that they believed to be important for future development within the Dayton Street District. The most common answer was a K-12 school, closely followed by community or recreation center. Other indicated a needs for a public library, government offices, or a social services center. However, a few of these are located just outside of the districtâ&#x20AC;&#x2122;s boundaries, so respondents did not find them as essential as the aforementioned school and community center.

DAYTON STREET IDP

PUBLIC INFRASTRUCTURE ANALYSIS: “Public infrastructure is what structurally supports our communities. Constructing roads, bridges, water and sewer lines, energy facilities, transportation routes and public features are essential to the viability of a city or neighborhood” (Oregon Metro, 2008). We cannot continue to rely on dated infrastructure that does not serve the same purpose today, as intended nearly 100 years ago. New and creative solutions are essential. As with other public investments, public infrastructure projects should provide for a large public return including quantitative measures such as higher tax revenues and qualitative returns such as stronger sneighborhood communities. Funding which will be outlined further in this plan will derive from pursuit of new state and regional revenue sources, publicprivate partnerships and strategic land acquisition. We urge the city to recognize returns on investment when making public infrastructure decisions in both urban and urban revitalization areas. The city should encourage and facilitate implementation of new public infrastructure technologies to increase efficiency.

equates to 627 intersections per square mile, well above USBGC’s benchmark of 144 intersections per square mile. This shows that the Dayton Street Area is a dense urban environment that should be appropriated with dense urban living opportunities. Transportation is an overlooked element in creating a strong neighborhood supporting a diversity of housing typologies and income levels. The Department of Transportation has stated that 10-30% of travel time consists of waiting. Making stops more comfortable, attractive and safe increases ridership which ultimately spurs economic growth in the neighborhood. Increased shelters, lighting and schedule information will provide for a much more efficient public realm. Urban amenities such as plazas, streetscapes and some civic buildings, critical components of downtown redevelopment efforts are often supported through urban renewal programs and public/private development agreements. Public places such as parks, and playing fields can encourage social interaction as well as active recreation. The two old school buildings acquired by ZADA development provide for excellent opportunities to create aesthetically pleasing public plazas. In the south end, The Findlay Street Neighborhood building currently faces a large empty surface parking lot. This lot has the chance to become the premier public destination in the West End as well as serve civic purposes in the heart of the neighborhood.

Pedestrian paths around circulation networks are a strong component of safety and livability. Pedestrian paths such as sidewalks and public trails encourage the pedestrian to travel freely and safely throughout the neighborhood. The figure above shows the pedestrian sidewalk network in the Dayton Street Redevelopment Area. The neighborhood as city builders often say has “great bones” with an extensive system of existing pedestrian thoroughfares. 98% of the total district block length is bounded by a continuous Water and energy is an ever growing important sidewalk system. 90% of block length coverage has factor in our towns and cities. Currently the been identified by The U.S Green Building Council neighborhood is served by the Greater Cincinnati to be a goal for redeveloping areas. However, most Water Works (Retail Service Area). “Better sidewalks in the area are in great disrepair and should coordination in the planning and installation of be addressed in short term public infrastructure water/energy infrastructure could result in cost projects throughout planning and implementation. savings for developers and rate payers” (Oregon, Metro 2008). There are currently opportunities The number of intersections in 1 square mile is a strong to place new energy and utility transmission indicator displaying the neighborhoods connectivity. systems within existing and planned transportation Higher intersection density is an important factor corridors. However, certain development for increased levels of walking, increased levels of and design codes must be changed to allow public transportation and lower vehicle miles traveled (VMT). The Dayton Street Redevelopment area consist innovation and exploration in new energy sources. of .11 square miles containing 69 intersections. This

DAYTON STREET IDP STREET INFRASTRUCTURE

TRANSPORTATION INFRASTRUCTURE

STREET DENSITY

PRELIMINARY VIABLE LOCATIONS

Figure 34: Public Infrastructure Analysis

Figure 35: Data Conclusions

DATA CONCLUSIONS

SWOT ANALYSIS & ISSUES NEW DEVELOMENT CAN ADDRESS After initial analysis, our team chose to conduct a SWOT analysis. Using existing research, we were able to identify strengths, weaknesses, opportunities and threats in the neighborhood. A SWOT analysis helps a planning effort focus on the area’s strengths, minimize threats and take the greatest possible advantage of opportunities available. Strengths: The Dayton Street “Neighborhood Area” consisting of the national designated historic district as well as surrounding parcels is rich in history with architecturally unique structures. There is an abundance of public services in the neighborhood (17% of total parcels) which offer help to children and adults in need dealing with anything, from employment to health care. There are also a wide range of housing types in the neighborhood, in which the U.S Green Building Council has identified as one contributing factor of a vibrant community. The area has also strong “bones”. Most of the housing stock is still fair quality and the public infrastructure is efficient. 98% of the total block length is covered by sidewalks offering possibilities for pedestrian activity and increased walkability. The area is also dense allowing for a large amount of economic activity to occur. The area contains on average 627 intersections per sq. mile, a value well above the American Planning Association’s benchmark for positive density. Most importantly, the neighborhood has very passionate residents who truly care for their homes and neighborhoods.

Residents may be of different race and income level, but all truly care for the future of the West End. Weaknesses: Recently there has been a decline in rehabilitation and investment. Out of the total amount of parcels in the study area, 22% are considered vacant. Although current land use maps may show a high presence of residential activity, the reality of disinvestment and abandonment is clearly evident. Employment is a large problem in the neighborhood, 63% of the total population is considered to be employed, well above the national average. Research shows that nearly 50% of households in the Dayton street area are making less than $10,000 per year, far less than a $51,000 national annual average. There are high concentrations of dilapidated housing, low real estate values and absentee landlords. There is also no cohesion between development efforts in the area. Multiple groups seem to be at odds with each other, which results in no progress. When residents were asked, one of the highest deficiencies of the neighborhood is the lack of affordable housing options, community commercial uses such as grocery stores and laundromats, and degrading public space. Opportunities: Although the neighborhood has seen decline, there are opportunities for advancement. While residents have strongly voiced their opinions not to become the “next OTR”, The Over-the-Rhine neighborhood still shows an example of how a local distressed community can attract local, state and private investment. The ZADA Company, 29

Figure 36: SWOT Analysis

a real estate firm out of New York City, has recently acquired two vacant schools along Bank Street. They plan to convert these abandoned schools to market-rate rental units as well as ground floor retail. This initial development activity will serve as a spark for regeneration and redevelopment the neighborhood desperately needs. While considered a weakness, high numbers of vacant lands can also be looked at as an opportunity for development. A large amount of land in the area is also owned by the city, something that is beneficial for developers. The city donate these lands and assume clearing/preparation responsibilities for private development. Threats: Gentrification is a highly discussed term these days in our urban environments. Naturally when investment is seen, quality of constructed materials increases and prices have the chance to increase. The ailments of this process have been well documented right across the street in OTR. As a planning team we see no correlation between the development of new affordable housing units and surges of gentrification. There is also a negatively perceived sense of safety in the area. Local residents may feel hesitant at first to visit the area or consider relocation. There has been a stigma of crime in the West End for the past couple decades. However, this is not end all be all. Strong marketing efforts and community efforts can reverse this perception. The neighborhood, as noted earlier, has received minimal investment not just by private developers but from the city as well. This should be considered as a threat if continued. Local community leaders are urged to coalesce and make their presence and most importantly â&#x20AC;&#x153;needsâ&#x20AC;? known.

