CORRYVILLE CDC’S STRATEGIC PLAN 2025-2030
EXECUTIVE SUMMARY
Dear Corryville,
This strategic plan was drafted over the course of six months by the 2024 Corryville CDC staff and Board of Trustees. With input from our member institutions, the University of Cincinnati, the Corryville Community Council, and the Short Vine Association, our strategic plan serves as an outline for the organization’s next five years, defining the goals and objectives that will serve as the foundation for achieving our newly defined mission and vision.
2024 brought forth many changes to Corryville CDC, including hiring a new Director, Brandon Williams. As the Corryville CDC Board of Trustees worked to build up the organization, we sought the counsel of the 1819 Learning Lab to facilitate a strategic planning retreat, the purpose of which was to redefine the organization, and identify the priorities for the community development corporation. We started by questioning who we were, where we are, and what we want to become. This process led us to redefine our North Star—a guiding vision for Corryville’s future. We followed this by defining how we would achieve our vision, informing our mission statement. Both of these new statements have been adopted by the Board of Trustees and are based upon a desire to see Corryville thrive alongside its diverse stakeholders, the likes of which include residents, students, businesses, and institutions.
With a new vision and mission, new goals and objectives had to be identified. With multiple stakeholders in mind, the Board of Trustees and staff identified four critical pillars to prioritize these next five years. One of the major themes consistent throughout the development of this plan was an overwhelming desire to create places—places where one can live, work, collaborate, and create, places where the community thrives.
The Corryville CDC’s Strategic Plan 2025-2030 is to be revisited annually, reflected in the corporation’s yearly work plan, and assessed in an annual report. Over the next several years, we hope the implementation of this plan will result in beautification programs, placemaking efforts, redevelopment successes, and community-driven initiatives.
With gratitude and commitment to Corryville’s future,
Corryville Community Development Corporation, Board of Trustees
ORGANIZATION SUMMARY
Mission Statement
“Corryville CDC’s mission is to cultivate a thriving, inclusive neighborhood by bringing residents, students, local businesses, and institutions together. We empower community-led initiatives that reflect the unique needs and aspirations of our diverse stakeholders. We are committed to driving innovation in placemaking, enhancing public spaces, and creating opportunities that inspire connection, celebrate creativity, and support resilient transformation.”
Vision Statement
“Corryville CDC envisions a connected neighborhood where collaboration sparks innovation, community drives transformation, and vibrant places bring people together.”
Core Values
The core values of the Corryville CDC were established in referring to the above mission and vision statement. We questioned, what values are derived from these statements, and how do they inform the structure and goals of our organization? We arrived at the following:
Innovation
We embrace innovation as a core value, leveraging the expertise in design, entrepreneurship, and sustainability to drive placemaking and economic growth. By cultivating partnerships, adaptive reuse, and community driven solutions, Corryville can become a model for inclusive, future-ready urban development.
Creativity
We value the celebration of creativity as a driving force to improve public and private spaces, embracing artistic expression, cultural diversity, and storytelling though art and installations. By fostering an environment where creativity thrives, we strive to enhance and reflect the identities and aspirations of our community.
Collaboration
We believe collaboration is essential to Corryville’s growth, fostering strong partnerships with investors, developers, residents, and community stakeholders. By working together, we can create opportunities, share resources, and drive initiatives that enhance the neighborhood’s quality of life.
Connection
We prioritize strong relationships and networks, recognizing connection as the foundation of a thriving community. Through placemaking, and active engagement, we seek to create spaces and support systems that bring people together, strengthening Corryville’s social and physical fabric.
Transformation
We are committed to community and stakeholder-driven transformation that is economically sustainable, attainable, and adaptable. By embracing bold ideas and thoughtful development, we strive to create lasting, positive change that enhances Corryville’s economic resilience.
OUR PILLARS
Pillar 1: Financial Stability
In these early rebooting years of the organization, it is important we identify funds and investment opportunities that further the mission of the corporation and provide stability to the longevity of the organization. Success in this pillar will supply the resources necessary to a achieve the vision of the corporation.
Pillar 3: Placemaking
One of the critical components of our vision is based on creating places in and for Corryville. Places are the driver of collaboration, innovation, and connection while simultaneously fostering arts, preserving history, and showcasing identity. The Corryville CDC sees the act of placemaking as a cornerstone to implementing our vision.
Pillar 2: Alignment w/ Partners
Corryville is uniquely situated in a geography with many competing interests such as the University of Cincinnati, Children’s Hospital, UC Health, among many others. It is important the corporation form partnerships with these institutions to achieve a common vision for the neighborhood.
Pillar 4: Clean & Safe
We are fortunate as a community to have experienced rapid growth alongside the University of Cincinnati. However, with the increased presence of young people, and investments in new infrastructure, comes the responsibility of keeping a clean and well maintained business district. This will be a priority for the coming years.
PILLAR 1: FINANCIAL STABILITY
Objective 1: Grants & Funding
Secure yearly Operational Support Grants from HomeBase and other applicable organizations.
Secure Neighborhood Business District Improvement Program grants from City of Cincinnati to fund placemaking and redevelopment projects.
Design a plan to maximize the utilization of the Corryville TIF.
