The document outlines a Downtown Advance plan for Wooster and Medina, Ohio to guide redevelopment. For Wooster, the plan identifies redevelopment opportunities through community engagement and market analysis. It recommends projects like streetscape improvements, converting alleys to greenspace, and developing a downtown park. For Medina, the plan conducted outreach and identified target redevelopment sites. The market assessment found demand for apartments and office space. The plan recommends developing these sites to advance the cities' goals and catalyze continued private investment downtown.

4. Preface

5. PRESENTATION
OVERVIEWHow to you grow and advance Downtowns that
have a distinct sense of place/brand, a solid
vision, and are well organized?
?

6. Don’t do this….

7. Don’t do this…

8. DON’T GET THIS…

9. You will need a bigger
shelf…

10. GO A DIFFERENT
DIRECTION

11. THE SOLUTION
Downtown Advance

12. Develop a plan and economic development tool
rooted in the needs of the community, balanced
with today's market realities and proven public and
private sector solutions.
WHAT IS IT?

13. • Create a vision and brand for Downtowns with a focus on
key development areas.
• Create and communicate the community’s vision for
Downtown through creative redevelopment tools
• Create a plan through a market based approach
• Engage the community and stakeholders to create a plan
that has public and private sector support
• Identify and plan for future public improvements
DOWNTOWN
ADVANCE: HOW TO

14. In Simple Terms. . .
1. Identify Redevelopment Opportunities
2. Identify Public Projects To Enhance the Quality of
Life and Economic Competitiveness of the
Downtowns
And…
1. Engage the private sector
2. Work quickly
3. Identify champions
DOWNTOWN
ADVANCE: HOW TO

15. THEN…
com·mu·ni·cate
kəˈmyo͞ onəˌkāt/
1. share or exchange information, news, or ideas.
"the prisoner was forbidden to communicate with
his family“
synonyms: be in touch, be in contact, have dealings

16. IN THE WORKS…
WOOSTER
MEDINA
Two premier Ohio Main Street
Communities
Downtown Advance

17. Chapter 1
Wooster

18. Chapter 1
Wooster’s
Story

20. • Wooster has been working to improve the downtown for
about 20 years
• Has a defined vision, sense of place and organization
• Now there was a need to identify the next ‘chapter’
• A need to outline what is next. . . for the public and private
sector 'advance‘
How Did We Get Here

21. How Did We Get HereHow Did We Get Here

22. How Did We Get Here

23. How Did We Get Here

25. How Did We Get Here

26. How Did We Get Here

27. Process

28. Stakeholder
Input
Market
Analysis
Redevelopment
Strategies
Downtown
Wooster Master
Plan

29. What We Learned

30. Over 200 participants. . .

31. • 5 Steering Committee Meetings
• 3 Stakeholder Meetings
• 2 Main Street Wooster Meetings
• 1 Downtown Merchants Meeting
• 1 Webpage

32. Over 100 online participants. . .
woosterdowntownplan2015.com

33. Projects

34. Projects
Dual purpose Entertainment/Park Space
Increase Public Greenspace
Bike Connections
Streetscape Improvements
Enhanced Wayfinding Brand
Convert Alleyways to Greenspace
One-way Conversions
Pave newly acquired North Street parking area
Intersection Enhancements
Consistent Roadway Treatments
Counts
Main Street Stakeholders Online Sum
29 91 25 155
26 64 15 105
16 42 15 73
23 29 10 62
13 40 5 58
5 41 12 58
5 11 2 18
6 5 7 18
3 9 2 14
4 4 1 9

36. PUBLIC SPACES
GREENSPACE
ALLEY CONVERSION

37. Areas of Analysis and Recommendations:
1. Market Rate Apartments
2. Office
3. Retail

38. Impact of an Aging Population (Wayne County)
Increase between 2010 and 2020:
Population 1.7%
Households 2.9%
Households 65+ 31.0%
Move-up singe-family sellers 316.5%

39. Buyer vs. Seller Ratio (Wayne County, Ohio)
2.6
1.4
1.1
0.0
0.5
1.0
1.5
2.0
2.5
3.0
2000 2015 2020

40. Distribution of Market Rate Apartments by Mix (Wooster,
Ohio)
6.3%
29.0%
61.9%
2.8%
STUDIO
ONE-BEDROOM
TWO-BEDROOM
THREE-BEDROOM
VACANCY….<2%