DAYTON STREET IDP What problems can the new Community Oriented Development Solve? New development can address many existing woes in a community, but is not a one-stop solution. There are problems in any community that simply wonâ&#x20AC;&#x2122;t be addressed by creating new affordable housing options. Issues such as policing and public schools will not directly correlate to this project, however, if successful will potentially alleviate these issues. This development project strategically aims to:

-DECREASE VACANCY -INCREASE THE NUMBER OF JOBS -IMPROVE ECONOMIC ACTIVITY -INCREASE PROPERTY VALUES -ADDRESS DEGRADING INFRASTRUCTURE -FOSTER SOCIAL COHESION -CREATE FURTHER SENSE OF COMMUNITY -SOLVE THE NEIGHBORHOOD FOOD DESERT PROBLEM -IMPROVE THE NEIGHBORHOOD IMAGE -ADD TO AND IMPROVE COMMUNITY FACILITIES

Figure 37: Bank Streetscape Improvements

INFILL DEVELOPMENT CONCEPT THE ESSENCE OF ENVISIONED COMMUNITY IMPROVEMENTS

AM I T Y

BRIG H

CO L ER A

T AL

IN AV

N AL GIB SO

D A Y TO

R ST

CH AR L

EL L AV

500

250

LI V I NG

STO N S T

125

N AL

STO N S T

O Feet

LI V I NG

Dayton St Historic District

Parcels

AS HT O

Dayton St Study Area Boundary

AY ST

Y CT

Dayton Street HD Study Area

OTTE S T

R ST

F IN D L

F IN D L A

Building

LI N N S T

T AV PI N K A L

H U LB E R

Highways & Ramps

N ST

AC M E A L

LL E R S T

GAY AL

AN AV

YORK S T

I-

E ST

R ST

BAYM I

T AL BRIG H

NAEHE

KIM PE L

NAEHE

HORAC

N ST

CO RN A L

D A Y TO

•

N ST

WERN E

•

GARDE

BAN K S T

FR E EM

•

CU RRY

LU B KE

•

The northwestern area, highly visible from the highway, will be a platform to make a statement about diversity through housing types Freeman and Hilbert Avenues will be the cores for neighborhood commercial storefronts, urban living spaces, and jobs in the neighborhood We will build from the existing heart of the neighborhood along Findlay Street where community activites are already happening The areas residential streets east of Baymiller are prime for compact single family living Development will complement the activity expected from two sites being redeveloped, creating momentum to attract funding Transportation-oriented development is ideal for parcels along Linn Street.

PO R T E

•

R AL

CONCEPT FORMATION After gaining in depth understanding of the neighrbohood’s historic background, current social concerns, in-depth real estate, demographic, economic, and physical realities of the community, our team was able to gain a multi-layered understanding of the site. We utilized this valuable information to put together a conceptual plan that would help us capture the desired vision in our plans for infill development for this community. This concept is based on the outcome of our SWOT analysis and more importantly, on the needs expressed by community members, neighborhood leaders, and local experts. In efforts to summarize the envisioned initiatives we sketched out a map showing the main 6 spatial aims of our concept:

PO P L A

R ST

Figure 38: Concept Sketch

CONCEPT EVOLUTION After establishing the desired character and outcomes wished for the neighborhood, we went through a technical process of site selection to decide the sites in which we would recommend infill efforts. This process which considered ownership, use, vacancy, location, and building conditions (explained in detail on the Phasing and Programming chapter), resulted in the identification of 23 clusters exhibiting infill development potential, which we divided into three phases. Our team developed a complete plan for phase I, and will recommend to use the Homerama multi- home-builder approach to develop phase III, and private market development for phase III.

Figure 39: Concept Sketch Illustrated

D A YT O N

NA EH ER

A L

CH AV

U U Y ST

CH AR LO

U CT

A S H T O N

FI N D LA Y

LIV IN G S T O N

D A LT O N

TT E ST

PO PL AR

A L

S T

W ER NE R

FI N D LA

PI NK AL

HU LB ER T

FR EE M AN

YO RK ST

HO RA CE

G A Y

LU B K E

K IM P E L A L

A L

71N

YO RK ST

BA YM IL LE

B R IG H T A L

CO RN AL

AM IT Y AL

R ST

AC M E AL

GA RD EN

K ST

BA N K ST

B R IG H T A L

A L

CO LE RA IN

C U R R Y

G IB S O N

A L

A L P O R T E R

U U

W IL M IN

After using GIS and autoCAD software to plan building massing and heights for structures in development Phase I, the team proceeded to sketch a series of options for the three main clusters giving life to this stage. Public input and our instructorâ&#x20AC;&#x2122;s guidance helped make physical development decisions and figure xx and xxx illustrate the end product of infill development for phase I. As visible through these plans, the sites exhibit numerous desireable characteristics such as accessibility, structure variety, and the desired urban compactness.

Figure 40: Concept Sketch Rendered

PHASING & PROGRAMMING SEQUENCING, SIZE, DEVELOPMENT TYPOLOGIES AND SITE SELECTION

SITE SELECTION After learning about the neighborhood needs by government data, community members, local experts, and our own impressions from site visits the team proceeded with a process of site selection. This process consisted in using GIS overlay analysis to identify concentration of parcels that exhibited low barriers of redevelopment such as already vacant land, public ownership, building conditions, and primacy of locations (Figure ABCD). This overlay analysis resulted in the identification of 23 clusters suitable for development.

Figure 41: Site Selection with Building Conditions

DAYTON STREET IDP Our initial calculations suggested that the full redevelopment of the 23 clusters would require a large number of financial investment that would not be realistically accessible or deliverable for our plans Instead the group identified three stages or phases of redevelopment (Figure F, Q, Z). PHASE I Phase I consists of 9 clusters of parcels exhibiting the most potential as identified by the team. The location of these sites, close to Winchell Avenue and in close proximity from I-75 makes the sites not only accessible but also visible. Changes in these key sites will have an audience of thousands of drivers that use this highway on a daily basis. Furthermore, all the 9 clusters are either facing or within a few feet from METRO bus stops and have advantageous access to the existing dedicated bike lanes connecting to major city bike networks. We identified the NorthWestern cluster of phase I which is located in the intersection of Winchell Avenue and Bank Street. This cluster is envisioned to exhibit a combination of rowhouses (7 units), a medium scale apartment building with 38 units, and xxx townhomes including private two car garages in the rear. Although this site will be widely serviced by public transportation and pedestrian-accessible, inner lots and on-street decal parking will be used to provide a 1 parking space for every unit. The team determined this combination of home styles in order to provide different options for different households needs. We envision the apartment buildings with xx units with an average of xxx sq. ft. to house single occupants and households in early family-formation stages, the townhomes with private garages to attract affordable housing-seeking households with special needs or larger families, and rowhouses with walk-up access to parking to serve young families. A lease-to-own program will allow households occupying the rowhouses and townhomes the opportunity to obtain ownership of their properties which may increase care and maintenance of the properties. The site will be nearby residential amenities as it is in close proximity to xxxxx park located on Bank Street and a few blocks from a Red Bike share station. The Westernmost clusters of phase I located in the intersection of Hilbert Avenue and Winchell Avenue is envisioned to be a mixed use site with ground level units of xxx and xxxx sq ft of office space, complemented by xxx residential loft units on the second and third levels in order to dedicate housing to individuals seeking affordable housing options willing to give up traditional compartment housing for loft-style efficiency units with spaces for low impact creative activities and in close proximity to a bus stop. The site has 18 decal on-street parking spaces. As amenity the site counts with an inner courtyard and a orchard walkway complementing the existing neighborhood community garden located two blocks from the site on Poplar Street and Freeman Avenue. The southeasternmost clusters of phase I contained within Freeman Avenue, Poplar Street, Findlay Street, and Baymiller Street is planned to include commercial sites, a mixed use building, and single family homes with rear parking. The commercial cluster located at the intersection of Freeman Avenue and Findlay Street consists of 4 storefront neighborhood style commercial units with 9 lateral parking spaces.These commercial sites are envisioned to fulfill the desired community-oriented retail services needs mentioned by neighbors in site interviews, by the desired specs for the LIHTC program, and by the desired mixed character for the RM 0.7 multifamily zoning district. Also the sites will make a desirable transition from the nearby CN-P Commercial Neighborhood Pedestrian zoning district located one block north of the site. The single family urban homes cluster consists of 9 detached but compact 2-story urban homes with estimated building footprints of xxx by xxxx and an approximate lot size of xxx by xxx. These 9 single family urban homes will count with two rear parking spaces accessible through Pink Alley. Mechanisms of lease-to-own will be applied in order to give these families the option to own their property overtime, which may result in increased care and maintenance of these units. Unsheltered parking spaces were found to be more appropriate for this cluster due to the topography of the site, to foment neighbor interactions, to maintain construction costs low and secure subsequent affordability of the sites for low income families with needs for larger housing under limited budgets. The southernmost cluster also envisions the conversion of dormant parking space located east of the Sans Montessori building, identified as educational use and owned by xxxxx to be transformed into an unifying community greenspace. The 35

