Camp Washington Business District

Redevelopment and Market feasibility

Prepared for: Camp Washington Community Board Inc.

Prepared by: CDDC Inc March 2005

TABLE OF CONTENTS

Executive Summary.....………………………………………….………................... i Strategic Redevelopment and Marketing Recommendations Acknowledgements, Participants..............…..……………………….……........ ii Introduction.............................…….…...........………………………...……………. 2 Summary of previous redevelopment plans, Camp Washington History Market analysis …………………….........................…………………..…….... 10 Redevelopment and marketing analysis, strategies Redevelopment Area Analysis...………………………………………...…....... 15 Focus Areas: Camp Washington Business & Residential Development Sites Recommendations and Future Direction.....................……………………..... 22 Action Plan Table and Phasing General Public Funding Sources & Programs

Appendix: Meeting minutes and agendas Social Areas of Cincinnati

Economic Base line data - Neighborhood Indicators Project Camp Washington Community Board History Survey of Commercial and residential uses Land Use & Zoning regulations

Delinquent parcels Camp Washington Marketing poster Power Point Presentation of Plan. Marketing Points Flyer

2951 Sidney Avenue Cincinnati, Ohio 45225 April 21, 2005 Dear Camp Washington residents and Business owners: The Camp Washington Community Board (CWCB), in conjunction with the Camp Washington Business Association (CWBA), is proud to share with you the final draft of the Camp Washington Business District Redevelopment and Market Feasibility Plan. This Plan would not have been possible without the financial support of the City of Cincinnati. The multi year Plan will provide a framework for future and current residential, commercial, and industrial opportunities. The Plan will also be beneficial as a basis for measuring our goals and strategies annually as we broaden the institutional, civic, and philanthropic partnerships. As part of the ongoing implementation and broadening of funding partners we will continue to update you of the progress made as per the redevelopment and marketing plan recommendations. To that end, please feel free to access the Plan document on www.cddcinc.org and utilize it as a strategic tool focusing on the on the retention, expansion, and new residential and business opportunities in Camp Washington. We will periodically update the Plan based on your input and the latest economic and social trends facing our community. The CWCB values your continued input as a critical element to the success and sustainability of the Camp Washington Business and Residential District. We look forward to seeing and hearing from you and thank you in advance for you participation.

Acknowledgments ________________________________________________________________ Credits: Community Representatives

Paul Rudemiller, President Camp Washington Community Board Joe Gorman, Coordinator Camp Washington Business Association

City staff Mike Cervay Bill Fischer Mary Foote Mark Jones Steve Briggs Adrienne Cowden Camp Washington Business District Steering Committee: Camp Washington Community Board, Inc.

Camp Washington Community Council Camp Washington Business Association Middle Earth Developers: Tim Voss, Jay Voss Resurgence Group: Steve Armsey Robert W. Bugie Sales Co. Camp Washington Chili Camp Washington Hardware Champion Printing Cincinnati Modern LLC (Anchor Building) Cincinnati Pattern Design Resource Center Fifth Third Bank Flatow Riley Inc. Garden Street Iron & Metal Inc. Gastrich Re-Bar Inc. Isadore’s Pizza Intl. Assoc. of Aerospace Workers B & J Jacobs Sheet Metal Kao Brands Leon’s Supply Meyer Tool Micro Metal Finishing Middle Earth Properties Nisbet Brower Parkway Cleaners Premium Apke Carpet Care Progress Supply

Provident Bank Queen City Steel Reliable Castings Sara Lee Foods Schenz Theatrical Supply Spring Grove Manufacturing, Inc. Spring Grove Talbert House Washington United Church of Christ Hal Welge U.S. Chili

Philanthropic and banking partners Greater Cincinnati Foundation Knowledge Works Foundation U.S.Bank Corp Bank One National City Bank, formerly Provident Bank PNC Bank

Community Design & Development Center Inc. Duraid Da’as, Director CDDC Inc. Thomas Clifton, Associate CDDC Inc. Christopher Auffrey PhD., Associate CDDC Inc. Michael Maloney, Associate CDDC Inc. Mincho Petkov, Associate CDDC Inc. Arief Setiawan, Associate CDDC Inc. Collaborators Scott Merusi, Merusi Partners Inc.

Dave Gecks, Ergon Engineering Inc. Dave Schmitt, Esq., Cors & Bassett.

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Executive Summary The Camp Washington Business District Redevelopment & Market Feasibility proposes to strengthen the Camp Washington Business District, residential district, and the manufacturing Industrial Area; create jobs and improve job training for residents; improve neighborhood safety and public services; and improve the neighborhood image and preserve its urban character. The immediate priority for Camp Washington will be to promote business development, retention, expansion, and attraction efforts to strengthen the Neighborhood Business District and redevelopment of the underutilized manufacturing and industrial area. The development priorities for the Camp Washington will be the Colerain Ave. and Hopple street Business District and the corners Colerain and Hopple and of Henshaw and Hopple streets.

The development of the Camp Washington Business District Redevelopment and Marketing Plan (CWBDRMP) that follows was created out of the leadership, commitment, and perseverance of the Community Board, Business Association, Community Council, business and property owners, social service providers, community business interests, and many stakeholders who choose to live, work, and recreate in Camp Washington. Special gratitude goes to the City of Cincinnati’s CNBDU for funding this plan. The CWBDRMP is intended as a framework for redevelopment and marketing opportunities to implement the recommendations outlined within. The recommendations attempt to address the challenges facing Camp Washington by combating disinvestment, business decline, business closings, property flipping, foreclosures, property nuisance, and population loss. The development of the (CWBDRMP) has resulted in four main urban redevelopment and marketing goals for the Camp Washington community: to promote business development, retention, expansion, and attraction efforts in Camp Washington; to strengthen the Business and Residential Districts, and the manufacturing industrial area; to create jobs and improve training programs for residents of Camp Washington; to improve existing public services and safety and to improve the neighborhood image and preserve the urban character in Camp Washington. Thirty years of committed civic leadership, and collaborative stewardship efforts with neighborhood businesses, residents, local officials, has positioned the Camp Washington Community Board as a recognized leader in producing tangible neighborhood change. In order to guide and measure the accomplishment of these CWBDRMP goals, a targeted redevelopment area has been outlined. For each goal we have developed a number of specific strategies that may be used to achieve these objectives. We have also prioritized sites for redevelopment that will ultimately renew the quality of life and economic well-being in the Camp Washington community. The plan also includes information on specific funding sources that may be used to accomplish the goals of the Camp Washington community. Immediate priority has been designated to the goal focused on promoting business development, retention, expansion, and attraction efforts in Camp Washington and to strengthen the Neighborhood Business District. Two objectives to help accomplish this goal will be to strengthen the Camp Washington Business Association and to

