Issuu

FALL 2025

January 13, 2026 Dear Residents, Partners, and Friends, As your Councilman for Ward 5, I am proud to introduce the Campus District Master Plan—a bold and forward-looking vision to revitalize one of Cleveland’s most important and opportunity-rich neighborhoods. This plan reflects a strong collaboration among the City of Cleveland, our anchor institutions, and community stakeholders, all working together to build a vibrant, connected, and inclusive district that benefits everyone. The Campus District is home to Cleveland State University, Cuyahoga Community College– Metropolitan Campus, CMHA’s Sankofa Village, the Sisters of Charity Health Center, and a diverse network of businesses and social service nonprofits. Located at the intersection of Downtown Cleveland and the Near East Side, this district has immense potential. However, aging infrastructure and disconnected streets have long created barriers to growth and accessibility. The Campus District Master Plan addresses these challenges head-on by focusing on four key priorities: • Reconnecting the East Side with Downtown: Creating wider, landscaped bridges with safe bike and pedestrian pathways to better connect our neighborhoods to Downtown Cleveland. • Economic Growth: Activating vacant land and underutilizing real estate to support existing businesses, attract new investment, and create job opportunities for residents. • Community Development: Expanding both affordable and market-rate housing, while developing parks and public spaces that strengthen neighborhood identity and foster a sense of belonging. • Institutional Partnerships: Leveraging the collective strengths of Cleveland State University, Tri-C, Sisters of Charity Health Center, and CMHA to drive innovation, workforce development, and longterm opportunity. This is more than a development plan—it is a commitment to equity, sustainability, and shared prosperity. Together, we can transform the Campus District into a thriving hub where people can live, learn, work, and heal. I invite you to review the Campus District Master Plan and share your feedback. Your voice is essential in shaping the future of this community. Thank you for your continued support and partnership. Sincerely, Richard A. Starr Councilman, Ward 5

January 14, 2026 Dear Community Stakeholders, I am honored to present the Campus District Master Plan, a comprehensive framework designed to guide the strategic development of one of our city’s most critical districts. This plan reflects a collaborative process grounded in our commitment to equity, economic vitality, sustainability, and inclusive growth. The Master Plan envisions the Campus District as a community of purpose that is safe, vibrant, connected, restorative, and authentic. The Master Plan establishes clear priorities to ensure that future investments advance these objectives in a coordinated and transparent manner. Key development goals include: • •

•

Integrated Mobility and Connectivity: Development of a Campus Trail along E. 22nd Street; streetscaping and bicycle/pedestrian paths across expanded bridges across the Inner Belt. Economic Development and Workforce Opportunities: Developing business growth through historic building renovation, infill business/housing construction; working with the City of Cleveland to streamline zoning and permitting processes; expanding affordable workforce housing in partnership with CMHA. Public Space Enhancements: Creating public art throughout the District; development of an entertainment district along Rockwell Avenue between E.21st and E.24th Streets; redevelopment of the Juvenile Court/St. Vincent’s Hospital sites to create a community center/public library, parks, and a neighborhood grocery store.

Importantly, the Campus District Master Plan aligns with the Cleveland Strategic Plan by focusing on strengthening bonds of community among diverse neighborhoods and institutions, demonstrating resilience in the face of social and economic challenges, and centering our vision as a place of purpose, vibrancy, and authenticity. This plan is not merely aspirational; it is a policy instrument that will inform decisionmaking, prioritize resources, and ensure accountability. Community input gathered in 2024 during the first phase of developing the Master Plan has been central to its development, and continued engagement will be essential as we move toward implementation. I encourage all stakeholders to review the Campus District Master Plan and participate in opportunities to engage, invest, and create as we move forward with implementation. Together, we can ensure that the Campus District remains a dynamic, inclusive, and forwardlooking part of Cleveland. Yours in Partnership,

Stephanie Howse Jones Councilwoman, Ward 8

Table of Contents Chapter 1: Project Summary

Chapter 5: Momentum Builders

8 12 14 16 18

About the Campus District & Superior Arts District Executive Summary Planning Process Timeline Coordinating Planning Efforts Engagement Methods

92 94 96

Explore Brand Identity Options for the Superior Arts District Enhance Social Service & Safety Infrastructure Focus on Small Scale Public Art Interventions Create Short Term Activation Through Events

Chapter 2: Engagement Outcomes, Plan Vision, & Goals

Chapter 6: Transformational Projects

22 26 28 30 32 34 36

Engagement Results Plan Vision Statement Goal 1 Goal 2 Goal 3 Goal 4 Goal 5

100 106 114 120

Chapter 3: Community Analysis

134 136 140 142

40 44 48 50 52 54 56 58 60 62

The History of the Campus District is Dynamic Existing Architecture Can Drive Campus District Development The Campus District’s Population is Growing There is Momentum to Redevelop the Campus District Walkability is a Key Strength of Neighborhoods within the District There is Community Support for New Investment The Perception of Safety Needs Improvement The Lack of Trees & Green Space Increase Urban Heat Island Effect Strong Wayfinding & Defined Gateways are Needed The District has Three Distinct Neighborhoods

Chapter 4: Policy Recommendations 66 72 74 76 78 80 82 84 86

Refine Zoning and Land Use Policies Simplify Design District Review Create a Long Term Public Art Program Expand Historic Tax Credit Development Opportunities Create Parks Within a 5 Minute Walk of All Residents & Workers Support a Spectrum of Housing Development Generate Small Business Economic Development Establish Streetscape Design Goals for Future Projects Convert Surface Parking Lots To Infill Development Sites

124 128

Build the Campus Trail Build Enhanced Bridges Through the Innerbelt Project Create the Campus Green Create Community Space at the Juvenile Justice Center Site Create a Citywide Health, Healing, and Learning Hub Create a Cultural Hub Along Rockwell & Superior Avenues Renovate or Redevelop Marquee Historic Buildings Connect to Playhouse Square Build 1,000 New Housing Units in 10 Years Create A Social Service Hub

Chapter 7: Implementation Strategies & Tools 146 148 150 152 154 156 158 160

Goal 1 Implementation Strategies Goal 2 Implementation Strategies Goal 3 Implementation Strategies Goal 4 Implementation Strategies Goal 5 Implementation Strategies Development Funding Resources Housing Funding Resources Parks & Recreation Funding Resources

List of Maps

Acknowledgments & Credits

Chapter 1: Project Summary

Campus District Staff

Mark Lammon

Map 1.1 | Cleveland Wards and Planning Areas

Executive Director

Chapter 3: Community Analysis 41 45 49 51 53 55 57 59 61 63

Chapter 4: Policy Recommendations 70 71 73 77 79 81 83 85 87

Tom Sutton Associate Director

Emily Dahnert Americorps Vista

Robin Simon Intern

Campus District Board of Trustees and Superior Arts Improvement District Board of Trustees Thank you to both the Campus District Board of Trustees and the Superior Arts Improvement District Board of Trustees for their collective leadership and guidance in developing this plan. Special Thanks City of Cleveland

Chapter 5: Momentum Builders

Funding Partner and Key Stakeholder

Cuyahoga County Planning Commission

Map 5.1 | Digital Survey Responses: Where do you feel most unsafe in the Campus District?

Chapter 6: Transformational Projects 101 107 108 109 115 116 121 122 125 126 129 130 135 137 138 141

Planning Lead: E 22nd Street Area Plan

Planning Team Designing Local Lead Planner & Urban Designer

Civic Uplift Economic & Land Use Planning

CHAPTER 1

Project Summary This plan creates a framework for the Campus District and Superior Arts Improvement District that addresses connectivity, greenspace, residential growth, and neighborhood assets, while taking recent and future development into consideration.

About the Campus District & Superior Arts District The Campus District in Downtown Cleveland, Ohio is a key downtown area defined by three anchor institutions: Cleveland State University (CSU), Cuyahoga Community College (Tri-C) Metro Campus, and the former St. Vincent Charity Medical Center. Located just east of the central business district along major corridors, this area is a dense, dynamic mix of educational institutions, social services, and businesses, drawing thousands of students, faculty, and workers daily. Recent and future developments have spurred the need to revitalize the area in order to attract mixed-use residential projects and street-level retail and to maintain access to critical social services. This area is a dynamic urban community that is well positioned to be a destination for living, working, and healing.

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CHAPTER 01 | PROJECT SUMMARY

CAMPUS DISTRICT MISSION

Campus District gives people from all walks of life a place to live, learn, build businesses, produce artistry, and access quality care. Founded in 1983 by three of downtown Cleveland’s anchor institutions, we work to create conditions that fuel our vibrant and resilient community.

CAMPUS DISTRICT MASTER PLAN

CAMPUS DISTRICT VISION

Our goal is to create opportunities. Opportunities that enhance education. Improve access to health care. Spur real estate and business development. And inspire people to live, work, and play in our downtown Cleveland neighborhood.

CHAPTER 01 | PROJECT SUMMARY

Executive Summary The Campus District Master Plan was initiated to direct ongoing revitalization of this urban district. This comprehensive plan outlines future development for the Campus District and the Superior Arts Improvement District, with key priorities including connectivity, greenspace, residential growth, and reinforcing current community strengths. PLAN FOUNDATION Engagement Community and stakeholder engagement was essential to crafting a narrative about the Campus District’s past, present, and future. The planning process utilized several types of questions to effectively gather this feedback. Analysis Analyzing the Campus District’s existing conditions was the first step the planning team took to develop concrete recommendations and action steps.

CAMPUS DISTRICT MASTER PLAN

OUTCOMES

The key recommendations of the plan are a series of recommendations and action steps broken down into three key categories. 1. Policy Recommendations To advance efforts in the Campus District, the policy recommendations concentrate on strategies concerning government and operational frameworks that influence development, public space, and social services. 2. Momentum Builders Momentum Builders are short-term projects designed to launch initiatives and quickly achieve visible impacts in the Campus District’s built and social environments. 3. Transformational Projects Transformational Projects will leverage existing momentum but require large-scale funding sources and coordination of multiple entities to complete. Successfully executing these projects is crucial for achieving the Campus District’s overall goals and vision.

IMPLEMENTATION TOOLS

This plan concludes with tools to help implement the recommendations using a strategic and coordinated approach to financing that will ensure that catalytic projects move forward in alignment with community goals.

CHAPTER 01 | PROJECT SUMMARY

Planning Process Timeline PHASE 1

SEP 2024

OCT 2024

NOV 2024

DEC 2024

JAN 2025

FEB 2025

MAR 2025

WARD 5 PLAN E 22ND AREA PLAN - PHASE 1

PROJECT INFORMATION DIALOGUE & MOBILIZATION GATHERING ENGAGEMENT

RESEARCH & ANALYSIS

Stakeholder Engagement & Community Outreach

PROCESS NARRATIVE Project Initiation and Discovery During the initial Discovery phase, the project team will meet with CDI to review the fundamental context, mission, and goals of the plan. This collaborative session established the meeting schedule and defined both research goals and strategic approaches. Additionally, the team outlined the proposed community and stakeholder engagement process to ensure coordination with other ongoing planning efforts.

CAMPUS DISTRICT MASTER PLAN

Stakeholder and Community Engagement The team established strategies for connecting with stakeholders by developing an engagement framework. The resulting framework identified specific individuals and groups for involvement and determined the most effective strategies for their participation. To ensure the process was inclusive and effective, the plan proactively addressed challenges such as “planning fatigue,” equitable exchange, and the facilitation of constructive dialogue with stakeholders.

APR

R 2025

PHASE 2

MAY 2025

JUN 2025

SYNTHESIS

JUL 2025

AUG 2025

SEP 2025

OCT 2025

FINAL PLAN

DRAFT PLAN

Draft Analysis

NOV 2025

Draft Recommendations

Plan Development and Refinement The master plan graphics and document were developed throughout the planning process and were presented for feedback. Comments were collected and were incorporated into various review drafts of the plan. An executive summary and letters from leadership were added to the final plan document.