greenspace which is proposed to be divided in 4 areas would include an inclusive multigenerational playground as an outdoor urban gym, an area with grills for neighborhood activities, a site for use by the abutting Sands Montessori facility and an area for a fenced dog play. The center is envisioned to feature a fountain and space for farmer market activity for the neighboring community gardens. Mobile vendor permits will be issued for vendors to provide a vibrant mix of walk-up food options. Neighboring greenspaces already feature a wide vibrant range of community grill outs and neighborhood activities, this site will build on this existing local culture. Finally a mixed use building of xxx floors will exhibit a xxxx sq. ft. of commercial activity to further fulfill the desired and needed community uses delineated by the LITCH program with complementary commercial uses aimed to serve existing residents needs such as a small food store, laundry self services, community retail, neighborhood indoor recreation, and neighborhood health services. The upper levels are envisioned to lodge 38 units of 1 bedroom residential efficiency units aimed to serve low income populations seeking very affordable units. The site which would be 1 block from a bus stop will be well connected and contain 41 residential decal on-street parking spaces including two parking spots for maintenance staff. As a whole, we envision phase I to provide a vibrant mix of housing options for existing populations in the area seeking affordable housing including: families with children, young professionals in entry-level career stages, couples in the beginning stages of family formation, professional single adults seeking compact urban dwellings, artists with needs of proximity to Downtown with low budgets, and senior citizens and special needs households seeking to be near community services and public transit but preferring a neighborhood environment. PHASE II The second phase of the project is recommended to follow the Homerama model to create urban single family housing, also to further strengthen the storefront neighborhood type of activity envisioned by the zoning district CN-P and to create a neighborhood-level greenspace to service the community. The single family activity is recommended for the phase II sites falling south of York Street. For this site we recommend for the city to help facilitate ownership processes that would allow these vacant sites to be delegated to home builders to build compact single family housing clusters of at least 5 xxx by xxx feet units. We recommend for at least 20% of these units to exhibit accessibility features to accommodate disabled, elderly, and special needs households. These units should also have a lease-toown process in order to over time devolve ownership to the families occupying these sites. The commercial site located near the intersection of Dayton Street and Freeman Avenue should aim to fulfill the storefront community shopping character established by the C-NP zoning district. The intent for these sites is not to rely on outside populations but to serve the commercial needs of the community as expressed by residents and as suggested by the LIHTC program literature. Ideal commercial uses for this cluster would be job agencies, laundromats, and fulfilling the list of services indicated as needed by the community and our analysis. The proximity of this cluster to the two large schools to be redeveloped will increase the economic potential for success for these commercial sites. Finally the green space envisioned along Bank Street and Horace Street is recommended to have spaces for neighborhood-level recreational activities. The community is in close proximity to sport-based outdoor recreation areas served by Dwyer Park so this greenspace could be used for outdoor sitting, community congregation, children playground activities, community plays and movie projection, and similar smaller-scale neighborhood activities. 36

DAYTON STREET IDP

Figure 42: Phase 1 Rendering

Figure 43: Phasing and Programming Table

DAYTON STREET IDP

U U

CO LE RA

PHASE III

IN AV

U U UU

GA RD EN

U U

BA N K ST

L A V

U U

N LI

N AV

R ST

FR EE M A

BA YM IL LE

HO RA CE ST This phase is envisioned as one of further consolidating D AY TO N ST the concept for the neighborhood. Three clusters are U U identified for this stage. First, the intersection of Baymiller YO RK ST N AE H ER ST Street and Bank Street contains three buildings identified to exhibit poor conditions. Our recommendation is the U U § ¨ § YO RK S U ¨ demolition of these sites in order in order to redevelop U HU LB ER T CH AR AV LO TT E ST CH AR LO this cluster to better serve the community as a whole. UU U U U U U U FI N D LA Y ST U As a main gateway to the Dayton Street Neighborhood U UU U UU and very visible site from high traffic points long Linn LI VI NG ST and Bank Street the improvement of this site is critical. ON ST We recommend the dedication of funds from financialU U POPL gains from previous stages in order to provide a AR ST U Figure 44: Phases 1,2 & 3. 1=purple, 2=red, 3=green demolition and to servicing the families being housed U W LI BE RT OL IV ER in this site. The potential three households inhabiting Y ST U U ST U Furthermore the clustersU along ULinn street exhibit great U these sites should be proactively transitioned into UU potential for TOD in mixed use shapes with more U Uoutward comparable or improved units within the neighborhood oriented retail activity at the street level, and market and given first choice to occupy the redeveloped units. rate apartments along the upper levels. Finally the cluster The envisioned type of development for these sites are U of poor-condition housing located along Baymiller a multifamily structures, ideally larger than 2 bedroom U Street and Findlay Street is also recommended for demolition and units in order to house families with larger space should follow the previous family transition mechanisms needs. The proximity to the planned greenspace would during its redevelopment into neighborhood commercial sites. make it a prime site for young families with children. I-75 SB

I-75 NB

BA UM AN

D A LT O N

PO P L A

R ST

Figure 45: Phase 2 Rendering

Figure 46: Phasing Concepts

Figure 47: Phase 3 Rendering

DESIGN & DEVEOPMENT STANDARDS DESIGN PROCESS , IDEALOGY AND VISION General Development Standards

Community Commercial Development Standards

In adherence with city code, zoning regulations and design ordinances we are proposing 9 infill sites in the Dayton Street Community Area. All following proposed sites adhere to individual zoning, parking, setback, building type and design requirements under the Cincinnati, OH Code of Ordinances chapters 1405-1429. The following renderings are strictly for visioning purposes only, and should not be viewed as sets of final designs.

Community commercial development will be located along Freeman and Baymiller streets. In total there will be 7 community commercial units consisting of businesses such as laundromats, daycares and grocery establishments. The typical lot for this type of development will be 50 x 90 ft. There will be a 5 ft. front setback, as well as a 25 ft. rear setback depending on which district the commercial establishment is located. Typical units will consist of 3,345 sq. ft. including 1.5 floors and a basement. Entryways will be at street level to cater to pedestrian activity. The average F.A.R for this type of development is .97.

Single Family Residential Development Standards Our team has proposed spacious single family detached homes along Livingston St. as well as townhomes on the western side of Bank St. The typical lot size for single family developments is 0 x 0 ft. The average building footprint for this type of development will be 70 x 20 ft. The single family homes along Livingston St. will consist of a zero-lot line arrangement with 7 ft. side yard divides. Single family setbacks sit staggered at 1, 7 and 15 ft. lengths. The 15 ft. setbacks have been included for accessibility requirements. Every single family detached unit is 2,154 sq. ft. consisting of two stories and an attic. Townhomes along Bank St. will be spacious consisting of two stories accounting for 3,800 sq. ft. Single family detached homes located at site Q will have an elevated entryway of 1.5 ft. from ground level. Townhomes located at site C will have an elevation of 4 ft. from ground level accompanied by a 3 step flight of stairs consistent with the historic nature of the neighborhood. The homes will include 2-4 bedrooms at the discretion of the developer and will include a 28 ft. backyard for parking, patio, and green space utilization. The average F.A.R of single family units in the project site is .94.

Multi Family/ Mixed Use Development Standards The largest portion of development in this project will consist of multi-family apartment buildings as well as mixed use structures. This construction will be present from groundbreaking to full build out due to the construction timeline. Major locations for this type of development are at the northwest corner of the neighborhood along Windchell Avenue and at the southeastern tip of our project site along Baymiller St. Typical lot sizes for this development will be 130 x 100 ft. There will be a 5 ft. setback facing all circulation networks. The typical building constructed will be anywhere from 40,000 to 50,000 sq. ft. Entryways will be located at ground floor for mixed

use buildings, and elevated at 10 ft. for multi-family apartments creating a sense of enclosure and comfort. Units will consist of 1-3 bedrooms consisting on site. 1 parking space will be allocated per unit accompanied by a 47 space parking facility at site B as well as individual parking spaces along the street network. The average F.A.R for this type of development is 2.2.

