City Selects Preferred Developer to Execute College Hill’s Form-Based Code

Last week the College Hill Community Urban Redevelopment Corporation announced that an agreement had finally been reached between the City of Cincinnati and the Saint Francis Group to develop a collection of properties at the intersection of Hamilton Avenue and North Bend Road.

The 7.5-acre site is actually a collection of three properties that the City of Cincinnati acquired over recent years. Perhaps most prominent is the 5.2 acres of land at the northwest corner of the intersection where a Kroger and Eastern Star once operated. While the Eastern Star site was cleared in 2012, it was not until 2014 when the Kroger site was cleared and readied for new development.

The third piece of land that makes of the rest of this site is actually across the street at the northeast corner of the intersection. This 2.3-acre site has also been cleared and is largely ready for development.

The announcement of the preferred developer agreement comes more than a year-and-a-half after City Hall approved the community’s form-based code, which the Saint Francis Group has committed to work with as part of their planned development.

“CHCURC has worked with the City of Cincinnati for a decade in the acquisition of these parcels, which are key in the continued revitalization of College Hill,” said the president of non-profit development corporation, Michael Cappel.

While the original designs for the redevelopment of these sites were conceptual in nature, it is the hope of many in the community that Saint Francis Group continues down that path.

“The vision for the redevelopment of the former Kroger’s, Shuller’s Wigwam, and the Eastern Star Retirement Community includes a mixed-used development, with retail, residential, and offices uses, that will bring increased density and vitality to this walkable, urban village,” Cappel explained.

Should such a vision be realized at this location, it would serve as a major boost for the northern end of the neighborhood business district, and would inject notable amount of residents into the area.

While Saint Francis Group has a fairly extensive track record of real estate consultancy and development, its ability to execute a project of this nature will be tested. Fortunately, they have hired Jeff Raser from Glaserworks, and a key architect of Cincinnati’s form-based codes, as their lead architect for the project.

Project officials say that architectural drawings are being put together now, in conjunction with neighborhood leaders, and they hope to announce a project name, cost estimates and a project schedule within the next four to eight months.

John Yung to Become Lead Project Executive at Urban Fast Forward

John Yung, UrbanCincy’s Associate Editor of Public Policy, will take on a new role with Urban Fast Forward as the firm’s Lead Project Executive.

John will maintain his position at UrbanCincy, where he has contributed for nearly five years. Over this time he also worked for the Bellevue, KY, and led the effort there to implement one of the region’s first form-based codes. He then obtained his American Institute of Certified Planners certification in 2014, and took on a leading planning role at the Village of Yellow Springs this past winter.

John says that he is excited to be back in Cincinnati full-time and is looking forward to the possibility of living car-free with his new office within walking distance of his Over-the-Rhine apartment. Kathleen Norris, Managing Principal at Urban Fast Forward, is also excited about the addition to her team.

“John is an urban rock star. His insight into the ebb and flow of cities and their neighborhoods is going to add real value for our clients,” Norris said.

In the new role, Norris says that John will be taking the place of Matt Shad, who is moving on to become Cincinnati’s Deputy Director of Zoning Administration. While at Urban Fast Forward, Shad assisted Norris with strategic planning consulting that complimented the firm’s retail leasing and development consultancy.

“The City of Cincinnati is lucky to be getting Matt,” said Norris. “He knows the intricacies of planning and zoning, in both theory and practical application, and I think he is going to make the whole development process lighter, quicker and faster.”

Since its founding in 2012, Urban Fast Forward has established itself as a firm that specializes in urban real estate and development, with a particular focus on retail district revitalization.

Urban Fast Forward has been particularly involved with the retail strategy in Over-the-Rhine, Pendleton and along Short Vine in Corryville. More recently the firm has been taking on bigger roles in Walnut Hills and Northside, and is also overseeing the strategic development of a Race Street retail corridor downtown.

Pay-by-Phone Technology Now Available for Cincinnati’s Parking Meters

Smart Meter IdentificationCincinnati city officials announced last week that the more than 4,000 smart parking meters that have been installed throughout the city are now functioning in coordination with a new mobile app payment system.

The announcement fulfills a long-held desire for motorists looking for more convenient ways to pay parking meter fees.

It is expected that such technology will help reduce the amount of tickets that are dolled out since drivers will now be able to refill their meter from anywhere, simply by using their phone. Those without smartphones capable of operating the PassportParking app will also be able to use their phones to reload meters by visiting http://m.ppprk.com, or by calling 513-253-0493.