CHAPTER 01 | PROJECT SUMMARY

Coordinating Planning Efforts To ensure a cohesive strategy, the Campus District Master Plan was coordinated with the concurrent E. 22nd Area Plan and Ward 5 Housing Study. EAST 22ND STREET AREA PLAN

The Cuyahoga County Planning Commission assessed the current conditions and identified opportunities for collaborative planning, integrated services, and coordinated implementation among stakeholders to realize mutually desirable outcomes. The plan area included the southern half of the Campus District and allowed for shared engagement with many key Campus District stakeholders. This plan included four phases: data analysis, existing plans review, stakeholder engagement, and opportunity identification. Outcomes included an analysis of existing conditions and recommendations for infrastructure and development.

WARD 5 HOUSING STUDY

The Center for Economic Development utilized housing data and stakeholder interviews to assess Cuyahoga County’s housing needs. The study area included Ward 5, which overlaps the Campus District. The study provides strategies to address mismatched housing stock, population trends, affordability issues, and programming difficulties. To tackle these disparities, the study identifies key metrics, recommends best practices, and adopts place-based approaches to meet the diverse housing needs of county residents. It emphasizes the importance of influencing local, state, and federal public housing policy.

CAMPUS DISTRICT MASTER PLAN

Legend

Ward 3 Ward 7 Ward 5 E 22nd Plan Area

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Map 1.1 | Cleveland Wards and Planning Areas

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Engagement Methods Engaging with community members and stakeholders was essential to crafting a story about the past, present, and future of the community.

Applewood Centers Inc.

Bike Cleveland

Burten, Bell, Carr Development

CHN Housing Partners

City of Cleveland Parks & Recreation Department

Cleveland Public Library

Cleveland Metroparks

Cleveland Metropolitan Housing Authority

Cuyahoga Valley Scenic Railroad

CSU Facilities Department

Downtown Cleveland, Inc.

Experience Cleveland

Greater Cleveland Regional Transit Authority

Midtown Cleveland Inc.

Ohio Department of Transportation

Ohio Means Jobs/Greater Cleveland Works

As a component of the E 22nd Area Plan development, key stakeholders convened for an in-person workshop. This session served as an interactive forum to foster collaboration among local partners and establish a shared vision for the area.

Scouting America

Sisters of Charity Health System

Superior Arts Improvement Corporation

Tri-C Administration

To ensure comprehensive input, one-on-one stakeholder interviews were conducted with members of the Campus District and Superior Arts District Boards. Furthermore, two community input sessions were held within residential buildings to gather broader feedback.

USPS

CSU APA Chapter Students

Superior Arts Business Focus Group

Superior Arts Board Members

ENGAGEMENT TECHNIQUES

In addition to in-person engagement for this plan, a digital survey was distributed for the community and stakeholders to participate in. The survey was distributed via email and as part printed materials at engagement events. The goal for engagement was to determine the community’s wants and needs to better understand current lifestyle preferences and perspectives. In addition, discussions with board members, local business leaders, and city and county agencies were used to determine opportunities for development, funding, and financial resources.

Stakeholder Meetings Held During This Process

CAMPUS DISTRICT MASTER PLAN

CHAPTER 01 | PROJECT SUMMARY

CHAPTER 2

Engagement Outcomes, Plan Vision, & Goals This plan is built on extracting the story Campus District wants to tell to the outside world. This narrative, existing plans, and the needs assessment shape the foundation on which the plan is built.

Engagement Results The Campus District Master Plan engagement utilized several types of questions to gather community feedback.

DIGITAL SURVEY

The digital survey provided open-ended questions that allowed participants to freely express their preferences and ideas, leading to detailed qualitative responses about desired improvements and establish a clearer picture of values in the community. Preferencebased questions guided respondents to react to visual examples and articulate specific design or programmatic elements they liked or disliked. Ranking questions provided quantitative data on the perceived importance of various factors. Survey questions were enhanced by one-on-one and focus group sessions with stakeholders that ultimately guided participants to provide both broad conceptual visions and specific actionable insights for the Campus District.

CAMPUS DISTRICT MASTER PLAN

STAKEHOLDER MENTIMETER SURVEY RESPONSES

What should be the main priorities of the campus District plan?

18% COMMERCIAL & RETAIL DEVELOPMENT 11% NEIGHBORHOOD IDENTITY 11% LOCAL BUSINESS DEVELOPMENT 11% SAFETY

10% HISTORIC PRESERVATION & REVITALIZATION 9% ATTRACTING STUDENTS & VISITORS 7% HOUSING & RESIDENTIAL DEVELOPMENT 6% GATEWAYS & WAYFINDING 5% PROVIDING SPACES TO CREATE 4% PROPERTY MAINTENANCE 3% SUPERIOR ARTS DISTRICT 2% OFFICE DEVELOPMENT 2% PUBLIC ART SUPERIOR ARTS DISTRICT 1% PARKS & REC 0% OTHER STAKEHOLDER MENTIMETER SURVEY RESPONSES

What is unique about the Superior Arts Improvement District?

02 | ENGAGEMENT OUTCOMES, PLAN VISION & GOALS

STAKEHOLDER MENTIMETER SURVEY RESPONSES

What word or phrase would you use to describe the Campus District?

STAKEHOLDER MENTIMETER SURVEY RESPONSES

What is Distinctive about the Campus District?

CAMPUS DISTRICT MASTER PLAN

DIGITAL SURVEY RESPONSES

Are there any specific types of stores or shops you’d like to see nearby? Grocery / supermarket Bakery Locally made goods Antique/thrift shop Florist Convenience store Bookstore Drug store / pharmacy Clothing store Specialty food store 10%

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DIGITAL SURVEY RESPONSES

What are the most pressing issues facing your neighborhood today? Safety Cost and Availability of Housing Access to Grocery Stores, Pharmacies, and Retail Neighborhood Cleanup Parks, Trails, Playgrounds, and Recreation Centers Access to Good Jobs Quality Schools and Childcare Transportation Options (Bus, Trains) Other 10%

20%

30%

DIGITAL SURVEY RESPONSES

Rank how important the following measures would be to improving your sense of safety? Lighting Security cameras Foot patrols Pedestrian activity Maintenance / cleanliness Emergency call boxes Community watch program 1

02 | ENGAGEMENT OUTCOMES, PLAN VISION & GOALS

Plan Vision Statement

CAMPUS DIST COMMUNITY THAT IS SAFE, CONNECTED, R AND AUTHENT 26

CAMPUS DISTRICT MASTER PLAN

RICT IS A OF PURPOSE , VIBRANT, RESTORATIVE, TIC. 02 | ENGAGEMENT OUTCOMES, PLAN VISION & GOALS

Goal 1 GOAL

CAMPUS DISTRICT MASTER PLAN

SAFE The Campus District has many “eyes on the street” that help to keep it safe, with many residents, employees, and visitors enjoying Downtown Cleveland at all hours of day and night. Teams of dedicated street social workers and community-oriented police officers compassionately support any highneed individuals in its public spaces.

02 | ENGAGEMENT OUTCOMES, PLAN VISION & GOALS

Goal 2 GOAL

CAMPUS DISTRICT MASTER PLAN

VIBRANT The Campus District offers abundant public art, a broad range of small businesses, pedestrian-friendly streets, artist live-work spaces, and activities that attract people to the area and keep them coming back.

02 | ENGAGEMENT OUTCOMES, PLAN VISION & GOALS

Goal 3 GOAL

CAMPUS DISTRICT MASTER PLAN

CONNECTED The Campus District is connected both physically and relationally, with walkways from end to end, public transit to and from other key areas of the city, and intentional, regular convenings of its business owners, residents, and organizational leaders.

02 | ENGAGEMENT OUTCOMES, PLAN VISION & GOALS

Goal 4 GOAL

CAMPUS DISTRICT MASTER PLAN

RESTORATIVE The Campus District is a place where people can access resources; to learn, start a business, have fun, and heal. It features a social services hub, two college campuses, entertainment options, low-cost business development opportunities, and ample green space for recreation and leisure.

02 | ENGAGEMENT OUTCOMES, PLAN VISION & GOALS

Goal 5 GOAL

CAMPUS DISTRICT MASTER PLAN

AUTHENTIC The Campus District is vibrant, not pretentious; gritty, not sanitized. It provides an exciting mix of artists, students, immigrants, people working to improve their lives, employees and business owners whose creative coexistence is a natural draw for people seeking a truly unique urban experience.

02 | ENGAGEMENT OUTCOMES, PLAN VISION & GOALS

CHAPTER 3

Community Analysis This analysis defines the sense of place of the Campus District in order to guide development of design concepts, policy recommendations, and other long-term planning goals.

ANALYSIS FINDING

The History of the Campus District is Dynamic The area that is now the Campus District has a long and varied history. EARLY SETTLEMENT

The Campus District area was originally a farming community settled by German immigrants. Over time, it became a densely populated residential area for immigrants from various European countries and later African-Americans during the Great Migration.

THE 20TH CENTURY

The 20th century brought significant changes, including the construction of the Innerbelt, an interstate highway that divided the neighborhood. Major areas of existing housing and businesses were demolished in order to create the I-90 right-of-way. However, the easy access created by the interstate system made the area an attractive location for institutions serving the region. The foundation of Cleveland State University in 1965 and the expansion of other institutions transformed the area into its current form. In the 2000s, the neighborhood officially changed its name to the Campus District.

CAMPUS DISTRICT MASTER PLAN

CURRENT CONDITIONS

Today, the Campus District is a dynamic mix of academic life, residential living, and urban amenities. Euclid Avenue, the main East-West thoroughfare, is lined with contemporary architecture, revitalized historic buildings, and a variety of restaurants and shops. The Campus District’s proximity to downtown Cleveland means residents and visitors have easy access to attractions like Playhouse Square, the Gateway District, and numerous other Downtown attractions. The area’s diverse housing options, including converted warehouses and new apartments, appeal to a wide range of people, from students and faculty to young professionals.

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Map 3.1 | Campus District History Map, 1932-1937

Map Data Sources: Cleveland Public Library

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Euclid Ave at E. 22nd

Prospect Ave,1880

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St. Clair St. looking East.

Euclid Ave at E. 24th looking West, Circa 1910

CAMPUS DISTRICT MASTER PLAN

Euclid Ave, 1886-1910

Euclid Ave. and E. 30th St.

Campus District before the Innerbelt, Circa 1959

Image Sources: Cleveland Public Library

03 | COMMUNITY ANALYSIS

ANALYSIS FINDING

Existing Architecture Can Drive Campus District Development Design review and historic preservation efforts over time have created a strong physical identity that can be built upon for future architectural and public realm enhancement projects. ARCHITECTURAL CHARACTER SUMMARY

Through decades of historic preservation work, the Campus District possesses a robust architectural heritage as most properties now exceed the 50year mark required for historic consideration. The resulting eclectic mix of styles offers an intriguing and characterful area for future construction.

Age Composition of Buildings As the map on the right illustrates, only a small percentage of buildings in the Campus District were built within the last 50 years. Most of the newer buildings are located on the CSU campus or are relatively recent housing developments. Several new projects have been proposed and will be constructed in next decade, and therefore this composition will evolve. However, the vast majority of structures in the Campus District are over 50 years old and have strong architectural character.

CAMPUS DISTRICT MASTER PLAN

Legend

Buildings older than 100 years Buildings built between 50 and 100 years ago Buildings built less than 50 years ago

Data Source Information This data is provided by Cuyahoga County and ESRI.

Historic Preservation Opportunities The solid architectural foundation of the Campus District naturally invites redevelopment and preservation initiatives. Crucially, this older building stock creates opportunities to unlock state and federal financial incentives, driving rehabilitation that actively safeguards the community’s inherent unique character while enhancing the economic development opportunity for the District.