SITES A-D Sites A-D will consist of 20 1-bedroom, 10 2-bedroom, 8 3-bedroom, and 7 single family row home units totaling 45 residential additional units in the distressed portion of the upper west end. Site A-D was placed in a strategic location along I-75 to attract attention to the neighborhood as a whole. Buildings will be designed according to the Dayton Street Historic District Guidelines. Site A will consist of 3 floors coherent with residents wishes featuring a courtyard and spacious common rooms.

36,498 3 10,498

Figure 48: Sites A-D Birds Eye View

Figure 49: Site A Specs

SITE B Included in this project site is a 47 space vegetated, pervious parking lot that caters to residents and visitors. MR 0.7 zoning designation requires 1 allocated space per dwelling unit. With 45 dwelling units in sites A,C,D, Site B fills this requirements. The parking lot will have an open-grid pavement system helping with storm water runoff and other ecological activities. The parking area will be encompassed by a circular green space as a buffer between street and pavement. SITE C

Figure 50: Site B Parking Lot Rendering

Site C consists of 7 spacious townhome units along Windchell Avenue and Dayton St. The townhomes will be designed in accordance with the Dayton Street Historic Guidelines. The site is compact in nature, which fits well with the high density existing area. Dayton St. is considered to be one of the more affluent areas in the neighborhood. However, as you travel further towards I-75 the existing building stock diminishes in quality. These townhomes along with neighboring sites will give Dayton Street a fresh look.

Figure 51: Sites A-D Birds Eye View Alternate

Figure 52: Sites A-D Parcel Information

DAYTON STREET IDP

Figure 53: Site C Rendering

Figure 54: Site C Existing Conditions

Figure 55: Site C Rendering Imposed

SITE D Site D is located along Bank St. The site will consist of a 3 story affordable multi-family housing complex housing 8 3-bedroom units. The building will be set back 5 ft. from the busy Bank St. and will be located on what is now a vacant lot/ parking lot. This building will also be designed in accordance with the Dayton Street Historic District Design Guidelines. The development includes a rear green space for resident enjoyment. Each 3 bedroom unit consists of 2,000 sq. ft. as well as a 6,473 indoor common space.

Figure 56: Site D Existing Conditions

Figure 57: Site D Rendering Imposed

I-

H U LB E R T

Y W W EX EX SB NB 75 I-

U Q

AS HT O

EL L

Figure 59: Site T Existing Conditions

T F IN D L A Y

ER ST

YO RK S T

B A Y M IL L

GA Y A L

V N A

Site T will consist of 2 buildings totalling 36,671 feet. The images below are strictly for visioning purposes only and should not be viewed as the final design. The buildings will each be 3 stories high consisting of ground floor office space, and 2 floors of 1,000 sq. ft. loft apartments. The site is located along Winchell Ave which borders I-75. In addition to sites A-D, Site T will too serve as visual improvements to the neighborhood viewing from the I-75 corridor. The 2015CAGISstreetcl site consists of a center courtyard, front green space, and Development Clusters a rear tree lined orchard. The current Dayton St HDconditions of the lot are poor. The site currently serves as a â&#x20AC;&#x153;dumpâ&#x20AC;? for trash and debris while playing home to unkept greenery. This development would 1 beinch ideal = for160 the creative feet class as well as low income families that prefer to be within walking distance of the CBD.0The neighborhood is highly industrial, 87.5 175 350 525 Feet however, we see that as an opporunity for local employment and future residential development opportunities.

P IN K A L

LU B

D A LT O N

T ES O W

SITE T

DAYTON STREET IDP

R POP L AR

S ST

Source: Esri, i-c

Figure 58: Sites T-S Parcel Information

Figure 60: Site T Rendering Imposed

Figure 61: Site T Rendering

SITE U One of the biggest concerns we have heard from the community was the lack of community commercial establishments in the neighborhood. Existing residents would simply like a place where they can shop for groceries, have their kids taken care of, and even somewhere to do their laundry. Site U is located in a special zoning designation allowing both residential and commercial types. The site is located along a main arterial, and as of today, is extremely under utilized. Like many other spaces in the neighborhood, the current site is vacant. Vacant sites attribute to a degrading community allowing for crime, litter, and overall disinvestment in the neighborhood. Site U will make up 10,730 sq. ft. and contain 3 community commercial establishments. These establishments will be selected according to the State of Ohio Low Income Housing Tax Credits 2014 Report. Allowable establishments include uses that are deemed “postive” for the community. This area of development will further incentivize future residential construction.

SITE Q

Figure 62: Site U Existing Conditions

Figure 63: Site U Rendering Imposed

Site Q will consist of 8 single-family detached homes along Livingston Street in the southern portion of the site boundary. The below image is a rendering created by the team for the user to “visualize” what type of development is in mind. In reality, the actual construction will consist of 2 additional homes not rendered below. The homes will consist of an average 20x70 building lot and will contain rear space for decking, patios or parking.

Figure 64: Site Q Rendering

DAYTON STREET IDP SITES R & S Sites R and S will consist of a manicured 22,651 sq. ft. public area featuring green space, playground equipment and seating areas. The site is currently an underused parking lot with crumbling basketball courts to the west. The space will serve as a central meeting space for the Dayton Street Area Community as well as the West End in general. Directly bordering the park will be a 2 story mixeduse building containing ground floor grocery establishments. Research has shown that large endeavors tend to fail more frequently, therefore, we have broken down the space into 4 separate units all requiring some sort of grocery use. The ground floor will essentially serve as an indoor market. The second floor will consist of 38 1-bedroom efficiency units perfect for young professionals or aging citizens. With food options directly below them, green space to their left, and center city to their right, this location can serve as a main hub for the West End neighborhood.

Figure 65: Sites R & S Rendering Imposed

HO RA CE

I-75 NB

HU LBE RT

ER ST

L A V

DA YT ON

HO RA CE

ST NA EH ER

CH AR LO

YO RK ST CH AR LO

TT E ST

LI VI NG ST

ON ST

PO P L A

R ST

ES TE RN

PO PL AR

JO H N

W LI BE RT Y ST

Figure 67: Tactical Urbanism Project Locations

TACTICAL URBANISM (QUICK WINS) In addition to new residential, commercial and open space development we encourage local community members to engage in “Tactical Urbanism” projects. The maps above show locations where these projects would excel. Tactical Urbanism is essentially an umbrella term for a collection of low-cost solutions which ideally creates positive public feedback resulting in municipal investment for permanent physical change in the built urban environment. The efforts are not a “one size fits all” solution, but are a framework for flexible responses. City leaders working together with citizens can utilize TU to create a more time/cost effective and distinctive approach to neighborhood improvement. The book’s main message is that improvement of our cities begins at a small scale. Although large-scale investments have a place, smaller improvements allow for a more participatory response to local problems. This incremental, community-based approach provides lowrisk solutions with the possibility of high rewards. Temporary experimentation, typically with low-cost projects, allows cities to produce beneficial results without the need for large investments. This is by no means the main component of this plan, but should be considered.

