The final report for the city’s new downtown strategic plan has been officially released, providing 60 recommendations for the future of downtown with detailed ideas for how those can be realized.
The city has organized three implementation teams that are going through the recommendations and prioritizing which ones to pursue as part of the Columbus Downtown 2030 Plan, which officials gave a top-line overview of in July.
The implementation teams focus on real estate and economic development; public realm and infrastructure; and activation and programming.
Real estate and economic development is focused on new uses for downtown properties; public realm and infrastructure relates to upgrades and enhancements to things such as streets and parks; and programming and activation is focused on increasing foot traffic by creating more activities and destinations downtown.
The recommendations are spread across differing phases as well. Near-term recommendations are those that the consultants believe can be accomplished within two years, short-term within three to five years, medium-term within six to nine years, and long-term taking more than 10 years.
City officials said the recommendations are rooted in the current economic reality and potential for Columbus, and based on input from more than 5,000 community members through the study.
Urban planning and design firm Sasaki partnered with subconsultants SB Friedman and Storyboard over the past 10 months in the plan’s inception.
The final report can be found on the city’s website, with specific recommendations beginning on page 71 of the file, or page 140 of the physical plan.
The following are some of the notable recommendations from each of the three sectors.
Real Estate and Economic Development (29 recommendations):
- Start the process of relocating U.S. Postal Service facilities outside of downtown and redeveloping the present-day post office site. (Near-term)
- Redevelop the Irwin Block site with housing. (Near-term)
- Encourage the development of workforce and affordable housing downtown. (Near-term)
- Develop a process by which the city/redevelopment commission can strategically exit the role of landlord for downtown facilities and/or divest itself of property in accordance with strategic plan recommendations, priorities, and guidance. (Near-term)
- Prioritize projects from the strategic plan for Consolidated Central Allocation Area TIF funding through the life of the district (through 2035). (Near-term)
- Activate the former Sear’s parking lot with a temporary “eatertainment” venue and redevelopment the Sears site itself “with new and expanded active commercial uses.” (Near-term)
- Continue efforts to attract an urban grocer to any of the available opportunity sites within the downtown study area. (Short-term)
- Develop a hotel and conference center on the former Sears parking lot site. (Medium-term)
- Develop a residential neighborhood on the riverfront site south of Water Street that formerly hosted the city’s wastewater treatment plant. (Long-term)
Public Realm and Infrastructure (18 recommendations):
- Extend the People Trail along First Street, in accordance with the 2022 Bicycle and Pedestrian Plan, to close the gap that exists downtown. (Near-term)
- Create an improved arrival experience to Mill Race Park at Fifth Street with public realm enhancements and a new architectural gateway into the park at Lindsey Street. (Near-term)
- Build a destination children’s play area and splash pad in Mill Race Park. (Short-term)
- Create a pedestrian connection from Fourth Street into Mill Race Park. (Medium-term)
Activation and programming (13 recommendations):
- Activate existing inactive public spaces downtown, including the Bartholomew County Courthouse Lawn, the City Hall Green, and the Entrance Plaza. (Near-term)
- Support efforts to rehabilitate the Crump Theater for flexible entertainment. (Near-term)
- Enhance connectivity between downtown and NexusPark and other destination for traveling youth sporting events. (Short-term)
- Bring on a coordinator for programming, events, and activations downtown. (Short-term)
City officials said the utility of the plan is somewhat similar to that of the recent housing study in that it will serve as a road map and means of attracting potential developers, while providing a sense of what the community is seeking.
Mayor Mary Ferdon said previously that they hope to have the recommendations prioritized by December, with the teams continuing to work on implementation through at least August. An update on what the implementations teams are doing is expected in October.
The primary objective of Columbus Downtown 2030 is to identify the best use of more than 20 individual parcels identified as critical, made up of several owned by the Columbus Redevelopment Commission, some owned by the Columbus Capital Foundation, current project areas including the riverfront and downtown entrance plaza and parcels identified as future project opportunities including the Irwin Block Building site. The idea is that the plan has ways to revitalize and activate the city’s downtown, while accounting for a changed climate in the area after the pandemic.
Although it will have a smaller footprint, the plan will include more available buildings and spaces for consideration as compared to 2018’s Envision Columbus, which city officials said led to some implementation but was mostly encumbered due to the pandemic.
Private developers will be the chief focus in working towards bringing about the recommendations, although philanthropic entities, redevelopment and potential public funding opportunities could have a hand in that as well, Ferdon said.