Eliminate usage or need for the University of Cincinnati Operational Support Grant.
Objective 2: Short Vine Parking Lease Transfer
Finalize parking lease transfer of currently city-owned lots at 10 E Corry and 12 E Daniels.
Maximize revenues from parking lots.
Create a work plan for how parking funds will be reinvested to activate Corryville business district.
Objective 3: Partner and Leverage Incoming Developments
Engage new developers and developments on Community Benefits Agreements and Voluntary Tax Incentive Contribution Agreement contributions.
Partner with developers to provide equity to projects, tax incentives, grant incentives, or to garner community support/engagement.
Draft guidelines and priorities for Community Benefits Agreement utilization.
Risk Mitigation
With the growing uncertainty around the political climate, particularly in the federal government as it pertains to access to resources and grants, the Corryville CDC will identify projects that are revenue generating and pursue said projects to protect the Corporation’s financial stability. Corryville CDC will also diversify income sources, build multi-year funding relationships, and maintain contingency budgets.
PILLAR 2: PARTNERSHIPS & ALIGNMENT
Objective 1: Expand the Corryville CDC Board
Identify and recruit new board members, filling gaps in skill and representation from major organizations with working relationships.
Propose and approve amendments to current bylaws allowing for expansion of the Corryville CDC board, and instructing an appropriate appointment system for member organizations.
Strengthen community representation on the board by increasing the number of residents and business owners.
Objective 2: Corryville CDC Networking
Corryville CDC is to actively network with community leaders, city leaders, and with organizations where partnerships and goals are aligned.
Corryville is to be represented by its community development corporation at major networking events, committees, chamber functions, grand openings, and roundtable events.
Increase social media presence by posting on LinkedIn, Instagram, and Facebook consistently. This includes cross posting with other neighborhood organizations such as the Short Vine Association, Corryville Community Council, partners, and businesses where overlap is applicable.
Objective 3: Review & Develop Applicable Plans
Corryville CDC will consistently update its strategic plan and work plan on a yearly basis, realigning goals and objectives to create alignment with partner organizations, community initiatives, and community stakeholders.
Assist in the development and refinement of the Corryville Neighborhood Plan, currently undergoing development by the City of Cincinnati.
Risk Mitigation
There is a risk of misalignment between partners or loss of momentum due to leadership turnover at key institutions. Corryville CDC will ensure broad stakeholder representation on the board and maintain regular communication and transparency with all partners to foster long-term alignment.
PILLAR 3: PLACEMAKING
Objective 1: Short Vine Parklet
1-2 year focus on clean-up efforts and invest in cost-effective temporary enhancements.
3-4 year focus on revitalization and improvement of the Short Vine Parklet.
Objective 2: Invest in Public Art
Corryville CDC is to successfully fund and complete murals yearly, with the goal of 6 completed murals by 2030.
We plan to imitate our neighbors in Clifton Heights and install electric box wraps in the coming 3-4 years.
Objective 3: Neighborhood Identity
In an effort to address a long-standing issue of neighborhood identity, we plan to install street banners in and around the business district to enhance the Corryville name.
Corryville CDC will prioritize the enhancement and installation of gateway monuments in key locations throughout the neighborhood.
Update current branding in the neighborhood and business district, enhance parking signage for Glendora and Corry Lots, and renovate the Short Vine Parklet.
Objective 4: Reinvest in the University Ave Corridor
Evaluate studies previously completed by University of Cincinnati recommending mobility enhancements to the corridor. Coordinate with Tri-State Trails on plans for the CROWN.
Determine the financial feasibility of improvements.
Explore the acquisition possibilities of properties in need of redevelopment that are deemed priorities by our community stakeholders, to further a sense of place in Corryville.
Risk Mitigation
Limited funding, delays in approvals, or lack of community buy-in could hinder placemaking efforts. To reduce these risks, Corryville CDC will phase projects to match available resources, engage the community early in the design process, and implement clear maintenance plans to sustain investments.
PILLAR 4: SAFE & CLEAN
Objective 1: Enhancing and maintaining the current aesthetics of the business district and community.
Regular street cleaning and pressure washing.
Sign a new landscape contract to expand and improve current conditions along the Short Vine Business District.
Hold businesses accountable and assist them with resources to address cleanliness.
Objective 2: Addressing loitering in the business district.
Research best practices for addressing unhoused individuals and general loitering in the business district.
Advocate with CNBDU for legislation providing resources to unhoused populations and addressing the concerns of business districts, including our own.
Advocate for increased police patrol and measure effectiveness with public data.
Objective 3: Partnerships Addressing Safe and Clean
Secure grants from Keep Cincinnati Beautiful and others, addressing crime prevention and sanitary conditions in the neighborhood and business district.
Foster a working relationship with Cincinnati Police Department’s neighborhood unit and University of Cincinnati Public Safety unit.
Engage with University of Cincinnati volunteer groups and Corryville Community Council to organize community clean-ups and help to enforce the city code.
Risk Mitigation
Challenges may arise from inconsistent service delivery, public safety concerns, or policy shifts affecting neighborhood maintenance. Corryville CDC will strengthen partnerships with city departments and safety units, establish clear expectations with contractors, and organize regular community cleanups to supplement city efforts and maintain accountability.