Figure 68: Tactical Urbanism Precedents (Source: PublicRealm.com)

Figure 69: Tactical Urbanism Precedents (Source: preservationnation.org)

OL IV ER

Figure 66: Area Green Spaces

R ST

PO PL AR

PO P L A

FI ND LA Y

BA UM AN

N ST

HU LB ER T

WE RN ER

I-75 NB

TTE ST

LIV ING STO

FR EE MA I-75 SB

CH AR LO

TTE ST

HO RA CE

FIN DL AY

DA LT ON

§ ¨§ ¨

YO RK ST CH AR LO

BA NK ST

YO RK ST

§ ¨

DA LT ON

I-75 SB

FR EE MA

§ ¨

N AV

NA EH ER

DA YT ON

BA YM ILL

YO RK ST

GA RD EN

R ST

N AV

BA YM IL LE

BA NK ST

L A V

KI ND EL

IN AV

N ST

CO LE RA

PA TT ER SO

KO EB EL

GA RD EN

KI ND EL

CO LER AIN

KO EB EL

Figure 70: Complete Site Plan Rendering

Figure 71: Livingston Street Elevation

DAYTON STREET IDP

Figures 72 & 73: The Gulch Impact (Source: Explorethegulch.com)

THE GULCH - NASHVILLE, TENNESSEE While located in a larger and more dense area within the city of Nashville, The example of how creating high-density mixed-use developments can be more than less-dense, purely residential developments. The development consisted 4,500 multi-family units and over 6 million square feet dedicated to retail

Gulch is a clear financially sound of approximately and office use.

The beginning of development on the project led to the creation of The Gulch Central Business Improvement District (GCBID). Within this district, a $0.20 special assessment fee was placed on every $100 of assessed value of development, and the revenue created from these fees was utilized to provide services to keep the Gulch clean and safe. In April 2013, when the report on this development was compiled, the Gulch was, and is still, in the process of being completed. The development is expected, upon completion to produce a revenue of approximately $8.8 million a year in its General Fund.

PRIOR DEVELOPMENT CASE STUDIES FOR THE DAYTON STREET NEIGHNBORHOOD REDEVELOPMENT

EASTSIDE REVITALIZATION - COVINGTON, KENTUCKY

Figure 74: Covington Impact Summary (Source: Covington.org)

This example of urban redevelopment is the closest to Cincinnati and was undertaken by commonly known developers, The Model Group. The site, like the West End is a variety of scattered, small historic properties, rather than large singular developments require renovation. The homes dated back to around 1939, and were able to utilize low income housing tax credits (LIHTC) to help with revitalization. The redevelopment project also consisted of the utilization of HOPE VI towards the Jacob Price Homes development. Four LIHTC awards were utilized, allowing the Model Group to gain $20 million dollars in investments into the revitalization project. 45 units were rehabbed, and their interior and exteriors were redone to meet historic preservation standards. An estimated $ 40 million of direct output based on this development is predicted and to be generated. Over 400 jobs were created through these efforts as well. This case was comparable to that of the Dayton Street Historic District due to the sensitivity of its aging, yet unique historic buildings, and the possible need to deal with a variety of small properties with varying owners.

IMPLEMENTATION STRATEGY IMPLEMENTATION AGENCY, PRIORITIZATION, FUNDING SOURCES AND EXPENDITURES, PRO-FORMA IMPLEMENTATION AGENCY The entity necessary for implementation of the strategic redevelopment plan would be a private/ public partnership (PPP) between the Seven Hills Neighborhood Houses (SHNH) and a private developer/entity that preferably has done previous low income housing work in the area. This body would be made up of individuals, most of whom would be concerned community members who wish to address the needs and desires of the neighborhood, specifically as they pertain to improving housing stock, local business presence, and transforming the area into a more vibrant community. Members of the body should also include professionals in the planning and development fields. These people would work together to bring in the appropriate businesses and developers that will be able to implement the physical elements necessary for successful implementation of the plans. Examples of similar organizations can be found throughout the state of Ohio, with plenty of them in neighboring communities within Cincinnati. Northside Engaged in Sustainable Transformation (formerly Cincinnati Northside Community Urban Redevelopment Corporation), has been involved in multiple housing-centered projects within the neighborhood. Their main responsibilities include: acquiring blighted and vacant properties, rehabbing said properties, and making an effort to focus on the 52

most critical areas within the community. Some of these properties would be purchased through the City of Cincinnati, or through Land Bank organizations. (HCLRC, Hamilton County Land Reutilization Corporation.) There are more specific legal requirements for such organizations within the Ohio Revised Code. To begin with, in section 761.02, the code states that in order to acquire any unowned property, real or personal, the municipal corporation must prove that the proposed project will be useful to the locality and that it will economically benefit the people of the area, particularly through increased employment. Section 761.03 of the code lists the powers of the organizations, which include: issuing revenue bonds, the ability to enter into contracts and agreements relating to purchased properties, and the right/responsibility to maintain, repair, improve, sell, exchange, or lease said properties. By allotting these powers to an organization that is community driven, people within the Dayton Street Historic District can have the ability to capitalize upon the opportunities and blighted areas within their neighborhood. Utilizing the Seven Hills Neighborhood Houses would allow them to identify specific sites and properties that they feel are necessary pieces in improving their community and work directly with developers to reach their own personally defined goals.

DAYTON STREET IDP

SEVEN HILLS NEIGHBORHOOD HOUSES Seven Hills Neighborhood Houses is a one-stop social service agency offering a wide array of clientdriven services to individuals, children, families, and seniors. Founded in 1961 with the merger of the West End’s Findlay Street Neighborhood House and the East End’s Riverview Neighbors House, Seven Hills has served individuals for 50 years. Seven Hills provides a variety of services to over 3,500 individuals annually. Emergency Assistance, Victims of Crime, Parent Involvement, Senior Center, Youth Development and School Based Programming are among the programs operated by Seven Hills Neighborhood Houses. Each of these programs provides services that are designed to support seniors, struggling families, children and vulnerable youth. In particular, programs are designed to ensure the flexibility needed to offer programming that fit the needs of the targeted population. Seven Hills avoids cookie cutter and one size fits all programming to ensure maximum effectiveness. This is all done in conjunction of it’s true mission “As partners in the communities we serve, we are dedicated to improving the quality of life of our neighbors” This mission is fulfilled by partnering with area schools, organizations, businesses, and community members where strategic programming and services that are tailored specifically for respective communities.” (http://www.7hillsnh.com)

PUBLIC-PRIVATE-PARTNERSHIP The PPP Knowledge Lab defines a PPP as “a long-term contract between a private party and a government entity, for providing a public asset or service, in which the private party bears significant risk and management responsibility, and remuneration is linked to performance” (Knowledge Lab, 2012). Since Seven Hills has contributed to the West End for many years, Seven Hills will essentially be the “public” portion of a public/ private partnership dealing with different aspects of community building that will come along with this new development. The partnership will be based on a DesignBuild-Finance-Operate (DBFO) model where a public owner provides concessions for a private entity who will in turn finance, engineer, construct and operate. Once construction is completed, Seven Hills has the capacity to assume management and ongoing responsibilities for the development. The reason for a PPP is for Seven Hills to harness the expertise that a private developer offers while still maintaining community relations. The Foundation will thus act as a liaison between the residents and the development team. Below is a chart showing strengths and weaknesses of Seven Hills when it comes to acting as the public entity in this development project.

OTHER STAKEHOLDERS IN THE REDEVELOPMENT: Besides the PPP agency, there are other stakeholders that would be playing a role in the redevelopment of the area. Following table explains the role of each stakeholder:

PRIORITIZATION OF SHORT TERM AND LONG TERM ACTIVITIES: Multiple projects occurring simultaneously is the quickest way to improve an urban environment. Many activities build off one another and ultimately provide for a more cohesive neighborhood. However, prioritization of these activities is key. Outlined below are project features that will occur from anywhere from project groundbreaking to 7 years within first construction activity. Activities are listed, explained and prioritized based on catalytic importance. Prioritization The activities previously listed are both short-term and long-term in nature. It is critical to mention that new residential development is the most important part of the neighborhood redevelopment strategy. New residential development of all types will serve as the anchor for all other activities recommended. The housing development process should be the first and last sequenced event in the project area. Prioritization is the key to success. Struggling urban areas should be viewed as blueprints, structural documents that should be followed accordingly.