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The success of the redevelopment of the Camp Washington neighborhood Business District is dependent on the ability to increase the number of businesses, retain existing ones, create new jobs and facilitate job training programs for the residents of Camp Washington. Enhancing transportation and public infrastructure, creating jobs that build on Camp Washington residents’ strengths, and investing in Camp Washington businesses will improve the work opportunities. Safety in Camp Washington is an important issue to both residents and businesses. Business success in the Camp Washington will improve with more effective law enforcement. Community policing, lighting and fewer “blighted” places.

prioritize the Neighborhood Business District as a targeted Community Reinvestment Areas (CRA). The Camp Washington business Association and the Camp Washington Community Board will be responsible, along with various funders, for implementing the recommendations for the business and residential development priorities. It is recommended that the SPUR and CRA designations are utilized to maximize incentives for investment in the community and link these areas in Camp Washington to the Community and city wide redevelopment Brownfield efforts. More specifically, the first three to five years of the Camp Washington Redevelopment and Marketing effort will focus on redevelopment, relocation, adaptive reuse, and business expansion projects in the extended business district (defined as Colerain Ave. between Township and Monmouth streets). Projects include completion of the development on the north corner of Hopple and Henshaw Streets for the 5th 3rd Bank branch office and retail businesses; replacing the current vacant lot with over 20,000 square feet of mixed retail; completion of the sixty unit upscale industrial loft development by the end of 2005; completion of the acquisition and rehabilitation of the seventeen market rate residential properties by the end of 2007; the projected full investment of over $ 22 million primarily by local businesses and property owners by the end of the five year period. Camp Washington businesses and residents face a number of employment barriers that could diminish with proper training and improved access to transportation and available housing. The joblessness rate of 64 percent requires the creation of new job opportunities in Camp Washington that build on the current strengths of Camp Washington and the city’s labor resources could create meaningful employment in Camp Washington as well as foster neighborhood business development for goods and services needed by Camp Washington businesses and residents. Given that 65 percent of the Camp Washington population is between the age of 18 and 59, it is important to invest in the Camp Washington employment challenge. Fostering a strong work ethic and continued education, retraining and career objectives in Camp Washington employees and residents could be accomplished by utilizing the city’s and University of Cincinnati small business development and work force development programs. Another integral component of the CWBDRMP Plan is to improve existing public services and safety throughout the Camp Washington. Several business owners reported that safety and security is a concern for them mostly during third shift. Business owners also reported that neighborhood appearance is a concern for them, therefore strategies for improving the physical appearance in the Camp Washington are also outlined in the plan.

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Maintaining density, renovating and restoring the vacant and underutilized properties, and establishing and grant based facade program will improve and preserve Camp Washington’s urban character. The Camp Washington Business District Plan is the result of extensive community partnering, data collection, and research on the needs of residents and businesses in the Camp Washington neighborhood.

Improving the neighborhood image and preserving the Camp Washington urban character will contribute to the quality of life of the current and future Camp Washington residents and businesses. Creating an identifiable positive image of the Camp Washington neighborhood and developing a pedestrian friendly environment will help accomplish this goal. Developing the future gateway to Camp Washington and the Uptown communities should be implemented through a direct partnership with the Uptown Consortium based on current interests to do so. It is recommended that these and other strategies are further developed in future urban design plans. The goals, objectives, strategies, and development sites adopted in this plan are the result of many phases of research and community forums with the Camp Washington Businesses Steering Committee. The Camp Washington Plan is based on an analysis of the Camp Washington neighborhood; a real estate market analysis; feedback from focus groups of Camp Washington businesses; Community Board and Business Association; and site surveys of all properties within the targeted redevelopment area. In addition, population data on demographic patterns and employment were consulted, and all relevant plans from various city departments (including the Social Area Analysis, Neighborhood Indicators Project) were reviewed and incorporated where appropriate. The final recommendations and results of the Camp Washington Business District Redevelopment and Marketing Plan were presented at the April 20, 2005 meetings with the Camp Washington Business District Steering Committee and the Business Association. The Camp Washington Business Association and Community Board in partnership with the City of Cincinnati recognize the need to implement the recommendations in this plan and embark on the development of the Camp Washington Urban Renewal Plan as the next step to addressing the specific manufacturing and industrial needs and future strategies.

Introduction The Camp Washington Business District Redevelopment and Marketing Plan is intended to serve as a targeted implementation framework for the Camp Washington residents, business owners, and civic associations. Past plans of Camp Washington have been summarized and the recommendations are included in the 2005 plan. The three major categories of redevelopment as established in the redevelopment plan are: Residential rehabilitation, adaptive-reuse and new construction, Business district development including retention and expansion, and manufacturing and industrial development, which includes retention, expansion and relocation. The target area for redevelopment (See map) according to the three categories is delineated as follows: The area for Residential Rehabilitation, Adaptive-reuse and New Construction consists of:

a. The buildings and parcels on both sides of Henshaw, between Rachel on the south and Hopple Street on the north.

b. The two blocks of buildings and parcels on either sides of Henshaw, between Stock on the south and Bates on the north.

c. This area also includes the buildings on Colerain Ave. currently under contract by Middle Earth Developers planned for adaptive Re-use to include 60 units of loft apartments, located at the corner of Colerain and Monmouth Streets.

