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Business Development News

Cincinnati Central Riverfront Plan wins national award for excellence

The original Banks plan as envisioned by the Riverfront Steering Committee which was established Qualls.

In 1997 officials from the City of Cincinnati and Hamilton County set out on a path to transform the city’s central riverfront. What became known as the Cincinnati Central Riverfront Plan laid out a bold vision to accomplish just that, and has now been recognized by the American Planning Association (APA) for the implementation of the plan first laid out nearly two decades ago.

The APA will present local leaders with the National Planning Excellence Award for Implementation at its annual conference to be held in Chicago on April 16.

“The Cincinnati Central Riverfront redevelopment is an excellent example of plan brought to reality,” Ann C. Bagley, 2013 APA Awards Jury chair, stated in a prepared release. “The fact that this development happened during an economic downturn demonstrates the strength of the plan and the importance of the public commitment that brought it into being.”


Cincinnati’s central riverfront has shifted dramatically from its form in the 1980s [LEFT], to that of the 2010s [RIGHT].

Local leaders have taken an incremental approach towards implementing the vision laid out in the Cincinnati Central Riverfront Plan. Between 1998 and 2002, the first major investments included the reconstruction Fort Washington Way (FWW), and the development of Paul Brown Stadium, Great American Ball Park, and the National Underground Railroad Freedom Center.

The consolidated FWW opened up dozens of acres of waterfront property, and the development of two stadiums and a major museum were intended to serve as cultural and entertainment anchors that would draw Cincinnatians back to the riverfront.

These significant public investments laid a critical foundation that would enable the next phase of work, historically located in one of the most flood-prone areas of the city, out of the 500-year floodplain.

Once a private development team had been selected, the City of Cincinnati and Hamilton County began to work with Carter-Dawson on the construction of the plan’s most ambitious element known as The Banks.


Phase two of The Banks will deliver another 300 residential units along with more than 60,000 square feet of commercial space, and a future office tower.

The $91 million first phase of the mixed-use development began in 2007 and resulted in 300 apartments, 76,000 square feet of commercial space, and 6,000 structured parking spaces. Emboldened by the success of phase one, developers are set to break ground on phase two in the coming months which will include another 300 residential units and more than 60,000 square feet of commercial space.

Two office towers, a hotel and townhomes are still to come within the first two phases of The Banks. At ultimate build out, officials envision The Banks to result in $600 million worth of private investment and become the home for more than 3,000 residents.

Meanwhile, construction of the $120 million, 45-acre Smale Riverfront Park is progressing concurrently with the development of The Banks. To date, the first phase of the new central riverfront park has been completed and work is beginning on phase two. Future phases will be timed with future construction of The Banks, and as funding is allocated.

“In planning terms, a project that goes from a concept to implementation in less than 20 years is impressive to say the least,” stated Todd Kinskey, Executive Director of the Hamilton County Regional Planning Commission. “It is that much more impressive because, in this case, the implementation involved seemingly insurmountable physical, economic, and political barriers.”

The early discussions surrounding The Banks, however, were tumultuous at best as local leaders grappled with complaints about too much office space being introduced into an already competitive marketplace.


The original vision of the Cincinnati Central Riverfront Plan [LEFT] included more traditional types of architecture with greater use of natural building materials [RIGHT].

“The current plan to include 30-story buildings along the riverfront would harm downtown and violate the riverfront plans adopted by the community many years ago,” then Councilman Jeff Berding (D) told the Business Courier in 2007. “We need to remember that the plan adopted several years ago was not simply pulled out of the air, but was the result of intense public input and driven by professional urban planners.”

While design elements may not be of the same caliber as those originally envisioned, the urban form of the private investment appears to be as desired. But even more gratifying than that, for many of the early people involved in the planning, it is that the project has happened against all odds and skeptics.

“The successful implementation of the plan is the result of unprecedented cooperation between the city, the county and their partners,” exclaimed Vice Mayor Qualls (C), who was one of the original driving forces behind the development of the Cincinnati Central Riverfront Plan.

Her thoughts were further validated when Bagley concluded, “The fact that this development happened during an economic downturn demonstrates the strength of the plan and the importance of the public commitment that brought it into being.”