DAYTON STREET IDP Figure 75: Development Timeline

Housing (0-7+years-On-going): The goal of this effort is to revamp the Dayton Street Historic District with affordable housing as the key component. Both new and rehabilitated units will act as a catalyst for further development of all types in the budding area. It is important to note that affordable housing does not mean subsidized housing. Although we will have a portion of new units for persons below 60% AMI, affordable market rate apartment rentals will consist of all new units in the project area. Due to low real estate prices and high vacancy rates, we predict this to be a lucrative investment for all local and regional investors. We aim to promote socially equitable and engaging neighborhoods by enabling residents from a wide range of economic levels, household sizes and age groups to live in the community. Diversity in the community creates not only a vibrant social life, but a vibrant economy as well. The area median income is a midpoint in the familyincome range for a given statistical area. This is a figure often used as a basis to stratify incomes into low, moderate and upper ranges. A proportion of new rental and/ or for-sale dwelling units priced for households earning less than the area median income. We have analyzed real estate values, vacancy rates, building conditions and ownership and identified areas where market rate rentals, %AMI, and rent to own newly constructed units can interact with the existing neighborhood. In preliminary research we are envisioning 3 story mixed use buildings in the designated areas with

proportionate levels of housing for a wide range of incomes. These structures will build off ZADA’s (NY) recent investment in the northern area of the district focusing on solely market rate for sale units. When adequate housing is intact, a neighborhood can than flourish. Streetscape improvements, parks and civic space, transportation improvements and increased retail are all improvements that can be made with the fiscal and social returns of adequate housing. Sites A-D (3 years) Due to the recent ZADA investment, as a research team, we would like to build on these efforts as quickly as possible. Sites A-D in the northwest part of the neighborhood to the east of Winchell Ave and South of Bank Street will be the first construction activity. The overall construction site will feature 30 new spacious apartments, 7 single family row homes, and 8 large 3-bedroom apartment units. A ground level parking facility will sit in the middle of the cohesive site offering 47 parking spots, serving 100% of residential units. With the close proximity of I-75 this development will also serve as a spark for the neighborhood. As thousands of residents sit in traffic every morning they will observe “something” happening in the West End. This will spark people’s interest and hopefully lead to a repaired image of the area. Sites T & U (1.5 years) To build on this I-75 presence we propose a commercial/office use aspect in addition to affordable rental units. Sites T & U collaboratively contain 17 loft units, 12,000 sq. ft. of office space and 3 different community commercial/ retail units over 10,000 sq. ft. in aggregate.

Figure 76: Process Steps for Infill Development

DAYTON STREET IDP

Figure 77: Winchell Ave Streetscape Improvements

Sites (Q-S) (2.5 years) As the project becomes more invested in the community other uses plan to emerge. Sites Q, R, and S collaboratively contain 8 single family detached houses, 1 22,000 sq. ft. manicured green space, 4 commercial units totalling over 16,000 sq. ft. with a restricted emphasis on community food uses, and an additional 38 1 bedroom apartments. This is the final stage of Phase A. Phase A 1) creates interest and investment in the neighborhood 2) provides new development at a local, cohesive scale 3) attracts jobs and economic development to the neighborhood and 4) houses multiple families and individuals at affordable rates while all celebrating the current sense of community in the Dayton Street Area Neighborhood. Streetscape Improvements (Within initial 1-3 years): Housing is obviously the priority of this development project. Most funds will be allocated to the hard costs of building these structures. However, successful housing development can lead to further smallscale improvements. The pedestrian environment has a powerful effect on the redevelopment of an area. It has been proven that a pedestrian presence is a strong factor in the success of a constructed

place. However, the pedestrian environment needs to be inviting, safe and accessible. Incorporating streetscape improvements throughout the Dayton Street Neighborhood will be a result of the catalytic activity of new housing development. Streetscape improvements will flourish along Bank Street to assist in proposed ZADA development. Bank Street is also a major thoroughfare connecting various bike lanes and public transportation routes. Bank Street is also an entranceway to the neighborhood. Streetscape improvements have the ability to notify the everyday citizen that something positive is happening here, something good is happening in this community. TRANSPORTATION SHELTER AND SIGNAGE IMPROVEMENTS (WITHIN 1-5 YEARS) With the success of housing development in the area, neighborhoods will become livelier, and circulation networks will become heavily utilized. By providing safe, convenient and comfortable transit areas citizens will be encouraged to use public transportation and reduce private automobile dependence. Transportation hubs will be partially covered, lighted and ADA compliant. The various stops will have visible signage displaying bus routes, times and transportation 57

service contact information. On top of transportation signage, signage for pedestrians will also be available. Signage at key locations in the neighborhood will provide the pedestrian with sense of place as well as sense of directions. Simple text like “15 minutes to OTR this way” will be user friendly and effective. Crosswalk Improvements (Within initial 1-5 years): Due to the increased presence of pedestrians, a safer public realm must be created. The state of current crosswalks in the project area is minimal. There is currently no delineation of automobile and pedestrian along all thoroughfares. By placing raised brick crosswalks at strategic locations, vehicle speed can be reduced, walkability increased and aesthetics improved all in one location. Preliminary research has shown that intersections along Linn St. to be the most cost-effective. Utilization of Vacant Space (1-10 years Ongoing): Vacant space that has not been used for housing development should be allocated for open/green space. The allocated space should not be planned in a vacuum, each space should add to a comprehensive network throughout the neighborhood. Green space is both healthy for residents and the environment and should not be taken lightly. There have been multiple studies to prove that

open space and public plazas can raise real estate values as well as induce economic growth. Humanizing Livingston Street (Additional Reccomendation) Livingston Street is underutilized by both pedestrians and automobiles. The street is in close proximity of available public lands that could possibly be incorporated as an elaborate pedestrian area. Civic buildings surround the street, the street should serve as the pedestrian center for kids, adults and employees. With the addition of new housing development to the north, and existing public housing to the south, Livingston street can serve as the “third” place the neighborhood desperately needs. Livingston Street should be closed off to cars, hardscaped and serve as the neighborhood center where residents can shop, socialize and converse, an enticing alternative to desolate street corners. Zoning changes: Although the intent of the CN-P Commercial Neighborhood Pedestrian zoning is to have neighborhood-scaled mixed uses, certain primary uses needed to create a self sustaining urban residential site are not principally permitted by zoning. Eating, drinking establishments as well as day cares and food markets are allowed with certain limitations.

DAYTON STREET IDP FUNDING SOURCES AND EXPENDITURES In total, Phase A will consist of 108 residential units total with 12,223 sq. ft. of office development and over 26,000 sq. ft. of community commercial including a grocery store, and 3 other retail units to be named at a later date. The average cost from the 2015 Low Income Housing Tax Credit Application for a new residential unit is around $145 per square foot. This puts the estimated hard costs of new development at $29,071,974 for Phase A development. When taking soft costs into account (lawyers, architects, legal etc.), the total cost of Phase A for this West End Redevelopment Strategy will cost nearly $35 million dollars. The first rule of development is to make sure expenditures equal sources. The only guaranteed funding option is Federal Historic Tax Credits, because this development proposes new construction, this is not an option. We encourage the city and developer to seek alternate routes of federal and state assistance. It should be noted that every avenue of outside funding is highly competitive. Option 1: Low Income Housing Tax Credits (LIHTC) (11.5% possible funding) The 2015 Qualified Allocation Plan is served by the Ohio Housing Finance Agency whom acts as the housing tax credit agency for the state of Ohio. The program aims to create quality affordable rental units for families that need it the most. The program generates lasting economic benefits through employment opportunities and recurring revenue for state and local governments. The Housing Tax Credit Program (also known as the Low-Income Housing Tax Credit or LIHTC Program) is a federal income tax incentive program designed to increase the supply of quality affordable rental housing by assisting with the financing of development costs. This will be the largest source of funding for development in the West End. Due to the desperate need and sheer cost of the project, we will be pursuing the 9% funding application. OHFA will then conduct a report consisting of market and preservation characteristics, and if selected would advance the project to the final application process. A total of $4 million dollars is available for new rental units in an urban area. The Permanent Supportive Housing Option (PSH) Pool should also be looked at awarding $3,250,000 to qualifying projects in the Cincinnati urban core. LIHTC is very competitive and must meet every miniscule detail to be considered. The decision process is based off a points system where varying developments illustrate how they would achieve several categories to obtain a certain number of points. Points are awarded in categories ranging from community outreach to availability of positive land uses around the project.