The area for Manufacturing and Industrial Development consists of:

a. The seven blocks of industrial buildings and the respective parcels confined by Spring Grove Avenue on the West, Colerain Avenue on the East, Alabama on the south, Brashears on the North and by the Interstate on the North East.

b. The small block of buildings with the Sassafras on the South, Colerain on the West and the Interstate on the north-west.

c. The properties of Spring Grove realty LLC on the west of Spring Grove, between Monmouth and Arlington, as well as on the east side of Colerain, at the corner of Sassafras and Colerain Avenue.

d. The properties on the north west side of Arlington and corner of Spring Grove and Arlington owned by Micro Metals are considered functionally obsolete for their current use. Micro Metals owners are moving forward with relocation options within the Camp Washington area in the next 6-12 months.

e. The property on the corner north east corner of Spring Grove and Brashears is currently under consideration for the expansion of the Reliable Castings manufacturing facilities south of their existing property.

The area targeted for Business district development consists of:

a. The two block area on either sides of Henshaw, with the Hopple Street on the south and Stock on the north. The South side of Hopple and Henshaw are also part of the target area. (See redevelopment area map)

The redevelopment and marketing recommendations portrayed in the plan address issues dealing with development opportunities, zoning, circulation, parking, image, upkeep of public right –of-ways, city business and economic development incentives to both private businesses and residential owners. Through a partnership and maximization of both public and private investment, Camp Washington will not only be revitalized as a major inner city community but achieves its ultimate potential. (See Survey of properties) Camp Washington occupies a central location, both physically and financially, in the City of Cincinnati. The area has been the industrial center of the City for decades and today remains as one of the city’s largest source of industrial income. The location has always been an advantage to the economic health of the area. Interstate I-75 and I-74 provide the Camp Washington industries with excellent accessibility to both local and regional markets for the various goods and services produced in the area. While the construction of interstates has had a positive impact on the industrial sector of Camp Washington, it has caused a substantial change in the Camp Washington Neighborhood Business District (NBD). Camp Washington NBD was once seen as a strong business community, the center of commerce for the industrial and residential communities. More recently, Camp Washington NBD has been perceived as an economically viable area for reinvestment. As a result of renewed interest by the community, business owners, and City, the perception of the NBD is quickly changing. Some of the advantages of the Camp Washington NBD, such as its central location near a major interstate, and it’s low crime and low density have added to the to the marketability of the NBD. The convenient interstate provides the opportunity to meet the needs of City residents and interstate travelers for access to products and services of the NBD on a 24 hour basis. With the renewed interests and investments currently underway by the private sector, the opportunities that exist and the steps that are being taken in both the community and the city, the future of the Camp Washington businesses and it’s residents looks bright.

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Summary of Camp Washington History_____________________________________ • Camp Washington is located on the eastern side of the Mill Creek Valley

between the West End and Cumminsville-Northside. Camp Washington is defined by - the canal on the east, the Mill Creek on the west, Alfred Street on the south, and the intersection of Spring Grove Avenue and the railroad tracks on the north. This has given the area a more distinct identity. The land on which Mohawk, Brington and Camp Washington are located was purchased from John Cleves Symmes by a number of individuals, some as speculators, and others as settlers. By 1792-1793, the latter had established a small community with a blockhouse. One of the largest landholders there was John Riddle, and the semi-fortified hamlet was commonly known as Riddles station. It was located on the east side of the military road (present day Colerain Avenue) leading out of Cincinnati on a site that is now occupied by I-75, just north of the Western Hills Viaduct.

• The Mill Creek Valley was already an important transportation corridor for roads out of the Cincinnati basin. The Miami & Erie Canal was constructed in 1825-1827 on level ground on the east side of the creek,

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making the valley even more accessible. A typical crossroads business district with taverns, an inn, and a hotel grew up at the intersection of Central and Harrison Avenues in a village that became known as Brighton. By the 1830’s, slaughterhouses were established near Clearwater and Bank Streets and emptying into the Mill Creek. Across the canal at the foot of the rugged hillside, a small residential community known as Mohawk developed. In the 1840s, speculators started subdividing property in this vicinity, which was within fairly easy walking distance of Cincinnati. In 1849, the city annexed Mohawk and Brighton as part of the special road district of Mill Creek, and development accelerated. Small factories, breweries, and meatpacking houses were set up, particularly near the canal. While new homes and commercial buildings were being erected in Mohawk and Brighton, that part of the valley immediately to the north remained largely undeveloped. The availability of large tracts of land in this area attracted activities that required substantial space. During the Mexican War, an army camp was set up about midway between Brighton and Cumminsville. Known as Camp Washington, this site was the muster and drill grounds of the First and Second Regiments of Ohio Volunteer Infantry. The camp was broken up in 1848, but the name remained in use.

• Camp Washington was also the site of the first Ohio State Fair in 1850. When the city of Cincinnati needed construction sites for two very large facilities – the House of Refuge (1850) and the Workhouse (1866) – it chose Camp Washington, even though the area was not annexed until 1870.

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• During the second half of the nineteenth century, new transportation routes were run through the Mill Creek Valley. The Cincinnati, Hamilton & Dayton Railroad (CH&D) was built in the early 1950s, and a horse car line between Brighton and downtown began service in 1859. In 1861, a new road, Spring Grove avenue was built from Brighton to the large cemetery beyond Cumminsville; six years later, the Cincinnati & Marietta rail line was laid directly through Brighton and Camp Washington. The combination of railroads and available land brought the livestock and packing businesses to Camp Washington.

• As the land around the slaughterhouses of Brighton and the Deer Creek

Valley became more developed, these plants, with their offensive sights and smells, were unpopular neighbors. Also, the owners of firms engaged in stockhandling, slaughtering, meatpacking, and by-product processing saw a need to consolidate their operations. In 1871, the Union Stockyard Company was organized to set up a more efficient centralized stockyard complex. By 1873, this organization had set up a large stockhandling facility in Camp Washington. By the 1880s, almost all of Cincinnati’s slaughterhouses and many of the packing and processing companies had relocated near the Union Stockyards. A number of manufacturing firms also began relocating there. Some of these plants were new establishments, but many were older firms that left the riverfront or the West End to build larger or more modern facilities. The growing industrial activity attracted working class residents, many of them recent immigrants from Eastern Europe. By 1910, Camp Washington was a predominantly lower middle-income community with 10,000 to 11,000 inhabitants.