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Map 3.2 | Age of Structures

Map Data Sources: Cuyahoga County, ESRI

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CAMPUS DISTRICT MASTER PLAN

03 | COMMUNITY ANALYSIS

ANALYSIS FINDING

The Campus District’s Population is Growing Infill development projects over the last 15 years have resulted in population growth and an increase in total housing units. POPULATION GROWTH

Based on Census and American Community Survey data (accessed through ESRI), the population of the Campus District has increased over the last 15 years. The number of housing units has also increased, demonstrating a positive trend in the demand for housing in the area.

Element

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4,728

0.11%

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1,964

192

1.03%

Housing Units

2,137

2,520

383

1.66%

CAMPUS DISTRICT MASTER PLAN

Legend

7,263 - 11,082 People/Square Mile 4,705 - 7,262 People/Square Mile 2,573 - 4,704 People/Square Mile 0 - 2,572 People/Square Mile

Data Source Information US Census tract data divided by area of the tract.

POPULATION DENSITY

This map shows total population within a census tract divided by the its area. Population data is updated annually to contain the most currently released American Community Survey (ACS) 5-year data, and contains estimates and margins of error. The population density of the Campus District and the other areas of Downtown Cleveland are generally the same. Census tracts to the east have a higher population density because their land uses primarily consist of residential development. The population density of this area will continue to change as land uses evolve both within and on the edges of the Campus District. With new residential development that is in the construction pipeline, population density will likely increase in these areas.

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Map 3.3 | Population Density

Map Data Sources: US Census Bureau’s American Community Survey, ESRI

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ANALYSIS FINDING

There is Momentum to Redevelop the Campus District Numerous projects within the Campus District or in the areas immediately adjacent to the district boundaries are under construction or are in a planning and design phase. STRATEGIC REVITALIZATION

The Campus District has plenty of commercial space available, much of which is in fair condition and appears to be prime for development. There is a need for recommendations on how to make best use of the existing commercial space, creating attractive development opportunities, and placemaking elements that establish a unique identity for the area.

A notable development is the historic rehabilitation of the ArtCraft Building at 2350 Superior Ave into the Cleveland Division of Police (CDP) headquarters, pictured above. This project is a pivotal project for future development, job creation, and revitalization in the Campus District

CAMPUS DISTRICT MASTER PLAN

Legend 1

Police Headquarters

Ongoing Developments: Cross Country Mortgage & Turn Dev

Board of Elections Headquarters

Superior Midway

North Coast Connector

Greyhound Site Redevelopment

Norma Herr Women’s Center Renovation

Proposed CSU Master Plan

Wolstein Center Redevelopment

E 22nd Area Interchange & Bridge

Juvenile Justice Center Redevelopment

CMHA Olde Cedar Redevelopment

CPL Sterling Branch Renovation

St. Vincent Property Redevelopment

Women Religious Archives Collaborative (WRAC)

Scholars House Redevelopment

CMHA Sankofa Village

Cleveland Central Recreation Park Redevelopment

Proposed Tri-C Integrated Facilities Plan

Slavic Trail Connector

Gateway South Soccer Stadium

Grossman Paper Box Redevelopment

Cleveland Clinic Peak Performance Center

Rock Block Development

Data Source Information The information presented on the map to the right was summarized from news articles, permit applications, and stakeholder engagement meetings. The information on this map represents a snapshot in time and will continue to evolve as new projects are announced.

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Map 3.4 | Current and Proposed Developments

Map Data Sources: Cuyahoga County, Media Reports, ESRI

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ANALYSIS FINDING

Walkability is a Key Strength of Neighborhoods within the District The mayor’s vision for Cleveland is a city where people’s basic needs can be met within a 15-minute walk, bike ride, or transit trip. 15 MINUTE WALKSHEDS

Connectivity and walkability are critical, with stakeholders emphasizing the need for better NorthSouth access, shared-use paths, and easy access to basic amenities like grocery stores, pharmacies, cafe’s and coffee shops. A desire for more vibrant public spaces, retail, and entertainment also exist. Additionally, stakeholders in the Superior Arts District expressed a strong desire for a new identity, moving away from an “Arts District” to explore new ideas for branding the area to be more representative of the current environment.

Legend

Area within a 15 minute walk of the center of the Superior Arts District Area within a 15 minute walk of the center of the CSU Campus Area within a 15 minute walk of the center of the South Planning Area

Data Source Information 15 minute walksheds calculated by ESRI. From the Center of Cleveland State University, a 15-minute walk or less will reach: • Progressive Field • Green Goat Cafe • E 22nd Corridor • Tri-C From the south end of The Campus District, a 15-minute walk or less will reach: • Future Slavic Village Trail Connection • Tri-C

From the Center of Superior Arts District, a 15-minute walk or less will reach: • Future North Coast Connector

• Cleveland State University

• Downtown

15 MINUTE WALKSHED SUMMARY

• Cleveland State University • Park to Shop Supermarket • Heinen’s Grocery Store

CAMPUS DISTRICT MASTER PLAN

This analysis demonstrates that the entire Campus District does not fit within a single 15-minute city module. Therefore, planning efforts should address walkability within three smaller zones within the Campus District. These should include the Superior Arts District, the CSU campus, and the area of the Campus District that is south of I-90.

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Map 3.5 | Walksheds

Map Data Sources: Cuyahoga County, ESRI

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There is Community Support for New Investment Community engagement consistently showed interest in new businesses, housing opportunities, and infrastructure improvements. COMMUNITY FEEDBACK ON INVESTMENT

As part of the E. 22nd Area Plan, the Cuyahoga County Planning Commission facilitated several workshops to engage with business owners, employers, and institutional leadership from the Campus District over the course of several months. To ensure a more coordinated effort and prevent redundant engagement activities, the Campus District Planning Team participated in these meetings. From those meetings themes emerged related to connectivity in the form of enhanced safety interventions, walkability, and green spaces.

The importance of maintaining or focusing on establishing the Cleveland Metropolitan Library - Sterling Branch located on E. 30th, as a safe, community resource with potential for expansion into a cultural center was a recurring theme. The discussions also revealed a focus on community development through more accessible housing options and essential services like grocery stores and childcare. There are also several opportunities to foster more collaborative efforts between public and nonprofit entities, such as Cleveland State University and Cuyahoga Community College, to address shared challenges and capitalize on development opportunities, especially around the demolition of St. Vincent Charity Health Campus and the future demolition of the Juvenile Justice Center site.

CAMPUS DISTRICT MASTER PLAN

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Properties receiving survey grade ‘A’ Properties receiving survey grade ‘B’ Properties receiving survey grade ‘C’ Properties receiving survey grade ‘D’ Properties receiving survey grade ‘F’

Data Source Information Western Reserve Land Conservancy (WRLC) and City of Cleveland. Note: Some properties have been improved since 2022 and would subsequently receive a higher grade.

2022 Property Survey Report In 2022, the Western Reserve Land Conservancy (WRLC) partnered with the City of Cleveland to survey every property in the city, collecting data and photos on structure condition, signs of vacancy, sidewalk condition, and more. Vacant structures, rated “C” (Fair) or “D” (Deteriorated) per the 2023 Cleveland Property Inventory, contribute to blight, safety concerns, and depressed property values. Several properties along Superior Avenue have been revitalized between 2022 and 2025 and would now receive an ‘A’ grade. No properties in the Campus District received a “F” grade. Campus District Stakeholder Engagement A primary concern is improving the feeling of safety as a strategy to make the area more attractive and conducive to the needs of future employers and residents. Several exciting developments are underway or coming soon in this area, including the Police Headquarters and the Superior Midway Project. These have sparked renewed interest in addressing future transportation, green infrastructure and development. Providing more diverse housing options, parking solutions, and supportive infrastructure, were seen as vital for attracting residents and businesses and fostering a more attractive and livable neighborhood.

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Map 3.6 | Property Condition Map

Map Data Sources: Cuyahoga County, ESRI

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The Perception of Safety Needs Improvement The Campus District has a lower overall crime rate than surrounding areas. However, concentrated areas of criminal activity skew public perception of the entire district. Both actual and perceived crime must be addressed.

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Sparse

Data Source Information Crime incident locations posted by City of Cleveland Public Safety, Division of Police. Description Crime incidents starting with those first reported in 2016. The data provided is the latest available information and is updated regularly as statistics change.* * This data does not include CSU or Tri-C campus police data.

Dense

DIGITAL SURVEY RESPONSES

What are the most pressing issues facing your neighborhood today?

Safety Cost and Availability of Housing Access to Grocery Stores, Pharmacies, and Retail Neighborhood Cleanup Parks, Trails, Playgrounds, and Recreation Centers Access to Good Jobs Quality Schools and Childcare Transportation Options (Bus, Trains) Other 10%

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Map 3.7 | City of Cleveland Police Crime Incidents

Map Data Sources: City of Cleveland Division of Police, Cuyahoga County, ESRI

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The Lack of Trees & Green Space Increase Urban Heat Island Effect The predominance of surface parking lots, the lack of street trees, and limited green space mean the Campus District is often warmer and less welcoming than surrounding areas. HEAT ISLAND IMPACTS Urban Heat Island Effect Urban Heat Island Effect is a common occurrence in cities where there is a prominence of pavement, buildings, and other constructed infrastructure. It is common that temperates in cities can consistently be five degrees or warmer than surrounding rural areas. This is generally caused by pavements and structures absorbing and releasing heat, waste heat from mechanical equipment and vehicles, a lack of tree canopy and vegetation, and other factors. Strategies to counter the Urban Heat Island Effect include the addition of urban trees, vegetation, and green space, reflective and light colored roofs, green or sustainable architectural practices, and various other methodologies.

CAMPUS DISTRICT MASTER PLAN

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Cooler

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Data Source Information This map was produced from Landsat data and processed by CSU faculty. Description The general process to produce this data included compiling and averaging satellite scenes between May and September for a 3-year period between 2021 and 2023. The final product was extracted from data developed and provided by Cleveland State University, Department of Biological, Geological and Environmental Sciences, 2023.

Addition of Street Trees The public realm could be more strategically utilized, designed, and updated to be more pedestrian friendly while maintaining traffic flow, multimodal transportation, and on-street parking. A more dense tree canopy would create a more welcoming environment providing visibility to business, retail, and encouraging pedestrian activity. Improvement of Park Space The Campus District lacks sufficient public recreation space. This analysis focuses on finding opportunities to transform underutilized open spaces and creating new public parks that have a variety of programming. This overall goal supports everyone in the Campus District being within a 5 minute walk to a public park or recreation space.

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Map 3.8 | Urban Heat Island Effect

Map Data Sources: Cleveland State University, Cuyahoga County, ESRI

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ANALYSIS FINDING

Strong Wayfinding & Defined Gateways are Needed Wayfinding and identity signage in the Campus District should be strategically enhanced for greater impact. EXISTING WAYFINDING

Beyond its basic utilitarian function, signage offers a strategic opportunity to reinforce the Campus District’s brand identity and ensure consistent, clear navigation for residents and visitors throughout Downtown Cleveland. Campus District should aim for improved outcomes by adopting an integrated approach that treats every touchpoint as a chance to unite branding, wayfinding, and placemaking. This requires carefully integrating signage with existing elements like landscaping, architecture, art, and site features, thereby leveraging current investments to support project priorities. Expand Wayfinding on Major Corridors Strategically adding branded signage elements along high-traffic areas will promote visibility and accessibility to businesses, cultural landmarks, and amenities. A short-term project to enhance district gateways could be accomplished through signs, placemaking elements, and other features. Focus on Gateways and District Edges There are several major points of entry into the Campus District. Enhancing these gateway entrances and edges create a stronger first impression and is an opportunity to introduce a distinct brand identify for the community.

