February 2017 Toledo, Ohio Prepared for the 22nd Century Committee 22nd Century Committee Billie Johnson Jerry Jones Richard Hylant President/CEO Chief Executive Officer Executive Vice President Area Office on Aging Woodlands Consulting Hylant Group Bob Howell Joe Napoli Romulus Durant Chief Executive Officer President/General Manager Superintendent SSOE Mud Hens/Walleye Toledo Public Schools James F. White, Jr. Joseph Zerbey Sharon Speyer Counsel President/General Manager Regional President Shumaker, Loop & Kendrick,LLP The Toledo Blade Huntington Bank Bob LaClair Jeff Sailer Tom Manahan Co-chair/President/CEO Executive Director Chairman 5/3 Bank Toledo Zoo The Lathrop Company Brian Kennedy Michael Thaman Wendy Gramza Director Chief Executive Officer President Master Plan Toledo Museum of Art Owens Corning Chamber of Commerce/EPIC Clyde Scoles Steve Cavanaugh Bruce Baumhower Executive Director Exec VP, COO President Toledo Public Library HCR Manorcare UAW/Local 12 Gene Abercrombie Randy Oostra Dan Johnson Downtown Toledo Toledo Downtown Partner Co-chair/President/CEO Facilitator/Former President/Author Eastman & Smith ProMedica University of Toledo/Leading Economic 2 Development Planning Team Liz Dufrane MKSK Development Strategies Specialist, Real Estate & Development ProMedica Chris Hermann, AICP - Principal Matt Wetli - Principal Andrew Overbeck, AICP - Principal Julie Cooper - Socio-Economic and Real Estate Analyst Barb Petee Luis Huber-Calvo - Planner Megan Hinrichsen - Marketing Director Chief Government Relations & Advocacy Officer Tyler Clark, AICP - Planner ProMedica Anthony Hodge - Designer Mannik Smith Megan Vahey Casiere Xiaolu Liu - Designer President & CEO Sally L. Gladwell, CP, CEM, CEI - Principal/Vice President Lucas County Economic Development Corporation Jean Hartline, PE, PTOE - Principal/Vice President HKS Sharon Gaber Mike Walsh - Transportation Engineer President Randy Morton, AIA - Principal University of Toledo Cecil Bakalor - Associate Toledo Design Center Calvin Lawshe Director- Economic & Business Development Paul Hollenbeck - Director City of Toledo 3 4 Master Plan Downtown Toledo Toledo Downtown CONTENTS Executive Summary Page 7 Section 1 Page 9 1 Introduction Section 2 Page 37 2 Physical Conditions Section 3 Page 63 3 Market Analysis + Strategy Section 4 Page 101 4 Planning Vision Section 5 Page 113 5 Priority Action Items: Policies & Catalytic Projects 5 6 Master Plan Downtown Toledo Toledo Downtown Executive Summary To plan for the future of Downtown Toledo, the It was clear from the first public meeting that the for economic incentives that will be necessary 22nd Century Committee assembled a broad riverfront was of tremendous importance to the to spur continued residential development in coalition of public and private sector leaders. By community. Once a thriving center of activity and downtown, develops the street typologies that developing a Master Plan for the downtown area, industry, the Maumee River has long influenced will set the framework for new mixed-use the committee sought to align current planning the vitality of Downtown Toledo. As the economy development, and provides an economic baseline efforts, amplify existing assets, and leverage transitioned from manufacturing to service and to develop an Innovation District in downtown to planned and future investments within and technology, the riverfront and downtown have grow jobs and attract talent. adjacent to downtown. not kept pace. Across the country and the region, the downtowns that are successful are the ones Throughout this collaborative process, the plan Throughout this inclusive process, the 22nd that are reinvesting in their riverfronts. Toledo focused on implementation. As the 22nd Century Century Committee and its team of planners, is beginning to recognize this with the new Committee accomplished this plan, it had always architects, and engineers engaged the public in Middlegrounds MetroPark and a new Promenade expected to transition its members into another the creation of the plan. The public was invited to Park. This Master Plan builds on this energy with position of leadership. The reconstitution of the participate in many different ways across multiple a bold vision of a completely rebuilt, accessible Downtown Toledo Development Corporation platforms. Between the three public meetings that and activated riverfront that connects both sides (DTDC) is the result of these efforts and this were held in January, May and July more than of the river and creates new opportunities for renewed organization will be critical to the 1,000 people attended to give their input, ideas downtown and neighborhood redevelopment continued success of Downtown Toledo. Working and thoughts. At www.downtowntoledoplan.com, and