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• By 1930, Camp Washington had more than 11,800 residents, and Mohawk Brighton had several thousand. The people and industries in the Mill Creek Valley suffered during the Depression and were hit hard by the flood of 1937. In the 1940s, the number of companies and the population declined. Although defense work during World War II and the Korean War revitalized some companies, many of the meatpackers closed or reduced their operations. Other plants moved out of the valley, seeking more up to date or spacious quarters. At the same time, many of the residents began moving to newer suburbs, particularly those in the western hills area.

• Camp Washington was affected by the construction of the I-75

expressway during the late 1950s and early 1960s. Housing and factories were demolished as the road was built. Although the highway did not cut directly through Camp Washington business district, enterprises in both areas increasingly suffered from the competition of new shopping centers, lack of parking, restricted access, and population decline. In 1970, Camp Washington had only 3,147 residents, and by 1980, the number had fallen to 2198.

• City governments’ primary hope for improving conditions in Mohawk,

Brighton and Camp Washington was industrial development. As early as 1948, the Metropolitan Master Plan had described these areas as “deteriorated” and predicted that they would change from mixed residential industrial districts into a region of warehouses and factories. It was not until 1948, however, that the City Planning Department created a detailed industrial development plan for any of this area, and then covered only Camp Washington.

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• As of the late 1980s, the hoped-for major development projects still had not begun, but this section of the Mill Creek Valley, while a troubled residential area, remained an important industrial district with approximately 200 different firms employing more than 7,000 workers.

Bibliography: Giglierano, Geoffrey J., Overmeyer, Deborah A., Propas, Frederic L. 1988. The bicentennial guide to Greater Cincinnati : a portrait of two hundred years. Cincinnati, Ohio : Cincinnati Historical Society.

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Summary of previous redevelopment plans ___________________________ Camp Washington Neighborhood Community Plan (May 1981) The Camp Washington Planning Task Force commissioned this plan with the basic motive of reconciling and strengthening all three of Camp Washington’s basic land uses; namely, housing, neighborhood business district and industry. The development Plan includes:

• Zone changes in the Land Use Plan • A Circulation Plan that focused on • A Parks and Recreation Plan with the following major posed projects • Human Service, Education and Safety Plans that focused on

The Community Plan also emphasized the responsibilities of the organizations operating in Camp Washington:

• Camp Washington Community Council: Forum and action body for neighborhood residents.

• Camp Washington Business and Industrial Association: Forum and action body for neighborhood business district and industrial sector.

• Camp Washington Community Board Inc: Coordinates actions of various neighborhood groups and social services.

Camp Washington Urban Design Plan (February 1985) The Department of Neighborhood Housing and Conservation of the City of Cincinnati commissioned this plan to establish proposals and policies for the rejuvenation of the commercial business district and residential areas in Camp Washington. The key implementation strategies of this plan were:

• Widening and Redevelopment of Northeast and Northwest corner of the Hopple Street and Colerain Avenue intersection.

• Washington School Development with both public and private money. • Façade improvement with the help of City of Cincinnati’s Façade Improvement

Loan Program. • Streetscape improvements with Community Development Block Grant Funds. • Improvement of Colerain Avenue/Henshaw Street parking lot. • Commercial Infill on Colerain Avenue and Hopple Street. • Creation of marketing strategy for businesses. • Maintaining the appearance of both private buildings and public right-of-way.

Finally, the Plan provided a legal framework to carry out the process of implementation in an efficient and feasible way.

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Goals of the Redevelopment and Marketing Plan The Camp Washington NBD Community and City staff members developed goals regarding community, business, zoning, residential, parking and vehicular/pedestrian circulation. The community, in general, established goals which would make Camp Washington NBD attractive to the market that their businesses serve and to new businesses who, after seeing the potential in the Camps NBD, would locate in the Camp Washington NBD. The following is the list of goals and objectives that were developed. Community Goal Encourage the economic development of the Camp Washington Neighborhood Business District. Objectives

1. Capitalize on Camp Washington’s proximity to I-75 2. Capitalize on the interface of commercial, industrial and vehicular population to

create a healthy local economy. 3. Improve the image of Camp Washington by the removal of blighted conditions

and buildings. 4. Create a recognizable image of Camp Washington. For example “The Camp That

Never Closes” Business Goal Retain the existing businesses in Camp Washington, and increase Camp Washington’s attractiveness to businesses and consumers. Objectives

1. Mount an effective promotional marketing and sales campaign to attract new and relocating businesses/industrial interests to Camp Washington’s NBD.

2. Attract business that desires a 24-hour operation in the northern quadrant of the plan area.

3. Alleviate conditions which have a negative impact on the potential of Camp Washington’s merchant, i.e. parking, litter, etc.

4. Encourage the expansion of retail functions to enhance the economic health of Camp Washington.

5. Attract a limited number of businesses which provide basic neighborhood requirements such as those listed in the market report.

6. Encourage owner/occupants of existing businesses to mount an effective façade improvement program.

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7. Lobby for increased public transportation. 8. Assist the City of Cincinnati in the private and public construction of an attractive

low maintenance streetscape inclusive of street lighting, trees, benches, etc. 9. Encourage property owners to maintain commercial properties in good functional

and aesthetic conditions. 10. Increase convenient off-street parking. 11. Monitor businesses to remain aware of vacancy levels and businesses planning to

move or go out of business. 12. Encourage conformance to the overall design plan creating a physically cohesive

area. Parking Goal Provide sufficient, efficient and safe parking facilities for the neighborhood business district. Objectives

1. existing lots should be shared and made more efficient through improved access and more efficient layout.

2. Businesses should work collectively to provide community parking lots in central locations to alleviate future shortage.

3. Install parking identification signs designed for placement within the business district to make access and entry points clear and visible.

4. Improve existing lots including signage, pavement, lighting and screening. 5. Parking areas should be lighted to encourage usage during the evening hours. 6. Parking areas should be sensitive to existing conditions.