CAMPUS DISTRICT MASTER PLAN

Legend

Existing Signage and Wayfinding Elements Purple Gradient Wayfinding Element Visibility Area Wayfinding or Placemaking Element Needed

Data Source Information Wayfinding signs were compiled by Cuyahoga County based on data provided by Mapillary. The intent of the map is to anecdotally communicate where there is a significant density of sigange and wayfinding elements, and which locations may have a deficit.

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Map 3.9 | Existing Wayfinding

Map Data Sources: Mapillary, Cuyahoga County, ESRI

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ANALYSIS FINDING

The District has Three Distinct Neighborhoods The character of the Campus District is varied from north to south and should be planned in 3 distinct neighborhood subareas. Planning recommendations are organized with this approach in the following chapters.

NORTH NORTH

Key themes • Blend office space with a mix of residential, retail, and recreational amenities • Increase pedestrian activity in the area. • Become more of a gateway to Downtown.

Descriptors • Trendy

• Integrated

• Gritty

• Bustling

• Edgy

• Thriving

• Lively

• Resilient

• Prosperous

• Diverse

• Urban

• Hub

• Pulsing

• Gateway

CAMPUS DISTRICT MASTER PLAN

CORE CORE

Key themes • Create a college town that is “of-the-city” • Be the fulcrum for moving students • Act as a beacon, drawing people to the district Descriptors • Gateway

• Academic

• Active

• Fulcrum

• Welcoming

• Energetic

• Sleek

• Green

• Sustainable

• Enthusiastic

• Cutting-edge

• Promenade

• Tech-forward

• Of-the-city

SOUTH SOUTH

Key Themes • Focus spaces, places, and programs for selfimprovement • Allow for healing of individuals and of the community • Create just spaces that help the community thrive Descriptors • Subdued

• Restorative

• Home

• Community

• Self-improvement

• Traditional

• Relaxed

• Progress

• Advancement

• Healing

• Comfortable

• Wellness

• Collaborative

• Neighborhood

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Map 3.10 | Planning Subarea Map

Map Data Sources: Cuyahoga County, ESRI

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CHAPTER 4

Policy Recommendations The following are strategic, actionable recommendations to adjust existing policies or create new policies and guidelines that are designed to shape the physical, social, and economic development of the Campus District.

POLICY RECOMMENDATION

Refine Zoning and Land Use Policies The current zoning districts in the Campus District do not align with existing land uses and planning goals, likely causing limited infill development. Progress on future zoning reform should be based on enabling development types that support the future vision for the district.

EXISTING CONDITIONS Current Zoning and Land Use The current zoning framework across the Campus District is outdated, fragmented, and complex, posing significant barriers to redevelopment. The district includes multiple zoning classifications, resulting in inconsistent land-use regulations and permitting requirements. The Campus District is currently zoned under the following designations: General Industrial (GI4, GI6), Semi-Industry (SI6, SID4), General Retail Business (GR6, GRC2, GRD3, GRE5), Multi-Family Residential (MFC1, MFC2), Residence Offices (ROF4), and features Overlays and Special Districts.

CAMPUS DISTRICT MASTER PLAN

The Superior Arts District alone is currently zoned under the following designations: General Industrial (GI4, GI6), Semi-Industry (SI6), Multi-Family Residential (MF6), Parking District (P1), as well as Overlays and Special Districts. The Southern section of the Campus District land use does not align with its zoning classifications. For example, the East 22nd area is currently zoned under the following designations: General Industrial (GI4, GI6) accounts for 42% of the area, General Retail Business (GR6, GRC2, GRD3, GRE5) which is 28%, Multi-Family Residential (MFC1, MFC2) is 17%, Residence Offices (ROF4) makes up 13%, and Semi-Industry (SI6, SID4) which was not calculated, but is still present. The current land use contrasts significantly: 52% is used for institutional purposes, 26% is vacant land, 16% is residential, 6% is business and retail, and an uncalculated amount is industrial or mixed use. Zoning Challenges The current zoning code does not align with the current land use and poses barriers to the type of diversified development Campus District requires. The current zoning code is inconsistent with a mix of industrial, residential, retail, and office zoning designations across the district, leading to regulatory fragmentation. As a result, there is significant misalignment between the zoning and land use, which may set a confusing precedent for future development. Further complicating future development efforts are the multiple overlays and conflicting Design Review Districts across the Campus District, which create ambiguity in development requirements. Additionally, the land use maps, overlays, and the Cleveland City Planning Commission’s zoning map are difficult to interpret, creating navigational challenges for developers and stakeholders in assessing regulatory constraints.

Historic Preservation The City’s last major policy update emphasized historic preservation, but the preservation section is no longer available for reference, limiting guidance for future development. Without recent updates to preservation policies, developers face uncertainty regarding incentives, design standards, and regulatory requirements. Sites designated as historic landmarks are eligible for financial incentives such as historic tax credits and rehabilitation grants, creating redevelopment opportunities for underutilized properties in the Campus District. The Cleveland Landmarks Commission oversees the designation of landmarks and landmark districts, following guidelines set by the Landmark Ordinance, which evaluates sites based on historical, architectural, and cultural significance. Section 161.01 of the Cleveland Zoning Code Chapter 161 Landmarks Commission Ordinance, which details the criteria for designating landmarks and landmark districts, states that (a) In considering the designation of any area, place, building, structure, work of art, or similar object in the City as a landmark or landmark district, the Commission shall apply the following criteria with respect to such property: (1) Its character, interest or value as part of the development, heritage or cultural characteristics of the City, State or the United States; (2) Its location as a site of a significant historic event; (3) Its identification with a person who significantly contributed to the culture and development of the City; (4) Its exemplification of the cultural, economic, social or historic heritage of the City; (5) Its portrayal of the environment of a group of people in an era of history characterized by a distinctive

architectural style; (6) Its embodiment of distinguishing characteristics of an architectural type or specimen; (7) Its identification as the work of an architect or master builder whose individual work has influenced the development of the City; (8) Its embodiment of elements of architectural design, detail, materials or craftsmanship which represent a significant architectural innovation; (9) Its relationship to other distinctive areas which are eligible for preservation according to a plan based on an historic, cultural or architectural motif; (10) Its unique location or singular physical characteristic representing an established and familiar visual feature of a neighborhood, community or the City. Historic Preservation Challenges Cleveland’s current historic preservation policies and landmark ordinance both create opportunities for and impose limitations on the Campus District’s future development. Without recent updates to preservation policies, developers face uncertainty regarding incentives, design standards, and regulatory requirements, which may hinder growth. Additionally, since portions of the Campus District are located in different Design Review Districts and some portions are not located in any Design Review District, developers will struggle to implement cohesive design standards across the Campus District. While these two factors may disincentivize developers or stakeholders from taking on historic preservation projects, there are economic incentives for historic preservation. Sites designated as historic landmarks are eligible for financial incentives such as historic tax credits and rehabilitation grants, creating redevelopment opportunities for underutilized properties in the Campus District. Additionally, spotlighting historic sites presents the opportunity

04 | POLICY RECOMMENDATIONS

EXISTING CONDITIONS, CONTINUED

The City of Cleveland is in the process of evaluating zoning and permitting reforms as part of broader urban planning initiatives, including the 15-Minute City Project and Reimagine Cleveland. Form-Based Code Pilot Program The City of Cleveland is piloting Form-Based Code in select neighborhoods to modernize zoning regulations. This approach maintains existing building uses and appearances while establishing clear guidelines for new development. Form-Based Code is designed to create a cohesive urban environment by aligning development standards with neighborhood needs and character. Permitting Reform The Reimagine Cleveland initiative has identified permitting inefficiencies as a key barrier to development. Proposed reforms aim to streamline approval processes and reduce regulatory delays.

CAMPUS DISTRICT MASTER PLAN

IMPLICATIONS FOR THE CAMPUS DISTRICT

Given ongoing zoning reform efforts, the Campus District has the opportunity to establish a more consistent and predictable zoning framework that aligns with citywide modernization goals. Since the current zoning structure has been identified as a constraint on redevelopment, limiting investment and placemaking efforts, the Campus District is advocating for a unified zoning designation across downtown Cleveland. If Form-Based Code is expanded citywide, the Campus District could implement a district-wide zoning update to align with the Reimagining Downtown Cleveland Plan, and other relevant downtown-focused planning efforts, modernizing land-use regulations and improving the development process.

ACTION STEPS Action Step: Implement a District-Wide Rezoning Strategy A district-wide rezoning strategy will include the following steps: • Consolidate and simplify existing zoning classifications to create a cohesive zoning framework that aligns with development goals. • Reduce conflicting zoning designations to enhance clarity and predictability for developers. • Establish a single “zone” tailored to the Campus District’s mixed-use, creative, and commercial development potential. Action Step: Address Permitting and Regulatory Barriers There are various permitting and regulatory barriers that are limiting development. The following steps should be completed to address this: • Collaborate with the City of Cleveland to streamline the permitting process for projects within the Campus District. • Reduce administrative delays by implementing clear, standardized review procedures for development proposals. • Explore the feasibility of a fast-track permitting program for projects that align with the district’s strategic goals. • Establish a single design review district tailored to the Campus District’s mixed-use, creative, educational, and commercial development potential.

Action Step: Strengthen Coordination with Stakeholders Stakeholders will have a significant role in implementing this plan. The steps to engage stakeholders should include the following: •

Work with property owners, businesses, educational institutions, and community organizations to develop a shared vision for the district’s future land use.

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Engage with the Campus District and the City Planning Commission to advocate for zoning updates aligned with economic development priorities.

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Facilitate public-private partnerships to support strategic investments in infrastructure and public spaces.

Action Step: Leverage Historic Preservation for Economic Development Historic preservation can serve as a method for economic development. Thisre are several steps that should be completed including: • Identify eligible sites for local and national historic designation to access financial incentives and promote rehabilitation projects that align with historic preservation standards and attract investment. • Develop educational and marketing campaigns highlighting the district’s historic architecture and cultural significance to increase tourism and business engagement.

04 | POLICY RECOMMENDATIONS

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Mixed-Use (Residence/Office) Zoning Districts

Map 4.1 | Existing Zoning Districts

Map Data Sources: City of Cleveland, Cuyahoga County, ESRI

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Map 4.2 | Actual Land Uses

Map Data Sources: Designing Local, Cuyahoga County, ESRI

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POLICY RECOMMENDATION

Simplify Design District Review The Campus District is subject to multiple design regions and design review districts. To create a cohesive feel across the district, the Campus District should be part of the design review districts that service Downtown.

Legend

Downtown/Flats Design Review District Downtown/Flats Design Review Region Lakefront Design Review District Northeast Design Review Region Midtown Design Review District Southeast/Central Design Review Region

Data Source Information This data is provided by the City of Cleveland.

EXISTING CONDITIONS

ACTION STEPS

Current Design Review Districts The Campus District falls within multiple Design Review Districts, including the Midtown District and the Downtown Flats District. The Superior Arts District also falls within multiple Design Review Districts, including the Lakefront and Downtown Flats Districts. These overlapping districts create regulatory complexity, making it difficult to establish a cohesive architectural and zoning framework for the area.

Action Step: Reassign Review Responsibilities Into the Downtown/Flats Review District In future refinement of design review policy, the district boundaries should be revised to simplify design review for the Campus District. Ideally, the entire Campus District would be a part of the Downtown/Flats Review District.

CAMPUS DISTRICT MASTER PLAN

Action Step: Strengthen the Connection Across I-90 With the reconstruction of I-90 through the Innerbelt Modernization Plan, there is an opportunity to strengthen the urban connection across the existing trench. By placing the entire Campus District into one design review district, both sides of the trench can be evaluated by the same commission, working toward a more cohesive design identity.

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Map 4.3 | Existing Design Districts

Map Data Sources: City of Cleveland, Cuyahoga County, ESRI

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POLICY RECOMMENDATION

Create a Long Term Public Art Program Public art located throughout the Campus District can enhance urban design goals and build consistent community engagement while establishing the district as a unique place within Cleveland. EXISTING CONDITIONS

Past efforts, both public and private, have resulted in an existing public art landscape consisting of murals and some limited sculptural elements. Existing public art should be better maintained and new public art installations should be explored both independently and as part of other efforts such as work to define gateways and develop wayfinding.