“This enhancement is part of the City’s ongoing parking modernization plan to improve the quality and efficiency of the City parking system,” officials stated in a prepared release. “In accordance with these efforts parking rates were adjusted earlier this year, and motorists saw the introduction of prepay and extended hours.”

In addition to the convenience for parkers, the new technology also allows for local businesses to register so that they can discount the parking costs for their customers.

While the new technology will make payments easier and more convenient, it does not help motorists locate available on-street parking spaces, or utilize dynamic pricing that would encourage those looking for a parking space to navigate toward a lesser used area.

While dynamic pricing has been mentioned as a future possibility by both Mayor John Cranley (D) and City Manager Harry Black, it has not yet been made clear when that will take place.

“Pay-by-phone parking is representative of what we are doing across our organization. We are using technology to enhance services we offer our residents and visitors,” said City Manager Black. “This technology won’t replace more traditional means of paying to park at a meter, but it gives people a new, convenient option that makes visiting Downtown or business districts across Cincinnati easier.”

The mobile payment app, which charges a 25-cent convenience fee, will only work for on-street parking meters and kiosks – not off-street lots or garages. In order to properly use the system, drivers will be asked to input the zone, along with the meter number, into the application so that the payment can be traced to that particular space, and thus monitored by parking enforcement officers.

All of this comes after the contentious cancellation of the parking lease agreement put into place by Mark Mallory‘s administration in 2013.

Under that agreement, the City would have leased its on-street parking meters, along with a number of garages and lots, to the Port of Greater Cincinnati Development Authority, which then was to enter into operation agreement with Xerox. In return, the City would have received a large upfront payment, along with guaranteed annual payments.

The new structure maintains more control at City Hall, but it misses on the upfront capital, along with the guaranteed payments.

Instead, the City takes on the risk of meeting revenue projections and keeping operation and maintenance costs within their targets. One thing that remains the same is the presence of Xerox, although their role appears to have been greatly diminished from what it would have been under the Mallory administration deal.

So far the response to the new parking meters and payment functionality has been positive, although some neighborhood business districts, where the meters are arriving for the first time, have experienced some temporary glitches with pricing and hours of operation programmed into the meter.

Car-Sharing Could Reduce Costs, Improve Efficiency of Cincinnati’s Vehicle Fleet

When a brother and sister are fighting over the same toy, a parent quickly steps in and teaches the children to take turns and share.

Now that Over-the-Rhine parking is at a premium, and the residential permit plan has been vetoed, the residents of OTR are going to have to find a way to share parking, or risk losing more of the historic neighborhood to parking lots and garages. Sharing also presents an opportunity when it comes to modernizing the City of Cincinnati’s fleet of 2,149 vehicles.

Mayor John Cranley (D) received unanimous support for this year’s budget, which includes $110 million to make much-needed upgrades to the City’s fleet and roadways over the next six years. While some vehicles, like those for police and fire, cannot be shared, others certainly can; and by implementing a program like Zipcar’s FastFleet program, Cincinnati would benefit from significant savings and operating efficiencies.

In 2012, an internal audit of the Fleet Services Division found that fleet management has been “unwieldy” and mentioned that a knowledgeable and empowered staff is needed to properly manage the system. This has proven difficult over the past decade due to a severe cut in funding for the department in 2003.

“Almost the entire management team left the department near the end of 2007 and was not replaced,” the internal audit noted. “While the staff operates to the best of their abilities, they are undermanned without the resources to correct the inertia of the department.”

The Fleet Services Division operates under the Public Services Department, and controls and maintains 2,149 motorized vehicles for various departments at City Hall. These departments pay $63 an hour for maintenance and repair of the vehicles and are allocated a portion of the capital budget based on their proportion of need with regards to their percentage of obsolete fleet.

In 2011 Fleet Services was allocated $4,301,900 in capital dollars and $5,240,600 was allocated for 2012. These numbers are expected to rise as soon as the approved budget is published on July 1, but more money for new vehicles is only part of the solution. The 2012 audit also recommended reducing the size of the fleet, evaluating underutilized equipment, and examining the cost of leasing sedans and light trucks.

With services like FastFleet, City Hall could optimize its fleet without degrading operations, thus lowering maintenance and administrative costs.