Land Use Goal Assure the neighborhood Business District, residential areas, and industrial areas act as a cohesive and compatible entity. (See Land Use and Zoning map) Objectives

1. Businesses should be grouped together to form a unit of commerce. 2. Industrial areas should be located where loading facilities will not impede

pedestrian traffic. 3. Manufacturing business expansion and relocation within the MG designation.

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REDEVELOPMENT AREA STREET LIGHTS

On Henshaw - Between Rachel and Hopple

•�Sidewalks need minor repairs on one side of the road

•�Lighting inadequate

•�Vacant and undeveloped parcels are cluttered

•�Road needs maintenance

On Colerain – Between Hopple and Stock

•�Side walks present on both sides

•�Side walk on one side is cluttered and needs structural repairs

•�Pedestrian crossings needed at reqular intervals

•�Street lighting needs to be improved

On Stock - Between Colerain and Henshaw

•�Street lighting is non-existent

On Henshaw - Between Stock and Bates

•�Parking needs to be more organized

•�Sidewalks need structural repairs

•�Street lighting can be improved greatly

On Bates - Between Henshaw and Colerain

•�Street Lighting non-existent

•�The park boundary needs definition - sidewalk on the park-side

is missing

On Colerain - Between Bates and Arlington

•�Street Lighting inadequate

•�Sidewalks need repairs

•�Street drains need to be cleaned

•�Park needs improvements

On Arlington - Between Colerain and Spring Grove

•�Street lighting and Sidewalk maintenance are two major concerns

Target Area Analysis

Vehicular Circulation Goal Improve vehicular circulation at the intersection of Colerain Avenue and Hopple Street. Objectives

1. Plan for phased improvements as proposed by the Urban Renewal Plan (Pending) and work closely with the City of Cincinnati, Department of Public Works and Traffic Engineering Department on coordination and implementation.

Aesthetic Goal Storefronts and Facades – Improve the physical appearance of Camp Washington’s existing historic buildings. Objectives

1. The owner/occupant should take advantage of any historical quality by capitalizing on the architecture of the building as a design motif.

2. Exterior building materials should be in harmony with the surrounding buildings in color and texture. Projections should be in scale with the total composition of the building itself.

3. The original architectural elements of a building should be saved when practical. 4. Signage should be designed to be compatible to the existing structure. 5. Covering of a building with materials other than with the original facing should

be avoided. Residential Goal Acquire, rehabilitate, and infill housing developments with in the current residential district. Maintain and increase housing level at its present occupancy/unit level in the SF-2 and the RMX zones. Objectives

1. Encourage owners of existing housing to repair and maintain their properties. 2. Improve the existing vacant and blighted residences. 3. Encourage infill housing to be developed on vacant lots. 4. Improve public environment by the inclusion of landscaping, clutter removal,

sitting areas and pedestrian sealed lighting. 5. Develop a strategic housing and home ownership implementation plan to address

the negative effects of foreclosures, property flipping, and property delinquency.

14

Pedestrian Circulation Goal The sidewalk environment should be improved to make pedestrian use safe, comfortable and inviting. (See area survey map) Objectives

1. Develop strong pedestrian crossing points at major intersections. 2. Encourage entrances to businesses directly off sidewalks. 3. Develop pedestrian connections to and from off-street parking areas. 4. Simplify or remove all unnecessary utility poles, wires and associated clutter. 5. Pedestrian areas should be lighted to encourage pedestrian use during the evening

hours. 6. Develop street amenities to enhance the pedestrian environment. 7. Provide accessible parking lots and sidewalks for the physically challenged.

15

Redevelopment Market Analysis Camp Washington has played a major role in the industrial history of Cincinnati. The area represents a diversified industrial center for the city of Cincinnati having a balance of machine tool production, metal works, heat treating metals, food production, soap production and other products. The Camp Washington growth and stability over the past 30 years has been attributed to its excellent access to area transportation routes, with Colerain, Hopple, Spring Grove and both I-75 and I-74 providing merchants and manufacturers with convenient supply and delivery routes. A key factor to the economic and social stabilization of the area is due in part to the leadership and civic commitment by the Community Board and it’s Business Association efforts. The Neighborhood Business District includes approximately forty businesses containing a mix of restaurants, variety stores, banking and other service related establishments and is the focus of the Redevelopment and Marketing Feasibility Plan. There has been an increase of new businesses by 25 percent since 1990. Their market includes residents that live in the area, residents from surrounding areas, the commuters passing through the area and the commercial and industrial employers. (See map and list of businesses in Apenx.) The success of any business district is dependent on the size of the market area it serves and how the businesses in that district respond to the demands of that particular market. Therefore the economic health of a business district can be maintained or improved by either expanding the market area or by fulfilling consumer demands which are presently unmet. The market study for Camp Washington capitalizes on both of these variables, developing a strategy that would allow the Camp Washington Business District to achieve its economic potential. The Camp Washington Business District and Redevelopment Feasibility plan is intended to assist the Camp Washington Business Association and the city of Cincinnati, in assessing the development potential and in developing a market strategy for the Camp Washington Neighborhood Business District (NBD). General Observations:

1. The analysis indicates that strong development opportunities exist in the Camp Washington trade area. These opportunities are a direct result of almost three decades of commitment by the Camp Washington Community Board to stabilize the increase investment in the residential and commercial real estate market. According to the report entitled “The Social Areas of Cincinnati” published in 2004, the Camp Washington “Neighborhood Status” has continued to improve since 1980 and that the resident population is on the rise as per the 2000 Census data. Although the current poverty level is 36 percent of the total population, the Median family income is higher than most inner city neighborhoods at $25,625. This indicates a higher business and market demand for neighborhood based commodities and services.

16

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Camp Washington Business District Redevelopment andMarket Analysis - Survey of Commercial and Residential BuildingsSource: Cagis 2000

Date: December 2004 0 500 1,000 1,500 2,000250

Feet ±

LEGEND

COMMERCIAL BUILDINGS - 2 6 8 TOTAL BUSINESSES

RESIDENTIAL BUILDINGS - 6 5 6 TOTAL HOUSING UNITS

CAMP WASHINGTON BOUNDARY

REDEVELOPMENT AREA

The data and analysis demonstrates a sizeable potential for 25 different

establishment types in the Camp Washington trade area. The trade area consumer demand and purchasing power are capable of supporting a greater supply of these 25 establishment types than are available in the area.