ACTION STEPS Action Step: Create a Public Art Fund The Campus District should create an internal public art fund that can be used to solicit donations and as a conduit for grants and foundational partnership efforts to fund public art in the District. Future SID assessments should include public art maintenance as one of the planned for activities.

CAMPUS DISTRICT MASTER PLAN

Action Step: Create a Public Art Committee A committee should be established to help facilitate public art projects within the Campus District. This could be a sub-committee of the Campus District Board or a separate ad hoc committee that could assist with fundraising, serve as a selection panel and assist with other efforts to bring public art to the District. Action Step: Promote and Adhere to ‘Call For Artist’ Processes Campus District should adopt a two-phase artist selection process to guarantee transparency and fairness: an initial Request for Qualifications (RFQ), followed by a Request for Proposal (RFP) for the final selection. Outside consultants should be hired to help facilitate these processes to ensure that artwork is delivered efficiently. Action Step: Budget for Maintenance of Existing Artwork Though public art is a key opportunity to help with placemaking efforts in the district, artwork that is not maintained can hinder neighborhood identity. In order to ensure that artwork within the district is cared for a maintenance fund should be created. In addition future SID re-assessments should include public art maintenance as one of the planned for activities. Action Step: Focus on Key Gateways Public art creates vibrant, dynamic experiences by immediately reflecting a neighborhood’s character and expressing the community’s identity. Gateway artwork is more than a sign; it’s an essential opportunity to broadcast the unique traits of the Campus District. These statements can range from large sculptures and murals to subtle interventions that weave a visual story along existing pathways.

WHY PUBLIC ART? Public art directly contributes to the beauty and visual appeal of a community. It can transform ordinary streetscapes, parks, plazas, and buildings into memorable and engaging environments, making public spaces more inviting and enjoyable for residents and visitors alike. Public Art also fosters community identity and pride, reflecting a community’s history, values, culture, and aspirations. A public art program can create visual narratives that strengthen a sense of place, generate civic pride, and make a community feel unique and distinctive. place, generate civic pride, and make a community feel unique and distinctive.

04 | POLICY RECOMMENDATIONS

POLICY RECOMMENDATION

Expand Historic Tax Credit Development Opportunities Expanding the ability to secure federal and state Historic Tax Credits provides the ability to redevelop key historic buildings within the Campus District.

Data Source Information This data is provided by the City of Cleveland.

EXISTING CONDITIONS

ACTION STEPS

The abundance of buildings eligible for local or federal historic designation represents a significant opportunity to attract external capital for redevelopment initiatives within the Campus District. Historic Tax Credit Eligibility There are a number of existing buildings and districts designated as historic by either the Cleveland Landmarks Commission (as Local Landmarks) or the National Park Service (on the National Register of Historic Places), respectively. Locally designated landmarks are eligible for State Historic Tax Credits, while buildings listed on the National Register of Historic Places are eligible for both State and Federal Historic Tax Credits. Only locally listed landmarks are subject to additional design review. Given the increased design review for local landmarks and the enhanced eligibility for both state and federal historic tax credits, National Register designation is preferred when possible.

CAMPUS DISTRICT MASTER PLAN

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Superior Avenue Historic District Euclid Avenue Historic District Lower Prospect-Huron Historic District Prospect Avenue Local Landmark District

Action Step: Create Additional National Register Historic Districts National Register Districts offer the most flexible and accessible opportunities for utilizing State and Federal Historic Tax Credits because they often encompass numerous buildings without imposing additional regulatory hurdles (like design review). The Campus District should seek funding from the Ohio Department of Development (ODOD), the State Historic Preservation Office (SHPO), or other sources to hire consultants who can assist in pursuing National Register listing for relevant districts within the Campus District. One key target is the northern section of the Campus District, which contains numerous small-scale buildings that would be ideal candidates for Historic Tax Credits. Action Step: Encourage Developers to Seek Historic Tax Credits The Campus District should encourage existing property owners within the area to utilize Historic Tax Credits for building redevelopment. For buildings not within an existing or new National Register District, these properties should first seek grants from ODOD to pursue listing on the National Register. If National Register listing is not possible, then local designation should be pursued to create eligibility for the State Historic Tax Credit.

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Map 4.4 | Potential Tax Credit Project Areas

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POLICY RECOMMENDATION

Create Parks Within a 5 Minute Walk of All Residents & Workers A core goal is to establish a park or recreation facility within a five minute walk of all areas of the Campus District. EXISTING CONDITIONS

Approximately two-thirds of Cleveland residents (66%) report sufficient parks within walking distance, but less than half (48%) feel there are enough recreation centers, with households with older children (10–18) more likely to report adequacy (73% for parks, 57% for recreation centers) (Cleveland Parks & Recreation Plan, 2023). Only 40% of residents rate parks as in excellent or good condition, dropping to under 25% for recreation centers, with maintenance issues like trash collection, mowing, and outdated equipment cited as major concerns. Visitation and Desired Amenities Over half of residents (52%) visit parks at least weekly, but less than 25% visit recreation centers that often, reflecting barriers such as poor maintenance (50%), lack of awareness about offerings (40%), and uncomfortable atmospheres (38%). Seniors (50+) prioritize aquatics and arts & crafts, while younger residents (especially in Downtown) emphasize swimming pools, walking/jogging tracks, and exercise equipment, reflecting diverse recreational needs (2023 Statistically Valid Survey). Top outdoor facility priorities include paved, shareduse trails (41%), unprogrammed green spaces (36%), and swimming pools (33%), with aquatics consistently valued across outdoor, indoor, and program categories. Barriers Barriers to usage include inadequate maintenance (50%), lack of program awareness (40%), inconvenient operating hours (33%), and safety concerns (37% 78

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cite insufficient patrolling), particularly for recreation centers. Residents desire more diverse, multigenerational programming, with 57% of program participants rating quality as excellent or good, but 31% not participating due to unavailable desired facilities or programs. The City of Cleveland’s Parks and Recreation operating budget is approximately $26 million annually, covering 179 parks, 23 recreation centers, and 40 pools, but is insufficient to address maintenance backlogs and modernization needs (Cleveland Parks & Recreation Plan, 2023). Capital investments have historically relied on general obligation bonds and occasional grants, but these are inadequate for the $300–$500 million estimated for system-wide upgrades over 15 years.

ACTION STEPS Action Step: Pursue Grants and Private Funds Pursue federal, state, and private grants to fund specific projects to enhance recreational opportunities within the Campus District. Collaborate with organizations like Cleveland Metroparks and local businesses to co-fund amenities such as shared-use trails and universally accessible playgrounds. Action Step: Coordinate Volunteer and Advocacy Efforts Partner with neighborhood groups and nonprofits to streamline volunteer efforts and advocacy and to leverage volunteerism and “Friends of” groups to enhance maintenance and programming. Action Step: Establish a Parks and Open Space Leadership Group Establish a parks task force with representatives from residents, neighborhood businesses, and nonprofits to develop strategic goals and performance metrics for additional green space and recreational activities in the Campus District.

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Map 4.5 | Pocket Park Target Areas

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Map Data Sources: Cuyahoga County, ESRI

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Support a Spectrum of Housing Development Legend

Future housing projects should include a variety of product types across a broad range of price points. Various policy and financing tools should be explored to support housing development.

High Opportunity Medium Opportunity Low Opportunity Very Low Opportunity

Data Source Information This data is from the OHFA 2024-2025 USR Opportunity Index provided by the Kirwan Institute for the Study of Race and Ethnicity at the Ohio State University.

EXISTING CONDITIONS

ACTION STEPS

Current Housing Conditions The Greater Downtown area, which includes Campus District, has a low homeownership rate of 21.1% compared to Cleveland’s 41.9% (2020 ACS, Downtown Cleveland Market Study). Renter-occupied units dominate, with 88.6% of new units added from 2010 to 2020 being rentals, particularly in the Downtown Core (92.7%). Average household size in Greater Downtown decreased to 1.83 in 2020, reflecting a trend toward smaller households, increasing demand for diverse unit types (e.g., apartments, condominiums).

Action Step: Enforce Property Maintenance Standards Work with the City to ensure compliance with Cleveland’s Residents First Legislative Package (e.g., Ordinance No. 1039-2023) by enforcing property maintenance standards and addressing code violations within six months of property transfers.

Demographic and Income Trends Greater Downtown’s population grew 9.9% from 2010 to 2020, reaching 37,115, with a significant increase in 25–34-year-olds (38.2% of the population). This young, mobile demographic drives demand for rentals, with 58% of non-residents preferring apartments/ condominiums (Downtown Cleveland Market Study). Income disparities are notable: 31.2% of households earn less than $25,000 annually, while 23.8% earn $100,000 or more, highlighting the need for both affordable and market-rate housing. Ethnic diversity includes 22.0% Non-Hispanic Black, 7.0% Hispanic, and 5.0% Non-Hispanic Asian householders.

Very High Opportunity

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Action Step: Establish a Housing Task Force Establish a housing task force with representatives from residents, developers, and nonprofits to develop strategic goals and performance metrics for housing in the Campus District Neighborhood. Action Step: Provide Support for Low-Income Residents Collaborate with existing nonprofits and quasigovernmental agencies to provide rental subsidies or down payment assistance for low-income residents. Action Step: Identify Potential Sites for Affordable Housing Development Work with the City land bank to identify potential areas for affordable housing in alignment with OHFA’s Qualified Allocation Plan and opportunity index mapping.

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Map 4.6 | OHFA 2024-2025 USR Opportunity Index

Map Data Sources: Cuyahoga County, ESRI, Kirwan Institute

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POLICY RECOMMENDATION

Generate Small Business Economic Development Small businesses bring vitality and activity to the Campus District. Focusing specific small business development on key corridors will enhance the vitality of the district and create a strong small business ecosystem.

The Downtown Cleveland Retail Strategy identifies an underrepresentation of neighborhood goods and services, such as grocery stores, pharmacies, convenience stores, and salons. Developing these in the Campus District Neighborhood could meet resident needs and attract visitors, supporting economic vitality. There is a need to attract and support local, minorityowned, and women-owned businesses to diversify the retail base, as emphasized by the Reimagining Downtown Cleveland Plan. Barriers to entry, such as renovation costs, must be addressed to facilitate business establishment.

ACTION STEPS EXISTING CONDITIONS

The Campus District neighborhood faces economic challenges due to a decline in resident-driven retail spending, exacerbated by the loss of in-office Downtown employees post-COVID. The Downtown Cleveland Retail Strategy indicates that visitors account for 70% of Downtown spending, while Downtown households contribute only 3%, highlighting a need for increased local economic activity. The Downtown Cleveland Retail Strategy projects a 57,000 sq. ft. increase in employee-driven retail demand by 2028 if office return rates reach 60%, indicating potential for commercial corridor development tied to workforce trends. Vacant structures and lots, rated “C” (Fair) or “D” (Deteriorated) per the 2023 Cleveland Property Inventory, present opportunities for infill development but also contribute to economic stagnation, safety concerns, and lower property values if left unaddressed.

CAMPUS DISTRICT MASTER PLAN

Action Step: Establish an Economic Development Task Force Representatives of residents, neighborhood businesses, and nonprofits could help to develop strategic goals and performance metrics for economic development in the Campus District Neighborhood. A revolving loan fund for small businesses could be created, modeled after Cleveland’s Working Capital Loan Program, to provide ongoing support for retail expansion and maintenance.

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Map 4.7 | Small Business Development Areas

Map Data Sources: Cuyahoga County, ESRI

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Establish Streetscape Design Goals for Future Projects The major streets that pass through the Campus District present an opportunity to establish and enhance the character for each of the three subdistricts.