Figure 78: Funding Sources

Figure 79: Share of Public and Private

9% Competitive Selection Criteria: Phase A Development, West End Cincinnati Points Achieved: + 10 points - Ten (10) points will be awarded for a plan that, in the opinion of OHFA, comprises a comprehensive outreach strategy that includes opportunities for input and collaboration. + 5 points- a letter from either a State Representative or State Senator. + 10 points- developments in the New Rental Units Urban and Existing Rental Units Urban pools for a letter or resolution from a Mayor or a majority of City Council. Letters must indicate that a majority of support exists. + 5 points- A local non-profit community housing development organization (Seven Hills) or community development corporation that has the capacity to develop affordable housing for the community it serves. The organization must have at least 51% general partnership interest in the ownership of the proposed development. + 5 points- A priority area selected by the mayor as a priority area for development. The city of Cincinnati is allocated 3 designation areas. The Mayor must sign the local priority letter. + 5 points- A minimum of 10% of the units will be occupied by and affordable to households at or below 30% of Area Median Income (AMI) for proposals in Participating Jurisdiction (PJ) areas. + 5 points- Developments located within a 1â &#x201E;2 mile radius of significant economic investment of at least $10,000,000 that will be completed between 2013-2017. Investments may include retail, new infrastructure, or other real estate development. Normal maintenance costs, such as resurfacing roads, will not qualify under this criterion. OHFA may give consideration to developments that are within 500 feet of the required distance. + 10 points- Developments that include HUD Choice Neighborhoods as a permanent financing source. A commitment letter for the source must be submitted with the proposal application. Additionally, the funding from Choice Neighborhoods account for at least 15% of the total permanent financing sources. + 17 points (out of 20)- awarded to proposals with $21,001 credits per unit and above + 6 points (out of 10) - developments within a 0.25-mile linear distance of at least one positive land uses or a 0.5-mile linear distance of at least three (3) positive land uses. + 0 points- Ten (10) points will be awarded to developments that do not have a detrimental land use adjacent to the site of the proposed development. + 5 points- innovative quality & design and family populations. Developments must target low-income family populations and contain a compelling strategy to help families transition out of poverty. Developments must contain a component of creative design such as healthy homes, energy efficiency (over and above what is required for Enterprise Green or LEED certification), or construction techniques that result in cost savings. + 0 points- exceptional development (market rate housing) + 5 points- Provide a memorandum of understanding (MOU) or partnership agreement between the development team and an employer or employers in the area. The MOU or partnership agreement must detail how many employees currently work for the employer(s), the average salary of the workers that would qualify for the Housing Tax Credit development, expected job growth, and how the workforce will be directed to the housing. + 0 points (out of 10)- Preservation characteristics + 13 (out of 15)- proposed developments with $80,001 or above in hard construction costs per unit. 96 POINTS OUT OF 140. (68%) IN ADDITION TO SELECTION CRITERIA PROJECTS MUST MEET DESIGN REQUIREMENTS AND MINIMUM DEVELOPMENT STANDARDS SUCH AS BEDROOM AND COMMON AREA RESTRICTIONS.

DAYTON STREET IDP Option 2: HUD Choice Neighborhood Grant (1.4% possible funding) Choice Neighborhoods Planning Grants support the development of comprehensive neighborhood revitalization plans which focused on directing resources to address three core goals: Housing, People and Neighborhoods. To achieve these core goals, communities must develop and implement a comprehensive neighborhood revitalization strategy, or Transformation Plan. The Transformation Plan will become the guiding document for the revitalization of the public and/or assisted housing units while simultaneously directing the transformation of the surrounding neighborhood and positive outcomes for families “hud.gov”. Previous grant awards have been up to $500,000 accounting for around 2% of Phase A total project costs. Option 3: HOME Grant (5.7% possible funding) “The HOME Investment Partnerships Program (HOME) provides formula grants to States and localities that communities use - often in partnership with local nonprofit groups - to fund a wide range of activities including building, buying, and/or rehabilitating affordable housing for rent or homeownership or providing direct rental assistance to low-income people. HOME is the largest Federal block grant to state and local governments designed exclusively to create affordable housing for low-income households.” (hud.gov”) In 2015 Cincinnati received just under $2 million dollars in HOME grant funding. Option 4: Community Development Block Grants (7.2% possible funding) In 2014 the City of Cincinnati requested $10,134,000 in CDBG funding with $6,692,000 of that sum allocated towards community development. Assuming a generous 40% of total monies were to be allocated to the West End redevelopment strategy we could expect to see around $2.5 million dollars be utilized in the area.

Option 5: Federal Home Loan Bank of Cincinnati- Affordable Housing Program (2.9% possible funding) AHP is FHLB’s largest and most impactful initiative – more than $500 million awarded since 1990, more than 60,000 affordable housing units funded. AHP can be used to fund both ownership and rental projects. Grants are awarded on a competitive basis in one offering each year. Eligible uses include the acquisition, rehabilitation or new construction of affordable housing. Proposed projects are scored based on factors such as special needs, project readiness, income and geographic location. Grants up to $1 million are available Option 6: E-B5 Foreign Investment (5.7% possible funding) EB-5 is a United States immigration program that offers citizens of other countries the opportunity to seek permanent U.S. residency through job creation in the U.S. Congress created the EB-5 Program in 1990 to stimulate the U.S. economy through job creation and capital investment by foreign investors. In 1992, Congress created the Immigrant Investor Program, also known as the Regional Center Program. This sets aside EB-5 visas for participants who invest in commercial enterprises associated with regional centers approved by USCIS based on proposals for promoting economic growth.Under this program, entrepreneurs (and their spouses and unmarried children under 21) are eligible to apply for a green card (permanent residence) if they:Make the necessary investment in a commercial enterprise in the United States; and plan to create or preserve 10 permanent full-time jobs for qualified U.S. workers. The minimum qualifying investment in the United States is $1 million.Targeted Employment Area (High Unemployment or Rural Area). The minimum qualifying investment either within a high-unemployment area or rural area in the United States is $500,000.A targeted employment area is an area that, at the time of investment, is a rural area or an area experiencing unemployment of at least 150 percent of the national average rate. According to the Development Services Agency source that West End is not in the target area. So the minimum investment for each investor will be $1 million. http://www.uscis.gov/ eb-5; As a planning/research team we are estimating a $2,000,000 investment additionally creating 20 jobs. 61

Option 7: New Market Tax Credits (28.66% possible funding) Through the NMTC Program, the CDFI Fund allocates tax credit authority to Community Development Entities (CDEs) through a competitive application process. CDEs are financial intermediaries through which investment capital flows from an investor to a qualified business located in a low-income community. CDEs use their authority to offer tax credits to investors in exchange for equity in the CDE. With these capital investments, CDEs can make loans and investments to businesses operating in distressed areas that have better rates and terms and more flexible features than the market (www.novoco.com). For work with community development entities, investors claim a tax credit worth 39% of their initial CDE equity stake. In 2012, The Cincinnati Development Fund received $35,000,000 to finance real estate throughout the city. Assuming similar amounts are allocated in the future, and West Endâ&#x20AC;&#x2122;s history of lack of monetary funds, we hope to receive around 25%.

Figure 72.2: EB-5 Investment Process (Source: JFLawfirm.com)

PRO-FORMA It should be noted that all financial data has been retrieved for Phase A, the first phase of a 3 phase development project. Financial information for Phases B, and C will be conceived at a later date. The first task in any development process is to acquire land. This is often easier said than done in urban areas. Due to small parcels and wide varieties of ownership, it is often difficult to accumulate large tracts of cohesive land. Luckily our proposed development site is majoritarily owned by the City of Cincinnati whom should feel comfortable selling the land for as little as $1 to the developer for the betterment of the neighborhood and urban core. However, there are certain parcels that are not owned by the city and that will need to be purchased. We recommend that the city cover these minimal costs to incentivize affordable housing developers. Because they will be assuming all the hard costs, it will be helpful to have a tract of land 1) paid for 2) cleared and 3) ready for construction. The total cost of land acquisition for Phase A is $505,760, which is only 1.5% of total estimated development costs.