The recommendations specified in the Business District Marketing Strategy related to the manufacturing and industrial sector should be reviewed and implemented as soon as practical. The future Urban Renewal Plan will compliment this plan. Focus and priority should be given to retention of existing companies and identification of expansion opportunities first and solicitation of new companies second.

2. The vacant and/or soon-to-be vacant manufacturing facilities in the community, properties which are located on the West side of Colerain Avenue between Alabama and Monmouth and between Sassafras and Arlington, are extremely important to the community as a whole and especially to the future expansion of the NBD.

In order that their reuse provide the most positive benefit for the Camp Washington community and the NBD, it is recommended that the reuse of the buildings and/or the land be dedicated to the best use that will enhance the vitality and viability of the NBD and that the reuse would complement the current mixed use developments by Middle Earth Developers and others for commercial and manufacturing with either offices or loft apartments above.

3. Although the population losses in Camp Washington and the surrounding

neighborhoods have had a destabilizing impact on the NBD’s market base and relative health, the current and future resurgence of interest to live, work, and reinvest in Camp Washington indicates a stabilization of the population as indicated by low residential vacancies and housing affordability. In order to sustain and increase the current resident population of 1,611 and stabilize the resident base in the trade area it is recommended that a continuation of the current housing policy be funded and implemented for the Camp Washington area that will focus on the following strategies: acquisition and rehabilitation programs; new infill construction; marketing programs to attract home buyers; establishment of a mechanism for addressing predatory lending, property flipping, property foreclosures, and property nuisance ; and an emphasis on combating the negative effects of inflated HUD Section 8 rental voucher rates and programs.

4. NBD redevelopment efforts should be focused on the section of the NBD along Colerain from Hopple to Township targeting the attraction of establishments which deal in soft shopper goods and personal services. The price lines in the establishments should center on Budget to Moderate with special attention given to neighborhood grocery stores, dry cleaning service, pharmacy, restaurants and local pubs to serve the after dark customers.

18

The types of establishments targeted to this section of the NBD should be geared to serve the captive market place located in the Camp Washington neighborhood as well as the current-future home owners and housing developments on the north and west side of the redevelopment area. These establishments will attempt to attract the new home owners, loft tenants, and households that are both transit dependent and or who will walk to shop and work. The types of establishments are well suited to the size, the type of vacant storefronts and buildings currently standing in the core of the NBD.

5. Implementation of a successful revitalization effort in Camp Washington will

require an organized and energized group with strong and dedicated leadership to develop and sustain a realistic work program for the funding and implementation of the redevelopment effort.

The multi phased approach to implementation is highly recommended as a tool to

monitor and evaluate on a regular basis to address and modify the development assumptions as economic and political trends shift. (See Phasing map and Project table) Diversifying and sustaining long-term partnerships with the funding sources is critical for the economic viability of the district. Redevelopment Strategy The market analysis for the Camp Washington Neighborhood Business District demonstrates both strong potential for new development and strengthening of the existing businesses. The area north of Hopple Street, because of exposure to large volumes of commuter traffic and its proximity to I-75 and I-74 offers an ideal location for auto oriented/24 hour establishments, while the area south of Hopple along Colerain Avenue offers good opportunity for establishments oriented to neighborhood needs. A market driven investment strategy evolved which created the primary focus for the NBD on the north side of the Hopple Street and Colerain Avenue corridor between Hopple Street and Colerain Avenue corridor, between Hopple Street and Township Street. The Hopple Street off ramp is an opportunity for the Uptown institutions to partner with the Camp Washington Community Board in developing and implementing the gateway to the east and west. Preliminary discussions have taken place where by the Uptown Consortium has agreed to look at the potential collaboration. Continued reuse of the vacant warehouse buildings on Colerain Ave. are also another opportunity to partner with the Cincinnati State University and the Uptown Consortium for bio-medical, residential, and academic office space. Complementing Middle Earth’s sixty unit industrial rental lofts with market rate single family homes along Bates Ave. seems to be a natural mixed housing strategy. The Central focus for the Camp Washington Business District Redevelopment Plan is the business center on the northeast and northwest corners of the Colerain Avenue and Hopple Street intersection. Actions proposed within these two blocks include:

19

The plan for the area attempts to take advantage of existing conditions which would reinforce rather than detract from development. Northern Development

a. Completion of the 2,000 square foot 5th 3rd Bank branch and the full redevelopment of the 20,000 square feet of retail within the northeast of Hopple and Henshaw as the gateway project to the Camp Washington NBD.

b. Provide pedestrian paths to and from the corner of Hopple and Henshaw to the

Camp Washington Community and Recreation Center property to the north. c. The recently built Camp Washington Chili to remain located on the northwest

corner of the intersection in and treated as the architectural focus of “Landmark Status”.

d. Wendy’s restaurant should remain located at the corner of Henshaw and Hopple

Street.

e. Parking to accommodate the new uses as indicated on the drawings. Parking should reinforce the idea of the urban open space rather than detracting from it.

f. A pedestrian plaza providing a buffer zone between the traffic on Hopple Street

and the storefronts of the new development.

g. Continued acquisition, rehabilitation, and new infill housing north of Stock Street to Bates Ave. is highly recommended to complete the residential enclave initiated by Camp Washington Community Board Inc.

Southern Development

The area to the south of Hopple Street along Colerain Avenue should be developed to take advantage of the neighborhood/pedestrian markets. Actions proposed within this area include:

h. A new commercial/retail building located south of the Shell Service Station on the

west side of Colerain. The use of this building should be one which attracts new consumers into the NBD.

i. Parking lot located on the west side of Colerain to accommodate new and existing

requirements. A combined lot located behind the proposed infill building would help to solve the parking shortage.

j. Vacant land and vacant buildings to be occupied with proper uses.