EXISTING CONDITIONS

The lack of public third spaces (e.g., cafes, plazas) limits social infrastructure and local spending. Creating vibrant third spaces could foster community connections, increase foot traffic, and support nearby businesses. Infrastructure improvements, such as experiential lighting, signage, wayfinding, and streetscaping (per the Superior Midway Vision Plan), are needed to enhance the area’s appeal, safety, and accessibility, encouraging business investment and customer visits.

STREETSCAPE TYPOLOGIES North Area Streetscape Character The streets in the north area should focus on the historic architectural character of the architecture and the strong walkability created by the relatively small size of the blocks. Decorative light poles, site furnishings, and other streetscape elements should be included in future projects. Cafe seating and parklets should be considered where businesses are adjacent to the right-of-way, With a relatively high urban heat island effect, street trees and tree lawns are critical in this area.

CAMPUS DISTRICT MASTER PLAN

Core Area Streetscape Character The majority of public rights-of-way in this area are generally perceived to be a part of the CSU campus. Streetscape projects in this area should be coordinated with the aesthetic of core campus green spaces and should establish a sense of arrival through gateway features, CSU branded signage, and other features. South Area Streetscape Character With two higher education campuses and a variety of other land uses in the south planning area, the designed character of various streetscapes can provide visual unity and pedestrian comfort to this area. Lighting, street trees, consistent pavement, and some benches and litter receptacles should be critical to key streets. Signs, banners, and other graphic elements can visually connect to the adjacent campuses or developments. East 22nd St Corridor The segment of East 22nd Street south of I-90 already has a strong streetscape and doesn’t need to be modified significantly. The visual language of this street should be continued north of I-90 to provide visual continuity of this corridor.

ACTION STEPS Action Step: Create Design Guidelines Create a design manual or guidelines that provide detail on specific site furnishings, lighting, construction materials, and other elements. These guidelines could be developed independently for the entire Campus District or could be segmented out based on the three planning subareas. As streetscape projects are funded or private developments move forward, the design guidelines will provide guiding principles to generate consistency of quality in their execution.

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Map 4.8 | Priority Streetscape Projects

Map Data Sources: Cuyahoga County, ESRI

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POLICY RECOMMENDATION

Convert Surface Parking Lots To Infill Development Sites Surface parking lots blemish the vitality and spatial quality of an urban district. Parking in the Campus District should be consolidated into parking garages and surface lots should be developed. EXISTING CONDITIONS

The Campus District currently has ample parking supply, primarily consisting of paved surface lots lacking shade or structures integrated with buildings. This presents a critical opportunity to strategically evolve these parking areas beyond mere requirements, transforming them into welcoming amenities and essential infrastructure that actively drives business visibility and pedestrian engagement.

ACTION STEPS Action Step: Strategize to Acquire or Encourage Private Development of Surface Parking Lots This policy recommendation will require the strategic development of parking structures to replace sprawling surface parking. This will better accommodate growing business sector parking needs for workers, retail shoppers, and will allow for opportunities for a more dynamic pedestrian streetscape.

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Map 4.9 | Surface Parking Lot Development

Map Data Sources: Cuyahoga County, ESRI

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CHAPTER 5

Momentum Builders Momentum builders include relatively low cost projects that are small in scope and scale. The intention is to implement these projects within five years and to use them to build support for larger scale implementation efforts.

MOMENTUM BUILDER

Explore Brand Identity Options for the Superior Arts District The Superior Arts District brand lacks recognition and needs a refresh. Several options should be explored. EXISTING CONDITIONS

The brand identity for the Superior Arts District was questioned throughout the planning process by stakeholders. Comments centered around a lack of art galleries, studios, or artist housing. Additionally, based on the community engagement activities, most respondents were not aware of the Superior Arts District, demonstrating the lack of brand recognition.

PRELIMINARY OPTIONS

The Planning team has developed two potential options for a rebranding. Option 1

SUPERIOR DISTRICT

The first option simply drops the word “art”. Option 2

SUPERIOR HISTORIC DISTRICT The second option substitutes the word “art” for “historic”, focusing the brand identity on the historic character of the district.

CAMPUS DISTRICT MASTER PLAN

ACTION STEPS Action Step: Refine the Superior Arts District Brand Identity and Graphics A small study should be undertaken to test options through stakeholder workshops and market testing. The Superior Arts District branding artwork and guidelines should be updated to reflect the new brand identity. Action Step: Generate a Marketing and Outreach Strategy to Promote the New Brand Following refinement of the brand identity, the new brand and messaging for the District should be promoted through social media, traditional media, and other channels. Promoting the brand should also be accompanied by events or announcements.

05 | MOMENTUM BUILDERS

MOMENTUM BUILDER

Enhance Social Service & Safety Infrastructure Small scale and relatively inexpensive public space projects can improve the perception of safety.

EXISTING CONDITIONS

The map at right represents data gathered from a digital survey released during the planning process. Users placed a point on the map where they felt the most unsafe. These points may be most appropriate for small interventions that address safety and security

ACTION STEPS Action Step: Place Trash Receptacles at Key Locations Appropriate placement of trash receptacles is a critical aspect that can directly impact the cleanliness, aesthetics, and public health in the Campus District. The best approach is not simply to place a trash can on every corner, but to develop a strategic plan based on data and observation. Placing outdoor trash cans at the Bishop William M. Cosgrove Center is a high priority because of the immense benefit it would bring to the patrons of the facility and adjacent business owners. Action Step: Provide Outdoor Lockers Creating accessible, secure outdoor locker solutions could be utilized to benefit a diverse range of community members. These weatherproof, tamperproof locker units provide a safe and dignified space for individuals to store their personal belongings, relieving the burden of carrying everything with them. For those without a permanent home, a secure locker can be a life-changing resource, safeguarding documents, medications, and other essentials. It is recommended

CAMPUS DISTRICT MASTER PLAN

that these units be placed in strategic, well-lit locations—such as near the Men’s or Women’s shelters, Cleveland State and Tri-C campuses, the Sterling Branch Library, or public transit stations. Action Step: Install Public Restrooms Providing freestanding public restrooms, such as Portland Loos, provides a hygienic and accessible solution to a fundamental urban need. These singlestall, permanent units are built to be durable, easy-toclean, and deter vandalism and promote public health. Locating a public restroom near the highest-traffic areas of Campus District like the Bishop William M. Cosgrove Center and transit hubs, will contribute to a cleaner and more inclusive urban environment. Action Step: Enhance Clean & Safe Ambassador Program This program already exists, but this could be enhanced or shifted to support social service providers. Maintenance and patrol areas could be focused to address the digital survey results. Action Step: Add Lighting Overhead lighting is a cost-effective way to create dynamic public spaces that still feel welcoming after dark. The lighting strategy for Campus District should encourage nightlife, support walkability between retail and residential, and create more “eyes on the street” in key corridors identified in the community survey on the right. As part of this comprehensive strategy, the integration of emergency call boxes must be prioritized. These safety elements should be considered for deployment either as freestanding units or seamlessly integrated into the new lighting infrastructure.

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Map 5.1 | Digital Survey Responses: Where do you feel most unsafe in the Campus District?

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MOMENTUM BUILDER

Focus on Small Scale Public Art Interventions Small scale public art can be an inexpensive way to engage the community and create activation of public spaces. EXISTING CONDITIONS

There are numerous key opportunities to bring additional public art to the Campus District in relatively small scale, cost effective ways.

ACTION STEPS Action Step: Implement Sidewalk Interventions Sidewalk interventions are temporary public art projects, like rain-activated installations or stamped pathways, designed to make neighborhoods more vibrant and engaging. These projects are an ideal way for local artists to share narrative images, designs, or literary elements with their community. The art provides fun and unexpected experiences for pedestrians without the cost and commitment of a permanent installation. Depending on the complexity and scale, these projects can be completed within a short timeline, at a low cost.

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Action Step: Install Utility Box and Other Vinyl Wraps Utility boxes, traffic signal cabinets, bus stops, and other otherwise mundane street infrastructure present an excellent canvas for public art. Utilizing vinyl wraps offers flexibility for both the artwork medium and maintenance. Wraps are low cost and allow for easy replacement should the art become damaged. Action Step: Generate Tactical Urbanism Projects While permanent projects will establish a long-term, artfocused identity and sense of place, tactical urbanism projects can create immediate impact. Whether initiated by grassroots organizations or in partnership with the community through participatory efforts, tactical projects like collaborative murals, temporary art installations, or temporary streetscape elements such as painted crosswalks and parklets would effectively reinforce the creative movement within the Campus District. By activating overlooked spaces and everyday elements with these tactical inventions, people will experience places in a fresh way, spurring inspiration for the future of public art and placemaking in the Campus District. Action Step: Create Public Art Banners Rotating banners are often used to promote events throughout the year or organization. Banners provide a highly visual, usually vibrant pop of color. Rather than advertisements, banners in the Campus District could feature public art or be designed by artists.

05 | MOMENTUM BUILDERS

MOMENTUM BUILDER

Create Short Term Activation Through Events Community events can activate public spaces and build identity and awareness for the Campus District. EXISTING CONDITIONS

The Campus District previously benefited from culturally-focused events that drew visitors, such as the Night Market and the former trolley line, but these gatherings and attractions have declined, mainly due to a lack of a dedicated organizer and support. The community strongly desires to revitalize these types of events. Many stakeholders expressed interest in reviving the Night Market, an annual street fair once held in the Old Chinatown area at Rockwell Avenue and East 21st Street. The Night Market was very popular, attracting thousands of people. The event was a successful platform for showcasing AsiaTown’s artists, chefs, and entrepreneurs, offering authentic cuisine and entertainment, and encouraging visitors to explore the historic neighborhood.

CAMPUS DISTRICT MASTER PLAN

ACTION STEPS Action Step: Establish an Event Programming Coordination Committee Establish a dedicated partnership or committee to organize, revive, and support events that celebrate the intrinsic culture and character of the Campus District. These gatherings could be hosted on either public or private property, but their promotion should extend to the broader regional community. Furthermore, these events could serve as fundraising mechanisms to benefit partner organizations and should also incentivize local artist vendors. Action Step: Build an Event Programming Support Staff In the longer term, consider including in future SID assessments funding for a staff position to organize and coordinate events and other programming. This position is necessary due to the complexity of organizing and managing events.

Image source: Night Market Cleveland

05 | MOMENTUM BUILDERS

CHAPTER 6

Transformational Projects Transformational projects include large scale capital improvement projects that will be implemented through a phased funding and construction strategy.

TRANSFORMATIONAL PROJECT

Build the Campus Trail The construction of trail projects adjacent to the Campus District creates an opportunity for a trail of regional significance that passes through the district and links together key destinations. PROPOSED CONDITIONS South Planning Area: E. 22nd St. South of I-90 Starting from Orange Avenue on the south end, this 90’ wide street can be envisioned to be a shared-use trail, with the proposed changes occurring on its west side. This will require reducing the roadway from 4 traffic lanes to 2 traffic lanes, improvements to the streetscape, and shared-use trail crossings at cross streets and curb cuts. Core Planning Area: E. 22nd St. Between Euclid Avenue and Chester Avenue Envisioning the west side of this 80’ street as a shareduse trail, the proposed changes will involve adjusting the trail to run underneath the overhead pedestrian bridge. Vertical surfaces adds opportunity for public art and placemaking. North Planning Area: E. 22nd St. bBetween Payne Avenue and Superior Avenue On the west side of this 60’ street, continue the development of the shared-use trail. This segment of the trail can complement the adjacent existing commercial uses with a high quality streetscape that includes pedestrian amenities, street trees, premium pavements, a one-way traffic flow, parallel parking, wayfinding, placemaking features, and other elements. 100

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North Planning Area: E. 18th St. Between Superior Avenue and Davenport Avenue The best location for the shared-use trail in this segment is along the east side of the street. Existing parallel parking can be removed and a 10’ wide shareduse trail can be added. Murals and other placemaking improvements can be added in this area to improve the feeling of safety and comfort in this area. North Planning Area: Intersection with North Coast Connector The North Coast Connector Trail will be located on the north side of the existing rail right-of-way. A shared-use trail bridge will need to be constructed in the vicinity of the 18th St. corridor to tie these two trails together.