reinvestment. Through new park spaces, a together with public and private sector partners, the public was invited to continue to participate in network of connected and pedestrian-friendly the DTDC will be able to focus on downtown and the process online, and the site garnered nearly streets, and focused infill development, Downtown act as the consistent planning partner of the City, 30,000 page views throughout the process. In an Toledo can begin to knit its urban fabric back County and the greater Toledo community. effort to reach people where they are, volunteers together. took traveling displays and input activities to As this plan moves forward toward multiple office lobbies, community events and This plan does more than merely set forth a implementation (already, some early gatherings. Finally, more than 60 stakeholders vision for the future growth and revitalization of recommendations are being acted upon), the DTDC were interviewed to gain specialized input Downtown Toledo. It catalogs existing physical and others should treat it as a living document. about the opportunities and challenges facing conditions, demonstrates the economic rationale Downtown Toledo will continue to evolve and downtown. Taken together, this public discussion for investments, and recommends 12 Priority this plan should evolve along with it. With this gave the planning team more than 1,000 ideas Action Items for implementation. These 12 Priority new culture of planning, participation and and comments that helped to shape and guide Action Items identify the catalytic projects that will implementation infused into the community, there the plan. Throughout this planning process the transform downtown in the near future and the is no doubt that Toledo’s greatest days are ahead. community showed that they love and cherish policies and strategies that need to be put in place downtown and are invested in its renaissance. to support them. For example, the plan identifies the public and private partnerships that will be required to reinvent the riverfront, makes the case 7 Section 1 introduction 9 Introduction Why This Plan, Why Now? In the past decade-and-a-half, Downtown Toledo areas can offer. These trends are evident in 3. The Market Analysis & Strategy section catalogs has seen recent success in bringing people back Toledo, with new residential developments and local data about downtown and the region and to the urban core, with nearly three million people renovations underway and burgeoning areas like compares it against regional trends and metrics. annually visiting arts and cultural destinations the Warehouse District and Uptown. More such The Market Strategy defines the target market, and sporting events. The momentum downtown development and investment will be necessary the product typologies and location for housing, is continuing now with Hensville recently downtown to capture Toledo’s regional talent and retail, hospitality and office within downtown opened, work beginning on the new ProMedica enable the city to compete in the regional, national and offers recommendations for next steps and headquarters, and renovations at the former and global economy. implementation. Grand Plaza Hotel. Other improvements such as 4. The Planning Vision section combines the the Middlegrounds MetroPark and Promenade This plan builds on these trends and recent physical conditions and market analysis with the Park set the stage for better connections and successes by providing a strategic direction for the public input to create a roadmap for the future of urban amenities that will enhance Downtown continued revitalization of Downtown Toledo. This Downtown Toledo. This vision will shape future Toledo. Master Plan will provide the foundation for this planning decisions and is the basis for specific planning work. This report has five sections: policies, strategies and catalytic projects. National and regional trends are also favoring 5. The Priority Action Items section applies the downtown markets making it the best time to 1. The Introduction establishes the importance of downtown, reviewing existing plans and outlining Planning Vision and identifies the critical next steps plan for and invest in downtowns in at least three for Downtown Toledo. It also creates a structure decades. Across the country and in the Midwest, the public process and input that was received and analyzed by the planning team. for implementation and makes recommendations residential populations downtown are increasing. on how the Downtown Toledo Development Locally owned retail, bars and restaurants are 2. The Physical Conditions section documents the Corporation can be the most efficient and effective quickly following, attracted to both the growth and relevant physical