20

k. Facade improvements to the existing building fabric, strengthening and unifying

the overall image.

l. Public improvements to reinforce the pedestrian scale and use of this area.

m. Acquisition, rehabilitation, and construction of infill housing is recommended south of Hopple street and east on Henshaw, and east on Rachel street.

n. Street scaping and lighting is recommended on the east and west side of Henshaw

south of Hopple street.

21

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Camp Washington Business District Redevelopmentand Market Analysis - Redevelopment PlanSource: Cagis 2000

Date: December 2004 0 250 500 750 1,000125

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Manufacturing General

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Local Marketing Support Program Much of the impetus to generate business must come from local business, entrepreneurs, and building owners. Effective actions can take several forms; e.g. support of City improvement efforts, web based marketing initiatives, private physical improvement of premises and joint marketing. Coordination of these local efforts can be accomplished through the existing business organization or in some other way, but it is a critical element of plan implementation. The following is a list that outlines the efforts and responsibilities of the local groups. Infrastructure Improvements and Parking Facilities The Camp Washington Business District Redevelopment and Marketing Plan recommends infrastructure improvements and development of public parking lots and the reorganization of existing public and private lots to improve internal circulation. To achieve the objectives infrastructure improvements and parking, local businesses and building owners must be willing to work cooperatively with the city in the development of these facilities. This program, which is designed to mix public and private parking spaces in an effective way, will require that affected owners be willing to grant easements and make timely private improvements that are compatible with the proposed public improvements. As local organizations must take little to the publicly-financed lots and be responsible for maintenance after construction by the city has been completed. (see physical observation and recommendations) New Businesses and Residents The Camp Washington Community Groups such as the Business Association, and the Community Board should act collectively as a marketing agent to retain and attract new businesses and residences supportive of, and complimentary to the Camp Washington Business District Redevelopment and Marketing Plan. Maintenance Camp Washington Community Board should sustain the volunteer activities and increase enrollment and assistance by local groups to have frequent neighborhood clean up events to pick up litter and mow vacant lots and aide in maintaining the appearance of both private buildings and the public right of way. The past 20 years of neighborhood clean up efforts has increased the sense of pride and ownership in Camp Washington. Camp Washington has addressed its crime problems over the past three years with a result 20 percent drop in the crime rate. However the first quarter of 2005 saw a 15 percent increase. This recent rise in crime has raised safety concerns that are already being addressed by the Camp Washington Business Association at an early stage by working directly with the Cincinnati police department and electronic community alert initiatives.

24

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Camp Washington Business District Redevelopment Area - Existing Circulation and Target Area AnalysisSource: Cagis 2000

Date: October 2004 0 250 500 750 1,000125

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LEGEND

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BUILDINGS

REDEVELOPMENT AREA STREET LIGHTS

On Henshaw - Between Rachel and Hopple

•�Sidewalks need minor repairs on one side of the road

•�Lighting inadequate

•�Vacant and undeveloped parcels are cluttered

•�Road needs maintenance

On Colerain – Between Hopple and Stock

•�Side walks present on both sides

•�Side walk on one side is cluttered and needs structural repairs

•�Pedestrian crossings needed at reqular intervals

•�Street lighting needs to be improved

On Stock - Between Colerain and Henshaw

•�Street lighting is non-existent

On Henshaw - Between Stock and Bates

•�Parking needs to be more organized

•�Sidewalks need structural repairs

•�Street lighting can be improved greatly

On Bates - Between Henshaw and Colerain

•�Street Lighting non-existent

•�The park boundary needs definition - sidewalk on the park-side

is missing

On Colerain - Between Bates and Arlington

•�Street Lighting inadequate

•�Sidewalks need repairs

•�Street drains need to be cleaned

•�Park needs improvements

On Arlington - Between Colerain and Spring Grove

•�Street lighting and Sidewalk maintenance are two major concerns

Target Area Analysis

Marketing Strategy Joint marketing through the cooperative efforts of the Camp Washington Community Board and the Business Association along with several businesses is another method for increasing businesses. Historically, small businesses in the neighborhood business districts have acted independently to market their products and services. Generally, these efforts have been very ineffective. A better approach would be for neighborhood Business District Businesses to pool a portion of their marketing budget to actively promote the Camp Washington Neighborhood Business District generally to a larger market area. More creative presentation of business services available in the Neighborhood Business District would also increase business. Development of a joint delivery service and on line web based advertising of the service would help local businesses penetrate deeper into the markets that surround Camp Washington and the City of Cincinnati. The Camp Washington Marketing public relations message and strategies are outlined below: Camp Washington Welcomes You

Residential Development Strategy "A place we call home"

New single family in-fill Historic Restoration Contemporary Renovations Warehouse adaptive re-use for industrial loft apartments Camp Washington Community Board, Inc. – The development corporation since 1975. A stable community to invest and raise a family in.

(See residential acquisition map) Business District Redevelopment Strategy "A safe, convenient place to shop"

In-fill retail Facade program Business retention-expansion Restoration-renovation Camp Washington Business Association represents 140 businesses

Manufacturing & light industrial Strategy "An accessible place to work & live"

Manufacturing relocation Expansion assembly efficiency Transportation Regional workforce accessibility

26

Marketing Strategy "Camp Washington, An Urban Renaissance in the Making"

Affordable homes A safe place to raise a family Convenient access to transportation A great sense of community Prime location to have an affordable business Minutes away from downtown, Northern Kentucky, Southwestern Indiana Close to all cultural institutions The Gateway to University of Cincinnati and hospitals A very active civic community leadership Convenient access to social & recreational facilities Historic churches Camp Washington Community Council Many more assets to share