ACTION STEPS Action Step: Coordinate with Other Governmental Entities to Advance Project This project will require coordination between multiple project partners. The preliminary implementation of the shared-use trail should consist of low cost street elements such as on-street paint, breakaway bollards, and other features. As longer term public right-of-way improvements are planned, the shared-use trail can be incorporated into streetscape projects to create permanent trail infrastructure.

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SLAVIC VILLAGE CONNECTOR Map 6.1 | Campus Trail Alignment

Map Data Sources: Cuyahoga County, ESRI

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Existing Condition: E. 22nd St South of I-90

Short Term Condition: E. 22nd St South of I-90

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Existing Condition: E. 22nd St at Chester Ave

Short Term Condition: E. 22nd St at Chester Ave

Long Term Condition: E. 22nd St at Chester Ave

06 | TRANSFORMATIONAL PROJECTS

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EAST 22ND STREET SHARED-USE PATH

East 22nd Street south of I-90 currently features bike lanes on both sides of the street and various pedestrian amenities. This concept removes one drive lane in order to construct a two-way protected shared-use path. Existing lights, trees, and brick pavers remain in place while new planters and a relocated curb provide protection for cyclists from adjacent traffic.

TRANSFORMATIONAL PROJECT

Build Enhanced Bridges Through the Innerbelt Project The reconstruction of I-90 through the Campus District is a generational opportunity to reconnect and repair urban fabric that has long been divided. TYPES OF FREEWAY CAPS AND BRIDGES Expanded Bridge Cap Freeway caps have several variations. The most cost effective type of freeway bridge cap has an expanded deck on one or both sides that supports park elements such as tree planters, lawn, site furnishings, and other elements. These caps can also support small buildings.

Enhanced Bridge Enhanced bridges include a slightly wider pedestrian environment that includes planters, trees, lighting, public, placemaking features, and other elements.

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ACTION STEPS Action Step: Refine Proposed Design to Create Infill Development Sites The proposed freeway alignment shown at right is based on currently available conceptual plans for the reconstruction of infrastructure within the existing trench. Final construction plans for this phase of the project have not been generated. As the freeway design is refined and completed, the overall project should consider the reduction or elimination of expansive on-ramps and off-ramps. Ramps can still connect to the surface to the surface streets at perpendicular geometries that are more in line with the historical street grid system. This strategy will create numerous infill development sites along the trench to enable further infill development in the Campus District. Action Step: Plan Bridge Caps and Enhanced Bridges The East 22nd Street bridge reconstruction demonstrates that enhanced bridge projects are possible to be implemented as the various phases of the Innerbelt reconstruction project is completed. The concepts in this plan need to be further refined through the creation of refined bridge concepts and cost estimates.

ST. CLAIR AVE EXPANDED BRIDGE CAP

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Map 6.2 | Bridge Cap Locations

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Map 6.3 | Superior Avenue Bridge Conceptual Plan

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Map 6.4 | Payne Avenue Bridge Conceptual Plan

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BRIDGE DESIGN OPTIONS • Inspired by iconic Cleveland architecture • Creates opportunities for public art and community interaction

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CONTINUOUS SPACES FOR PUBLIC ART OR COMMUNITY NARRATIVES

PROMINENT PILASTERS

SEGMENTED SPACES FOR PUBLIC ART OR COMMUNITY NARRATIVES ACCENT PILASTERS

FEATURED ARCHITECTURAL DESIGN

06 | TRANSFORMATIONAL PROJECTS

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SUPERIOR AVENUE EXPANDED BRIDGE CAP

With the reconstruction of I-90 through the Campus District, there is a major opportunity to reconnect disparate areas with bridge caps and enhanced bridges. This concept for the future Superior Avenue bridge includes street trees in raised planters, lawn areas, public art, seating areas, enhanced bridge pilasters, and an internally illuminated color-changing security fence.

TRANSFORMATIONAL PROJECT

Create the Campus Green The northern half of the Campus District lacks a versatile neighborhood park that can be used on a daily basis by students, residents, and workers.

EXISTING CONDITIONS

This area of Campus District has multiple surface parking lots that could be developed into a more productive use.

DEFINITION OF A NEIGHBORHOOD PARK

A neighborhood park is larger than a pocket park, but not as large as a community park. The parks are generally 1 to 10 acres in size with amenities that include seating areas, activity lawns, gardens, event infrastructure, and other elements.

Neighborhood parks with a similar scale and function include Library Park in Downtown Columbus and Schenley Plaza in the Oakland neighborhood of Pittsburgh. These parks are distinctively designed and host many community events. There are also many amenities in the park which support day to day activation.

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ACTION STEPS Action Step: Generate a Land Assembly and District Parking Strategy Strategic site development strategies need to be generated to consolidate parking into one parking garage that is currently located within multiple surface parking lots. With this available developable land, the park can be designed and constructed. The final step is to develop mixed-use and residential buildings on the surrounding vacant lots. These buildings can support housing development goals for both CSU and for the Campus District as a whole. Action Step: Develop a Design Program and Refine the Conceptual Plan A design program is a list of desired elements that will be a part of a public space design project. This includes a description of the size, function, and spatial relationships of various spaces, the required utility infrastructure necessary to support events, and a list of amenities such as seating, lighting, plantings, etc. A conceptual construction estimate can also be derived from this design program. The conceptual site plan will be refined using the design program and additional visual exhibits can be generated. Using both the design program and conceptual site plan, a funding strategy and construction timeline can be developed, allowing the project to move forward toward implementation.

UPDATE PLAN

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Map 6.5 | Campus Green Study Area

Map Data Sources: Cuyahoga County, ESRI

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Map 6.6 | Campus Green Conceptual Plan

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The Campus Green is located on the site of an existing surface parking lot. A strategy for development of this site includes the construction of a parking garage to free up land for green space and mixed-use infill development. The park design includes a central event lawn surrounded by walking paths, trees, a seating grove, a play area, and an event pavilion.

TRANSFORMATIONAL PROJECT

Create Community Space at the Juvenile Justice Center Site The demolition of the Juvenile Justice Center and the reconstruction of the East 22nd Street Bridge represent a critical opportunity to create community infrastructure at a prominent location.

EXISTING CONDITIONS

The demolition of the Juvenile Justice Center and the continued improvement of the E 22nd St corridor represent a tremendous opportunity for a signature community building at a prominent location in the Campus District.

ACTION STEPS Action Step: Build a Coalition of Project Partners Development of a multifunctional community building will require significant community engagement and coordination with multiple entities. This will also require some modification of the existing proposed site plan for the Olde Cedar redevelopment. Multiple funding partners will likely be involved in creating this facility and may include the City of Cleveland, Cleveland Public Library, CMHA, and others.

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Action Step: Establish a Draft Project Program of Requirements A Program of Requirements consists of a descriptive list of spaces and features that are necessary to complete a successful project. This should include a narrative about the project vision, a description of the end users, a list of architectural space sizes and uses, and a rough project budget. This draft Program of Requirements should be vetted by the project partners in order to advance the project forward into design and eventual construction. Action Step: Complete a Feasibility Study A critical next step will be a feasibility study for the community center which should include a strong community engagement scope. The feasibility study should include an understanding of any site development constraints present within the existing site as well as a refinement of the Program of Requirements, operating strategy, and construction budget. A project delivery Action Step: Advance the Project into Design and Construction Following the feasibility study, the project should be ready for procurement of a design team and a separate construction team. A project of this size will warrant the involvement of a construction management team. Hired under a separate contract, this team should be engaged during the latter part of the project design process to consult on cost estimating and constructibility considerations. A Construction Manager at Risk (CMAR) project delivery model should be explored.

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Map 6.7 | Juvenile Justice Center Study Area

Map Data Sources: Cuyahoga County, ESRI

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Map 6.8 | East 22nd Street Area Plan

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Create a Citywide Health, Healing, and Learning Hub Establishing a connected campus of institutional uses along the East 22nd Street Corridor will enable synergies and partnerships to emerge. HISTORY

The St. Vincent Charity Hospital campus dates back to the mid 1800’s and was Cleveland’s first hospital. The hospital expanded over time and eventually employed over 1,000 medical staff and other personnel. With major changes in healthcare during and following the pandemic, the hospital downsized significantly and only provides urgent care, mental health and addiction services.

EXISTING CONDITIONS

There is significant land available for redevelopment south of Central Avenue. This area could be better connected to community assets including the Tri-C campus and the proposed Olde Cedar redevelopment.

ACTION STEPS Action Step: Establish a Development Team A coordinated effort to redevelop this area is already in progress. The team should be expanded to include all potential project partners including public sector partners, private developers, owner’s representatives, a design team, and various other entities. Action Step: Generate a Financing Strategy With the establishment of a development team, an overall financing strategy can be explored. A project of this scale typically includes several financing concepts that generate the funds needed for construction. Mechanisms can be incorporated into this plan could include Tax Increment Financing (TIF), tax credits, private equity, infrastructure loans, federal and state grants, and numerous other financing options. Action Step: Create a Master Development Plan A key element of this plan is to better connect new development projects with a connected street grid and a central green space. This internal network of public space will create walkable, high quality spaces which will support ongoing redevelopment efforts as well as the mission of the health, healing, and learning hub. Action Step: Develop a Cross Access Strategy Promoting pedestrian and vehicular circulation between privately and publicly owned property is a key element of the following conceptual development plan. This will require a long term cross access agreement between property owners or the dedication of new rights-of-way.

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Map 6.9 | Health, Healing, and Learning Hub Study Area

Map Data Sources: Cuyahoga County, ESRI

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Map 6.10 | Health, Healing, and Learning Hub Conceptual Plan

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TRANSFORMATIONAL PROJECT

Create a Cultural Hub Along Rockwell & Superior Avenues Superior and Rockwell Avenues between East 21st Street and East 24th Streets have the best opportunity to create a near term cultural hub that hosts community events and activities. HISTORY

Cleveland’s Chinatown was founded by Chinese immigrants who moved there after working on U.S. railroads and facing intense anti-Chinese racism on the West Coast. The peak of activity was from the 1930s to the 1960s, and was primarily situated on Rockwell Avenue. A key milestone was the On Leong Tong building opening on January 4, 1931, which served as a merchant association headquarters and residential/ commercial space. Throughout the 1930s, popular restaurants like Shanghai, Red Dragon Café, and Golden Gate drew many customers, often staying open until 4 A.M. on weekends. Despite the 1976 opening of Golden Coins, the district declined sharply; by 1985, only two businesses remained. Shanghai Wu’s Cuisine, the final Asian restaurant on Rockwell Avenue, closed in February 2009.

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ACTION STEPS

This area of the District has significant urban character and the potential to support both daily retail businesses and seasonal events. The goal is to capitalize on the existing historic and urban character to bring additional vitality to the district. Action Step: Encourage Development Along Rockwell Avenue Rockwell Avenue has previously served as a mixeduse street with an abundance of retail businesses. This street can be potentially reactivated with a redevelopment of the existing historic buildings. There are several surface parking lots on the north side of Rockwell Avenue that are primed for infill development with a residential focus. Additionally, the street currently serves very limited traffic and could be reimagined as a pedestrian focused mixed-use corridor while still maintaining limited traffic flow and on-street parking for day to day functionality. A redesigned street can support events and festivals with features and amenities such as overhead lighting, gateway features, cafe seating, and other amenities. Action Step: Design an Improvement Plan on East 22nd Avenue Similar to Rockwell Avenue, East 22nd Avenue has fairly limited traffic flow. This street could be invigorated with premium building materials and public amenities. The Campus Trail shared-use path could pass through this corridor, bringing cyclists from across the region to its intersection with the Superior Midway. This has potential to be a highly visible junction of two significant regional cycling corridors and can function as a prominent urban trail hub.