41. Two-Bedroom Rent by Comparability Rating Wooster EMA
400
500
600
700
800
900
1000
1100
1200
8 10 12 14 16 18 20 22 24 26 28 30 32
COLLECTEDRENT
COMPARABILITY RATING

42. Multifamily Recommendations
Current Demand 120 units
5-Year Demand 240 units
Initial Recommendation
Upscale Garden Units 40 ($1,000)
Upscale Townhouse Units 20 ($1,250)
Moderate Garden Units 60 ($800)

43. Office Recommendations:
5-Year Demand 24,000 square feet
$12.00 to $14.00 21,000 sf
$16.00 to $17.00 3,000 sf

44. Retail Recommendations
1. Strengthen existing base
2. Supportive programming
3. Build turnover replacement
4. Expand to include commercial/office on periphery
MARKET STUDY KEY
FINDINGS

45. PLAN REVEAL

46. Public Private

47. 2. STREETSCAPE1. PEDESTRIAN
ALLEY
3. DOWNTOWN
PARK
How Did We Get Here

48. 3.STREETSCAPE

49. 3.STREETSCAPE

50. PROJECTS
Streetscape

51. PROJECTS
Alleys
PEDESTRIAN
ALLEY

52. PROJECTS
Alleys
PEDESTRIAN
ALLEY

53. ENHANCED
WAYFINDING BRAND

54. PROJECTS
DOWNTOWN PARK

55. PROJECTS
DOWNTOWN PARK

56. Existing Parking 17 spaces
Proposed Parking 9
spaces
PROJECTS
DOWNTOWN PARK

57. PROJECTS
DOWNTOWN PARK
Existing Parking 17 spaces
Proposed Parking 14 spaces

58. PROJECTS
DOWNTOWN PARK
Existing Parking 17 spaces
Proposed Parking 16 spaces

59. PROJECTS
DOWNTOWN PARK
Existing Parking 17 spaces
Proposed Parking 18 spaces

61. 1. EAST LIBERTY 3. SOUTH
MARKET/RESIDENTIAL
2. ARTS DISTRICT
How Did We Get Here

62. REDEVELOPMENT – E.
LIBERTY

63. REDEVELOPMENT – ARTS
DISTRICT

64. REDEVELOPMENT – S.
MARKET

67. Chapter 2
Medina

69. PROJECT GOALS
• Createadevelopment strategyfortheDowntownwithafocuson targetredevelopment sites
• Promotetheopportunitythroughcreative redevelopment tools
• Createa planthrougha marketbased approach
• Engagestakeholderstocreatea planthathaspublic andprivate sector support
• Minimize financialrisks and build momentumandtrust

70. • A need foraplanto serveasatickettofuturefunding(CDBGDowntownRevitalization
)
• Embracetherelationshipwith andtheFourPointApproach(organize,promote,design,
economic restructuring)
• Balancehistoricpreservationwithnew investment
PROJECT GOALS

71. Approach

72. TARGETED APPROACH

73. DEVELOPMENT LENS

74. PROJECT APPROACH

75. PROJECT APPROACH

76. • Our Tools
o Web/Social Media
o Open House
o Taskforce
• Encourage Participation From Of Community Members
• Stakeholders and BusinessCommunity
OUTREACH +
ENGAGEMENT

77. • 5 taskforce meetings
• 2 public meetings
• 3 stakeholder meetings (20+ stakeholders)
• 1,200+ online participants
OUTREACH +
ENGAGEMENT

78. WEBSITE TRAFFIC

79. 3. MARKET ASSESSMEN

80. 9%
25%
7%
59%
Distribution of vacant office space by rent range
Under $10.00
$10.00 - $12.50
$12.50 - $15.00
$15.00 and over
MARKET ASSESSMENT –
OFFICE

81. One-
Bedroom
26%
Two-
Bedroom
71%
Three-
Bedroom
3%
Distribution of apartment units
MARKET ASSESSMENT –
RESIDENTIAL

82. Distribution of rents (two-bedroom
units)
Medina, Ohio
136
74
309
154
404
429
0 100 200 300 400 500
Under $500
$500 - $500
$600 - $699
$700 - $799
$800 - $899
$900 And
Over