In addition to the future phases of the Smale Riverfront Park and The Banks, city leaders are now soliciting ideas for how to cap a 300-foot span of FWW. City and county officials say that the work to cap the short stretch of interstate will commence once a design is in place, and funding has been secured.

In 2010, UrbanCincy published an exclusive three–part series profiling the dramatic transformation of Cincinnati’s central riverfront over the past two decades.

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Up To Speed

Why hyper-local won’t save newspapers (and what will)

Why hyperlocal won’t save newspapers (and what will).

Newspapers have been desperately trying to figure out how to make the finances work as the ground shifts beneath them in an increasingly digital world. In Cincinnati, much like elsewhere throughout the country, local newspapers attempted to compete with bloggers by shifting towards “hyper-local” coverage, but it has yet to work. More from Per Square Mile:

Whenever a business or industry falls on hard times, people trip over themselves to propose turnaround plans. Newspapers are no exception, and I’ll be damned if I’m going to be left out of the fray. My diagnosis? Too many newspapers have placed their bets on intensely local coverage, or hyper-local as they call it in the biz. That’s a mistake. To remain profitable, they need to concentrate on a particular topic instead of a geographic region.

That epiphany occurred to me Christmas morning over a bowl of cereal at my in-laws. I was flipping through the Houston Chronicle when I noticed the paper had branded their energy coverage, FuelFix. Not the best name, but it’s a sound idea. Houston is a major hub for the oil and gas industry, and Chronicle reporters have spent years, even decades reporting on it. Who else would be so positioned to cover the industry?

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Development News Politics

John Schneider on the ‘Cincinnati Process’

When millions of fresh eyes recently trained on our city, Great American Ball Park (GABP) bore no scars from its labored birth which required a divisive election, moving an interstate highway, and seven years from the evening it was sketched-out on a restaurant placemat until the first pitch was thrown.

Nested comfortably in Cincinnati’s new riverfront, GABP’s unlikely location in the former eastbound lanes of Fort Washington Way (I-71) entailed narrowing the highway by half and extending downtown’s street grid to the Ohio River shore. Consolidating the garage and roadway budgets for the Reds and the Bengals in one place gave us a flood-proof waterfront for the first time in our 225-year history and provided the foundation for The Banks.


The construction of Great American Ball Park on the riverfront allowed for the rest of the land to be lifted out of the Ohio River floodplain, thus leading to the development of The Banks and Smale Riverfront Park. Photograph by Randy Simes for UrbanCincy.

Proponents of an alternative ball park site at Broadway Commons park gathered signatures to place the stadium location question on the November, 1998 Hamilton County ballot. Shown how the Reds could be the keystone of a new neighborhood on the Ohio, the site at Second and Main won by a 2-1 margin.

Great American Ball Park wasn’t the first time Cincinnatians resisted progress. In the mid-Nineties, we actually voted not to build the Aronoff Center for the Arts. Influential arts patrons feared its construction would cause the abandonment of Music Hall. So they put a proposal to scuttle the project on the city ballot, and it passed. But the Aronoff was a project of the state of Ohio, which built it anyway.

Remember the ridiculous debate about moving the Tyler Davidson Fountain? Many influential Cincinnatians opposed 3CDC’s total renovation of Fountain Square a few years ago, which was the decisive building block for a 24/7 downtown. Getting property owners to underwrite Downtown Cincinnati Inc. also took some doing, but the central business district is now clean and safe with energized stakeholders.


Not building Great American Ball Park at Broadway Commons has allowed for that site’s development into the new Horseshoe Casino Cincinnati in Pendleton. Photograph by Randy Simes for UrbanCincy.

We argued about expanding our convention center, but that eventually got done too. More meetings came to Cincinnati, a spiffy new hotel opened, another will open soon, and money flowed into our economy.

So tell me, had the naysayers prevailed, which of these civic assets would we happily do without?

Such is The Cincinnati Process. We reflexively enforce the status quo, yet we often succeed spectacularly in spite of ourselves. Detractors can easily challenge any public proposal if they set their minds to it. They can exploit uncertainty. They can delay and drive up the costs. And they have the referendum as a ready tool. Successful sponsors learn to right-size their projects for local appetites, adapt in response to new information, and gain supporters as complex issues are resolved. The ironic result is that the most criticized ideas—the ridiculed ones, the ones they said would never happen—those are often the ones able to run the gantlet and exceed expectations.