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Recommendations and Future Direction ________________________________________________________________________ Short-Term: The availability of the properties along Colerain Avenue between Stock and Arlington streets provides the greatest short-term economic development opportunity within the target area. The consolidation and redevelopment of these parcels has the potential to result in the development of more productive, commercial mixed use, modern light industrial, manufacturing, distribution, housing, and service facilities within a cohesive campus-like setting utilizing the park as a focal point. Increased work-place and consumer traffic would have a catalytic effect on area-wide redevelopment and investment in this immediate area. (See target redevelopment map) Long-Term: Incentives that would promote the redevelopment of manufacturing and industrial sites along Spring Grove Avenue and Colerain Avenue between Hopple and Ralston should be considered as part of a long-term redevelopment strategy that encourages the development of manufacturing and industrial parks, and mixed use commercial sites. As new sites and facilities are planned along Colerain and Spring Grove Avenues, there is a potential to accommodate the relocation of existing area businesses that would benefit from larger, more modern facilities, improved access, and convenience. Establishing site control and property assemblage for the prioritized redevelopment projects along Colerain and Spring Grove Avenues is tantamount in controlling the development costs and project feasibility. Applying for funding and conducting Brownfield assessments should be parallel tracked with site assemblage and guaranteeing purchase options in a timely manner Future Direction in planning The Camp Washington Community Board and Business Association are currently cooperating with the City of Cincinnati Community Development and Planning Department SPUR team and the consulting firm to develop the Urban Renewal Plan. The future Plan, with the city’s interdepartmental teams, will focus on contaminated manufacturing and industrial sites, acquisition, remediation and future redevelopment opportunities. Although the Urban Renewal Plan will compliment the Camp Washington Business District Redevelopment and Marketing Plan, several existing manufacturing and industrial business owners have expressed an interest in moving forward and applying for the Brownfield redevelopment funds on a targeted multi site basis. The City staff have agreed to assist the Micro Metals and Reliable Castings owners in being the applicant for the Brownfield Clean Ohio fund as well as the federal EPA Brownfield application. As the Camp Washington Business and Industrial area continues to prosper and grow, additional opportunities and partnerships should be fully exploited. Regional transportation and economic development strategies are highly recommended to

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minimize on the sub urban sprawl and maximize on strategic smart regional growth opportunities. General Funding and Organizational development The successful implementation of redevelopment for the Camp Washington Business District area is dependant upon the ability of the public and private sectors to work together within the framework of a unified vision. This plan is the beginning of a process through which public officials, property owners, business leaders, property managers, housing officials, and commercial development interests should be engaged to consider their position in a revitalized community landscape. The Camp Washington Community Board and Business Association will need adequate funding to manage and implement portions of the redevelopment and marketing plan. Increase in operating funds are key for the organizational capacity to address the current and future implementation strategies. Public sector responsibilities: Strong public leadership and commitment must support the recommendations outlined for the Camp Washington Business District. We recommend that City Planning Commission and City Council be willing to exercise their legislative powers in a pro-active manner to lay the groundwork for the repositioning of manufacturing and industrial property and act as the applicant for all state and federal funding requests. The redevelopment of these sites is critical to creating future development opportunities that would include commercial and residential reinvestment and development along Colerain and Spring Grove Avenues. The realization of the plan could be accelerated by a well-funded, strategic marketing approach an active and on-going project management from within the local community. The Camp Washington Business Association should form a sub committee of an Industrial Council that is on going and could be comprised of property and business owners, or representatives to proactively champion redevelopment of the neighborhood business district and adjacent residential areas and advance the strategies set forth in this plan. City staff could be engaged to provide assistance within the limits of their abilities and respective responsibilities. It is important to point out that land improvement and development projects require preliminary and detailed cost estimates based on accurate field survey, surface investigation, property owner participation, finalized scope, and design, acquisition, demolition and or relocation costs. Costs pending final scope of the project may also depend on private and other contributions, including in-kind and available funding from the City of Cincinnati. In order to capitalize on momentum generated in support of this redevelopment and marketing plan and the public resolutions that are borne from it, it should be actively used in the recruitment of potential private developers and investors. These potential development partners should receive assistance in gaining an understanding of the benefits of public/ private partnering. Strategies that reduce risk to private investors are key to successful redevelopment. Project financing and programs that support start-up

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business are key inducements. Potential sources of investment and business development funding include the following: Commercial Development Incentives:

• Community Reinvestment Act (CRA) loans • Tax Abatements/ Tax Increment Financing (TIF) • Business Improvement District (BID)

BIDs are special assessment districts designed to direct revenues to a variety of supportive services including security, maintenance, marketing, economic development, parking, and special events. Additional information may be obtained from the international Downtown Association at www.ida-downtown.org

• New Markets Tax Credit (NMTC) Program The New Markets Tax Credit Program permits investors (Via a Certified Development Entity) to receive a credit against Federal income taxes for making qualified capital investments. Additional Information is available at : www.cdfifund.gov/programs/nmtc/index.asp

• Enterprise Zone Programs • Job Creation Tax Credits (for companies creating at least 25 new jobs)

Additional information for the above incentive is available at www.cincinnati-oh.gov • SBA 504 Loans • SBA Micro loan Program • Ohio 166 Regional Loan • City SBA Development, small business loan fund • City’s low interest loans tax abatement • University of Cincinnati’s Small Business Development Center

Additional information for the above incentives is available at: www. HCDC.org Community Development Financing:

• Clean Ohio Funds (Brownfield Redevelopment) (Natural resources advisory Council Conservation Funds Development for parks and open space development)

• TEA-21 Transportation Funding • County Municipal Road (MRF) and Local Transportation Improvement

(LTIP) Funds • Community Development Block Grants (CDBG’s)

Eligible Projects include those that (1) benefit low and moderate income communities, (2) prevent or eliminate blight, and (3) meet urgent community needs. Funds may be used for public acquisition of property, demolition, housing reconstruction and rehabilitation, and public building projects including civic and recreational facilities, parks, open space, roadway infrastructure, and streetscape projects.

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Several other financing and economic development mechanisms may be applied toward the redevelopment of market-rate and mixed-income housing. City Staff could be engaged to determine the full range of opportunities. City funding availability is implied in these recommendations. Certain types of improvement projects require private property-owner participation through assessments, modification of utility services, or legislation adoption. Each strategy must secure funding, coordinate with appropriate agencies, and integrate with the surrounding community. Additionally, it may be required that entities be identified to provide operating and maintenance functions for public improvement projects. Land improvement projects require preliminary and detailed cost estimates based on accurate field surveys, subsurface investigation, property owner participation, finalized scope, and design, acquisition, demolition or relocation costs. Costs pending final scope of the project may also depend on private and other contributions, including in-kind and available funding from the city.

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