FastFleet works by tracking vehicle usage by employees through GPS monitoring systems. This enables the service to produce real-time data, with recommendations on synergy and optimization. Once this data is analyzed, car assignments can be reorganized to allow for sharing of each vehicle by city employees, ultimately allowing for more efficient usage of vehicles.

In Washington D.C., city officials there were able to benefit from $6 million in savings over a five-year period by eliminating more than 200 administrative vehicles from their fleet. While Cincinnati’s fleet is smaller than the nation’s capital, proportional savings are safe to be assumed.

With City Hall poised to invest millions into its fleet operations, now is the perfect time to look into a solution such as this that could potentially reduce the City’s fleet, while also improving its performance.

A program could even be put in place to allow for public use of the vehicles, akin to the city’s existing Zipcar system, when city employees are not in need of the fleet. The revenue collected from these services could then be used to offset the public’s cost of maintaining the city’s fleet, while also expanding car-sharing services to other neighborhoods outside of the city center.

As it stands now, the City of Cincinnati does not even know what the optimal size is for its vehicle fleet. Tracking the performance of the fleet and analyzing the data will help bring clarity to the matter, and allow for the fleet to perform more efficiently.

Implementing a vehicle sharing program for Cincinnati’s municipal fleet would help save additional taxpayer dollars, improve operations and bolster car-sharing throughout the city.

EDITORIAL NOTE: Chad Schaser contributed to this article.

What Does Anthem’s Relocation to Oakley Mean for East Walnut Hills?

After having been located in East Walnut Hills along William Howard Taft Road for many years, Anthem Blue Cross and Blue Shield recently announced that they would move to Oakley into a new $13 million, 80,000-square-foot office building at Oakley Station.

Shortly after the announcement, Mayor John Cranley (D) said that the insurer was prepared to move its 400 jobs outside of the city, should the economic incentive deal not have been struck.

“We’ve got to keep these jobs in the city,” Cranley told the Business Courier on June 25. “The infrastructure that we’re building – the public garage – is not going to just support Anthem but the entire Oakley Station development.”

There is a lot of truth to what Mayor Cranley said, considering the City of Cincinnati generates the majority of its revenues from income tax collections. This means the preservation and growth of jobs – particularly high-paying ones like these – is of the utmost importance for leadership at City Hall.

But this move does a lot more than maintain 400 high-paying jobs; it also will open up a key piece of property in one of the city’s up-and-coming neighborhoods.

Walnut Hills is booming so much that it will create a really exciting development pad,” Cranley continued. “I’ve heard people think they can reuse it as office. People say that they want to tear it down and use it for market-rate housing. In concert with the neighborhood, either one of those can make a lot of sense. It will see new life quickly.”

While the loss of that many jobs is rarely welcome news for a neighborhood, leadership at the Walnut Hills Redevelopment Foundation says that they have been prepared for it.

“We have known about Anthem for a few months and have been brainstorming,” Kevin Wright, Executive Director of the WHRF, told UrbanCincy. “We haven’t been involved in anything specific, but there is a great opportunity to do something with this site that further connects the McMillan and Woodburn commercial corridors.”

Wright went on to say that the neighborhood is focused on enhancing the walkability of the area. One such effort to do that is the conversion of surrounding streets from one-way to two-way traffic.

Located on the eastern end of the McMillan business corridor, the Anthem site occupies 6.3 acres of land, with nearly 70% used as surface parking lots. A redevelopment of the site, which is one of the largest of its kind in this part of the city, could free up enough land to develop hundreds of housing units, along with thousands of square feet of commercial space.

“There’s momentum in Walnut Hills, both east and west of Gilbert, as well as in East Walnut Hills,” said Blake Bartley, a commercial real estate agent with Urban Fast Forward who is working on several projects in the neighborhood. “This site could be the catalyst for bridging the gap between development in both neighborhoods. Plus, you don’t often find a redevelopment site of that caliber located so close to the urban core.”

While neighborhood and city leaders see great potential for the site, it is not yet known what will happen to the site when it is sold. The hope is that Anthem, through its subsidiary Community Insurance Co., will do something in coordination with neighborhood leaders to ensure that it is redeveloped in a manner that fits with the community’s vision for it.

Preliminary construction work has already taken place at the sprawling, 74-acre Oakley Station site, and it is expected that Anthem will be able to move into the new office building as early as summer 2016.