Using the Low Income Housing Tax Credit (LIHTC) State of Ohio 2014 Report, we were able to determine hard construction costs based on a square footage basis. 49% of total development square footage consists of single and multi-family apartments. The State of Ohio has determined that a cost of $145 per square foot is a good benchmark for constructing new low income housing units. Using this information, it will cost the development team $17,441,325 to build 91 affordable apartment units in the West End. Due to the food desert in the neighborhood, all commercial uses will be focused on community food sources as well as other community commercial uses such as daycare and clothes washing facilities. In total one 16,803 sq. ft. grocery store complex and 3 additional community commercial units totaling 10,739 sq. ft. will cost $2,892,015 to build. Additional costs include 1 office building, parking, single family townhomes and site working/landscaping totaling $29,071,974 in hard costs for Phase A development. It is a rule of thumb in development to apply around 20% of the project's total hard costs in determining future soft costs for the project. These soft costs

Figure 80: Share of AMI Priced Housing Proposed

Figure 81: Development Type by Square Ft.

include architecture and engineering services (5%) leasing commissions (3%) marketing (2%) developer Fees (5%) permitting and legals fees (3%) and contingency costs (2%) totaling $5,813,394 in soft costs. These two cost allocations total up to a total project development cost of $35,392,128. As we have discussed before, because this is a low income community, the project is eligible for multiple local, state and even federal assistance. The descriptions of these routes of funding can be read earlier in the report. Utilizing Low Income Housing Tax Credits (LIHTC), HOME grant funding, HUD Choice Neighborhood Funding, Community Development Block Grants, Federal Home Loan Bank Funding, New Market Tax Credits and E-B5 Foreign Investment Funds we are eligible to receive $21,982,600 worth of financial assistance. It should be noted that none of these sources are guaranteed and are highly competitive in nature. However, due to the recent decline and state of the West End Neighborhood, the project has a competitive chance to receive as much money as possible. This financial assistance makes up 63% of total project development cost. The amount of income spent on rent for a 50% AMI 1 person household in the Cincinnati Metropolitan Statistical area is $660. 58 Units or 53% of units in this project are priced for 50% AMI residents. The average amount of rent spent each month for a 80% AMI household is $1,089 dollars. This price range is affordable for an additional 27 or 25% units in the development project. A total of 78% of units in Phase A are priced for families up to 80% AMI considered to be â&#x20AC;&#x153;low-incomeâ&#x20AC;?. It should also be noted that these

statistics are gathered from the 2014 HUD income reports for the metropolitan region as a whole, and that if the West End was looked at individually, the amount of affordable units would be much higher. Based on local apartment, commercial and office space studies we are projecting an annual revenue of $2,004,460, calculating on a revenue per square foot basis. If we plug this into our cash flow analysis and incorporate standard 7% vacancy reductions, and 30% operating expenses we plan to be in the black as early as the second year of construction. By 2030, Phase A is expected to accrue a total revenue of $7,744,559 making up nearly 60% of the developers/banks initial investment. The developer is expected to see a profit in this low income housing development project as early as 2035, a return investment seen after the first 20 years of occupancy. 65

INFILL DEVELOPMENT PLAN

CONCLUSIONS & RECOMMENDATIONS

FOR THE DAYTON STREET NEIGHNBORHOOD REDEVELOPMENT

The Dayton Street Neighborhood Area requires both future financial and social investment. This report has identified several funding sources, however, should not be considered an exhaustive list. The Dayton Street Neighborhood Area Infill Development Plan has identified current issues in the project area and has created solutions to address these existing tribulations. New affordable housing is the main objective of this undertaking. Our analysis has quantified challenges and has begun to lay a framework for future infill development. In addition to new residential structures and physical improvements, the plan aims to increase the image of the West End neighborhood striving to make the once vibrant neighborhood an attractive residential community. We have addressed the neighborhood’s needs, however, tough questions remain as the neighborhood moves forward: • Will the city commit to financial investment in an area that has received very little in past decades? • How does the project continue to appeal to investors? • Will the project be competitive in receiving recommended funding strategies? • Will crime continue to plague the neighborhood? • How can government further realize the ills of the West End • How can we most efficiently guide public investment decisions to strategically target limited resources?

With current outside investment in the area, the time is right to improve the Dayton Street Neighborhood Area as well as the West End as a whole. Action is needed by local leaders, city officials and local residents to make this plan a concrete reality. We further recommend: • Implement quick wins utilizing tactical urbanism techniques such as low-cost, high reflectant paint to create a visible neighborhood multi-modal circulation network. The paint will serve as a directional device as well as an aesthetic improvement. • Construction of partially covered, well-lit bus shelters at existing bus stops to promote public transportation ridership • Utilize abundance of vacant lots in the neighborhood, reuse for positive community purposes • Increase connections between the West End and the Central Business District • Create and implement marketing initiatives to further advance the overall image of the West End such as signage and social media • Create and host future neighborhood events increasing social cohesion • Continue to invest in community commercial establishments in order to eradicate the current food desert as well as a lack of current community needs. • Promote historic preservation with adaptive re-use of historic structures specifically at XXXX • The city should pursue additional strategies to attract developers such as tiered impact feeds, expedited development review, eased parking requirements, revenue through naming rights and advertising, designating the area as a special assessment district, and adopting flexible zoning codes 67

REFERENCES Cincinnati Museum Center. “Cincinnati Metropolitan Housing Authority.” Last modified 2015.Accessed October 15, 2015. http:// library.cincymuseum.org/aag/history/cmha.html Dayton Street Neighborhood Association. “History & Architecture.” Accessed October 10, 2015. http://www.daytonstreethistoric. org/history-architecture-2/ Dempsey, Ned. “Regional Infrastructure Analysis.” Regional Infrastructure. July 1, 2008. Accessed November 22, 2015. http://library. oregonmetro.gov/files/regionalinfrastructureanalysis.pdf. GEYGAN & GEYGAN LTD. n.d. http://geygan.net/immigration/e-1e-2-eligibility-requirements/i-investment-and-employment-creation/ eb-5-visas/. Gilderbloom, John I. and Wesley L. Meares. “Covington HOPE VI Evaluation, Progress Report:Year Two.” Yearly report presented to Housing Authority of Covington and U.SDepartment for Housing and Urban Development. Covington Kentucky, May, 2013. Lu, Zhang. “An Additional Catalyst for Over-the-Rhine Growth: Immigrant Investor (EB-5) Program.” n.d. Social Explorer. 2003-2015. https://www.socialexplorer.com/. Smart Growth America. “Fiscal impact analysis of three development scenarios Nashville-Davidson County, TN.” Prepared by Strategic Economics, 2013. Sparks, Sarah D. “Still Segregated After 50 Years: A Visit to Cincinnati’s West End.”Education Week.November 21, 2015 Taylor, Henry Louis. “Making the Second Ghetto in Cincinnati.” In Race and the City, 232 – 251. Urbana and Chicago, University of Illinois Press. USCIS. n.d. http://www.uscis.gov/eb-5. “What Is a PPP.” Basics. Accessed November 22, 2015. https://pppknowledgelab.org/ppp-cycle/what-ppp. ZADA Development Group. “Dayton Street Historic District.” Last modified 2015.Accessed October 12, 2015.http:// zadadevelopmentgroup.com/portfolio/dayton-street-historic-district/ “2015 Qualified Allocation Plan.” Low Income Housing Tax Credits QAP 2015. August 13, 2014. Accessed November 23, 2015. https:// ohiohome.org/lihtc/2015QAP-Final.pdf. Model Assistance Provided by: “Rustic Town Homes” Lalalaisketch-Page 40 “Parking Lot” Matty-Page 40 “Studio House Apartments” Paul Wall-Page 42 “Strip Mall 1” Cody- Page 44 “City Neighborhood” Ro- Page 44 “Park” Brendan V.- Page 45