83. Two-bedroom net rent by
comparability rating
$400
$500
$600
$700
$800
$900
$1,000
$1,100
$1,200
$1,300
$1,400
10 12 14 16 18 20 22 24 26 28
NETRENT
COMPARABILITY RATING
MARKET-RATE PROPERTIES MARKET-DRIVEN RENT

84. MARKET PRELIM
FINDINGS• Retail/Business
1. Protect the integrity of the Square
2. Focus of destination retail to enhance Downtown traffic
• Office
1. Target entrepreneurial market
• Average suite size = 2,500 sq. ft.
• 8-12 employees
• May be first floor 'retail' locations
2. Be mindful of windfall opportunities
• Residential Apartments
1. Potential for up to 248 units (Phase I - 12 months)
2. Potential for up to 428 over 5 yrs.
3. Flats units over retail/office
4. Townhouse stand alone or clad parking structures

85. MARKET PRELIM
FINDINGS

86. 4. TARGET REDEV. SITES

87. An area thathas been identifiedas an important parcel
or collection of parcels that are appropriate for
redevelopment or infill,and can dramatically shape
the quality of life and economic success of the
downtown in thefuture.
WHAT IS A TARGET REDEV
SITE

88. • Identifyareasthatwill advance the goals and objectives of the city.
• Identifyprojectsthatcould serveas acatalyst forcontinueddevelopment ofthe downtown
• Guidepublic investments and projects toadvanceprivatesectorinvestment in
theseareas.
• Identifyareasto be preservedwiththe greatestdevelopment opportunity.
WHAT DO THEY DO?

89. • Contiguous parcels with similar land ownership (Ease of Acquisition &
encumbrances)
• Areasthatdo not conform/advance community plans
• Areas to enhance image
• Areas that show future redevelopment potential
• Areas that can be easily developed (city property)
SELECTION CRITERIA

90. Focus Area A
• Area 0.72 acres
• Zoning: C-2
• Bldgs: 5
• Parcels: 5
• Owners: 2
Focus Area B
• Area 3.18 acres
• Zoning: C-2 / M-U
• Bldgs: 14
• Parcels: 19
• Owners: 9
DEV. AREAS “A +

93. Focus Area C
• Area 1.65 acres
• Zoning: C-2
• Bldgs: 4
• Parcels: 9
• Owners: 5
DEV. AREA “C”

98. DEVELOPMENT
Without Garage
MXU Office MXU Retail Flats Townhomes Hotel Keys
A - - 3 10units -
B 8,400sf 8,400sf 80units 20units -
C-a 13,500sf 13,500sf 78units - 101key
D - 9,300sf 36units 8units -
E - - - - -
F - - - - -
G 25,320sf 8,440sf - - -
H - - - - -
47,220sf 39,640sf 197units 38units 101keys
With Garage
MXU Office MXU Retail Flats Townhomes Hotel Keys
A - - 3 10units -
B 8,400sf 8,400sf 80units 20units -
C-b 16,000sf 16,000sf 95units - 122key
D - 9,300sf 36units 8units -
E - - - - -
F - - - - -
G 25,320sf 8,440sf - - -
H - - - - -
49,720sf 42,140sf 214units 38units 122keys

99. DEVELOPMENT
Development Concept vs.
Market Recommendations
Phase 1 5-year Shown
Upscale Garden 60 120 95
Moderate Garden 80 140 80
Tax Credit 72 120 36
Townhomes 36 48 38
Total 248 428 249

106. Vacancy
Home Ownership

107. Code Violations
Home Value

110. WRAPPIN
G IT UP

111. FOR THE CITY...
1. Identifies areasfornew public sectorinvestment
2. Illustratesthetypeandmix offuturelanduses tothe privatesector
3. A toolthatcommunicatesthemarketopportunity
4. A guide to makefuturelanduse andcode decisions
5. Identifies opportunitieswherethepublic andprivatesectorcanworktogethertoachieveacommon
vision
How Did We Get Here

112. FOR PRIVATE SECTOR. . .
1. Identifies areaswhereadditionaldensityor intensitymaybe allowed
2. Assist in refining 'site search'efforts
3. Setstheexpectationforthequalityandcharacterofdevelopment
4. Provides baseline marketdatatoassistin siteselection
5. Potentialcarryingcapacityofthe targetdevelopment sites
How Did We Get Here

113. How Did We Get Here