The circumstances that shaped our 21st century waterfront were so rare and of such scale they won’t be repeated in any of our lifetimes. Fortunately, agile planning and execution has given us momentum and confidence for seizing other opportunities for improving our city. Going forward, Cincinnati can have progress or The Process but probably not both.

This guest editorial was authored by John Schneider, who led citizens’ efforts to build Great American Ball Park and the Cincinnati Streetcar, and was originally published in the November 15, 2012 print edition of the Cincinnati Enquirer. The editorial, however, was never published on the Internet until now with permission from the Cincinnati Enquirer. If you would like to have your thoughts published on UrbanCincy you can do so by submitting your guest editorial to urbancincy@gmail.com.

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Business News Transportation

Following Zipcar’s Cincinnati expansion, car-sharing company acquired by Avis

Zipcar in Over-the-Rhine [Randy Simes]

Just 49 days after Zipcar announced that it would expand its services in Cincinnati, the car-sharing company announced that it had struck a deal to be purchased for $491.2 million by Avis.

The move by Avis, into the car-sharing sector, follows those of Enterprise and Hertz, and is seen as a critical evolutionary step for the traditional car rental company.

As the nation’s largest car-sharing company with more than 760,000 members, Zipcar offers its customers a way to move about urban environments without needing to own a car. Their slogan – “Wheels when you need them” – has increasingly hit home with young people that have been migrating back towards urban centers and ditching their cars.


A Zipcar on 12th Street in between Vine and Race Streets. Photograph by Randy Simes for UrbanCincy.

According to the U.S. Department of Transportation (DOT), overall vehicle-miles traveled (VMT) have reached their lowest levels since 2003, and that per capita VMT to levels not seen since 1998.

Furthermore, the University of Michigan Transportation Research Institute has found that teenagers are delaying the pursuit of getting their driver’s license with just 31 percent of 16-year-olds getting their driver’s license in 2008.

“By combining with Zipcar, we will significantly increase our growth potential, both in the United States and internationally, and will position our company to better serve a greater variety of consumer and commercial transportation needs,” said Ronald L. Nelson, Avis Budget Group chairman and chief executive officer. “We see car sharing as highly complementary to traditional car rental, with rapid growth potential and representing a scalable opportunity for us as a combined company.”

While car-sharing continues to see explosive growth locally and nationally, now estimated to be a $400 million industry, it is yet to be seen what the merger will mean to car-sharing customers wary of getting behind the wheel of a “traditional” car rental company.

Wrote Adam Richardson in the Harvard Business Review, “Any time an incumbent acquires a disruptor there are challenges, and in this case, they stem from the very core of Zipcar’s existence: how it has created a sense of community with its customers and how it has used technology to create a scalable user experience that its customers love.”

Naturally, Zipcar leadership expects bright days ahead with more cars at more locations, new service offerings, and similar levels of service.

“This is a major win for Zipsters around the world,” Zipcar management wrote in an e-mail distributed to its customers. “With the global footprint, backing, and talented leadership of Avis, we’re going to step on the gas.”

Car-sharing has been available in Cincinnati since 2011. Rates start at $8.50 per hour, and 11 cars are available at five different locations in the Central Business District, Over-the-Rhine, Clifton Heights and Corryville.

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Up To Speed

Should the FRA allow Amtrak to use lighter passenger trains?

Should the FRA allow Amtrak to use lighter passenger trains?.

Amtrak has historically been mandated by Congress to do all sorts of things that it otherwise would not willingly do on its own (i.e. run long distance routes to nowhere), but they are currently working to get the FRA to remove a regulation that would reduce its costs for operations and expansion. More from Slate:

Amtrak is going to push to get the Federal Rail Administration to change the safety regulations that force its passenger trains to be much heavier than the ones used in Europe and Japan. Relief from this rules has three kinds of advantages. One is that lighter trains use less fuel and thus are cheaper to operate. A second is that lighter trains can accelerate faster, making trips shorter.