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Map 6.11 | Superior Cultural Hub Study Area

Map Data Sources: Cuyahoga County, ESRI

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Map 6.12 | Cultural Hub Conceptual Plan

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Building upon its history as the original Chinatown in Cleveland, Rockwell Avenue can be transformed into a vibrant and unique street in Cleveland. The concept for the streetscape design includes enhanced pavement, streetlights, banner signs, festival lights, cafe seating, planters, street trees, and electrical infrastructure to support events and food trucks.

TRANSFORMATIONAL PROJECT

Renovate or Redevelop Marquee Historic Buildings The Campus District has many signature buildings that establish the character of the neighborhood and should be preserved. POTENTIAL BUILDINGS FOR RENOVATION Building 1: The Walker Weeks Building, 2341 Carnegie The Walker Weeks building at 2341 Carnegie Avenue is a 5-story building that is currently vacant but has potential for retail space on the first floor and is already broken out into apartments on the top four floors. This building is a great candidate for receiving State and/ or Federal Historic Tax Credits because the building is privately-owned, has the existing conditions to support income-generation, and is already listed on the National Register of Historic Places indicating its eligibility. Building 2: 2001 Payne Ave The building at 2001 Payne Avenue is currently the home to the City of Cleveland’s Public Safety Central. The design language is of the late Beaux Arts architecture period, the same style as the Public Buildings surrounding the Mall that were built around the same time. The building is not on the National Register of Historic Places, but it has been identified as a Local Landmark. In order to allow the building to access historic tax credits, a for profit partner development should be identified. Building 3: The Film/Norton Building, 2100 Payne Ave This building is signature structure that has prominent location in the Campus District.

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Building 4: The Power Plant The power plant is one of the most notable buildings in the study area. In the long term, this collection of buildings has the redevelopment potential for multiple unique uses. Building 5: The St. Clair Avenue Commercial Corridor There are many attractive buildings for renovation along the St. Clair Avenue Commercial corridor. A questionnaire should be completed to determine eligibility for the National Register of Historic Places. If it is determined this district contains eligible buildings, a nomination should be completed and tax credits should be pursued by each building owner. Building 6: The Fisher Brothers Company This building is a large 6 story warehouse building with views of Lake Erie. Building 7: Archway at St. Vincent At the corner of East 24th and Central Avenue on the campus of the current St. Vincent Charity Medical Center is a lone archway set in the middle of a small, fenced-in garden. This archway is the last remaining doorway of the former Nurses House at the Medical Center, which was demolished sometime between 2009 and 2011. The Nurses House provided housing for the nursing staff that took care of patients in the hospital. While not a proper structure, it is recommended that the archway remain as an homage to the storied history of the St. Vincent Charity Hospital and Health Center.

ACTION STEPS Action Step: Encourage Tax Credit Development Various partners can encourage access to Historic Tax Credits through establishing or expanding existing historic districts. Additionally, private developers should be provided high-level guidance on how to approach a historic project including examples of project financing structures and connections to development partners.

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Map 6.13 | Marquee Historic Building Renovation

Map Data Sources: Cuyahoga County, ESRI

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TRANSFORMATIONAL PROJECT

Connect to Playhouse Square The potential redevelopment of the Wolstein Center will blend Campus District and Playhouse Square. Significant spin-off development will likely occur and this should be focused on creating vibrant urban corridors.

EXISTING CONDITIONS Gateway District and Playhouse Square With numerous theaters of varying sizes, Playhouse Square is among the largest performing arts centers in the United States. The Gateway District features major landmarks such as East 4th Street, The Arcade Cleveland, the 5th Street Arcades, and several other significant historic buildings. Together, the Gateway District and Playhouse Square generate significant daily activity in Downtown Cleveland. Wolstein Center The Wolstein Center opened in 1991 and has a seating capacity of over 13,000 for basketball, and over 15,000 for other types of events. When not activated by an event, the existing Wolstein Center creates a gap in street vibrancy between Playhouse Square and the rest of the Campus District. Several concepts have recently been brought forward to completely redevelop the Wolstein Center site. The most recent concept includes a complete demolition of the existing building and new construction of a soccer stadium and mixed-use buildings.

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ACTION STEPS Action Step: Coordinate with Ongoing Development Projects The potential redevelopment of the Wolstein Center site represents a significant opportunity to connect Playhouse Square to the Campus District through vibrant street life, strong architecture, and unique placemaking. The currently proposed redevelopment of the Wolstein Center site includes an athletic facility and other ancillary development. This project should include activated ground level architecture on key corridors, well-designed public space, and substantial streetscape amenities. Action Step: Create a Public Space Strategy to Connect Playhouse Square with the Campus District Playhouse Square has strong placemaking and public art elements including custom marquees, a 44 foot tall chandelier over Euclid Avenue, and numerous other features. Beautiful and iconic elements like these should also be built just to the east of Playhouse Square within the boundaries of the Campus District. These features could serve as an iconic gateway to CSU and the Campus District as a whole. Additional features along Euclid, Prospect, and Carnegie Avenues can generate pedestrian connectivity in the district. The spinoff effects of this strategy include enhanced pedestrian traffic for retail businesses, an increased demand for infill development and adaptive reuse, and higher revenue for existing parking facilities.

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Map 6.14 | Wolstein Site Influence Area

Map Data Sources: Cuyahoga County, ESRI

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As this planning process unfolded, a proposal came forward to redevelopment the existing Wolstein Center into an open air athletic facility. This plan is di under a separate design process. Based on the recommendations of this plan, the key elements of a potential site redevelopment should include retail sp

Map 6.15 | Wolstein Center Conceptual Plan

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TRANSFORMATIONAL PROJECT

Build 1,000 New Housing Units in 10 Years The Campus District has the potential to support significant housing development through multifamily and mixeduse development. Utilizing incentives and focusing development on key areas will create the feeling of a neighborhood. EXISTING CONDITIONS

With proximity to significant employment, transportation, and entertainment options as well as many underdeveloped sites offering significant redevelopment opportunities, the Campus District can provide a variety of housing types. Housing Demand and Preferences The Downtown Cleveland Market Study indicates strong demand for homeownership, with 43% of respondents interested in single-family homes and 25% in townhouses. However, the rising costs of housing and limited financing deter purchases. Renters seek proximity to amenities (30.5%) and affordable units, with 37% preferring apartments/ condominiums and 21% single-family homes. Barriers include limited unit availability and high rents. Demand for accessible housing is growing, driven by an increase in 55–64-year-olds (12.5% of the population), necessitating age-in-place features in new and rehabilitated units.

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OPPORTUNITIES FOR DEVELOPMENT Sites Vacant lots and structures offer opportunities for infill development and adaptive reuse, aligning with the Reimagining Downtown Cleveland Plan’s goal of diverse housing options. The Downtown Cleveland Market Study recommends diversifying housing toward homeownership (e.g., townhomes, condominiums) to boost the 6.1% homeownership rate in the Downtown Core and support the administration’s vision for an “18-hour city.”

ACTION STEPS Action Step: Establish Annual Goals and Track Progress While building 1,000 housing units in 10 years is a broad and ambitious goal, building roughly 100 housing units per year can be achieved through steady progress with projects of various sizes. Some larger projects may provide several hundred housing units on one site, while smaller projects of 2-10 units can incrementally fulfill demand for a variety of housing types. Action Step: Clear Blighted Structures to Create Development Sites Development partners should work with the Cuyahoga County Property Demolition Fund or other funding sources to clear blighted structures for new housing development.

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Map 6.16 | Housing Development Focus Areas

Map Data Sources: Cuyahoga County, ESRI

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Create A Social Service Hub The Campus District should continue to maintain and enhance its position as a social services hub in Cleveland through creating a high-quality environment for those in need.

EXISTING CONDITIONS

The Campus District has several existing social service providers which provide critical support to community members that are experiencing homelessness. There have been many conversations during this planning process regarding upgraded facilities to service these community members in need.

COMMUNITY DIALOGUE

There is broad acknowledgment that the services provided by existing social service providers are important to the community and region as a whole, but their physical facilities are lacking in critical infrastructure to serve their mission effectively. Current Efforts The Norma Herr Women’s Center is the city’s only low-barrier emergency shelter for women between the ages of 18-80. The facility is operated by the YWCA and serves an average of 170 women nightly. This facility received significant funding for a renovation which is currently under construction. The project includes secured outdoor space and improved overall facilities.

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Additional Strategies While the renovation of the Norma Herr Women’s Center is a significant step forward, additional steps will likely be necessary. A partnership to provide services could be formed to better address the needs of the community while better aligning with the goals of the Campus District as a whole. A small campus that provides high quality services and a spectrum of resources has been discussed as a potential solution. National Models There are numerous national models which combine affordable housing with on-site social services. The goal is to help individuals or families with complex challenges to achieve stable housing. It is critical that these facilities include permanent housing, provide voluntary support, and work toward autonomy choice for residents. Haven for Hope is a recognized national model in San Antonio, Texas and is described in detail at right. Other national recognized model is the YMCA Supporting Housing Campus in Des Moines, Iowa. Several coalitions or partnerships are recognized nationally as leaders on this topic, including The Planning Council headquartered in Norfolk, Virginia.

ACTION STEPS Action Step: Establish a Task Force to Further Explore Social Service Facility Planning Creating a social service hub will require significant collaboration between multiple public and private entities. A specific site for a social service hub has not been identified during this planning process, but should be thoughtfully considered to have access to transit, open space, and other amenities. The hub could be incorporated into other ongoing development concepts included in this plan.

Haven for Hope: A National Model for Homeless Response Overview Haven for Hope is a large, centralized campus in San Antonio, Texas that provides a comprehensive range of services to individuals and families experiencing homelessness. Founded in 2010, the 22-acre facility partners with numerous nonprofits to offer shelter, food, medical and dental care, mental health and substance use counseling, job training, and assistance with obtaining IDs and benefits. Individuals or families experiencing homelessness can receive housing, education, counseling and support in order to assist with gaining permanent housing. Key Features • $103M construction cost in 2010 • 60% funded from private donations • More than 80 partners provide services to Haven clients on and off campus • 1,700 beds in 3 dorms, courtyard & overflow Families are NEVER turned away - the only provider in town with this commitment • Kennel & cattery for pets • Low barrier option with indoor sleeping • Person centered, trauma informed, recovery oriented system of care • More than 40,000 individuals have been helped

06 | TRANSFORMATIONAL PROJECTS

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Implementation Strategies & Tools A strategic and coordinated approach to financing will ensure that catalytic projects move forward in alignment with community goals.

Goal 1 Implementation Strategies IMPLEMENTATION STRATEGY

WELCOME NEW RESIDENTS AND VISITORS THROUGH A SAFE EXPERIENCE.

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Findings Addressed The Campus District’s Population is Growing There is Momentum to Redevelop the Campus District Walkability is a Key Strength of Neighborhoods within the District The Perception of Safety Needs Improvement The Lack of Trees & Green Space Increase Urban Heat Island Effect Strong Wayfinding & Defined Gateways are Needed The District has Three Distinct Neighborhoods

Policy Recommendations Refine Zoning and Land Use Policies Create a Long Term Public Art Program Create Neighborhood Parks Within a 5 Minute Walk of All Residents and Workers Support a Spectrum of Housing Development Establish Streetscape Design Goals for Future Projects Convert Surface Parking Lots To Infill Development Sites

Near Term Momentum Builders Explore Brand Identity Options for the Superior Arts District Enhance Social Service & Safety Infrastructure Focus on Small Scale Public Art Interventions Create Short Term Activation through Events

Long Term Transformational Projects Build the Campus Trail Build Enhanced Bridges Through the Innerbelt Project Create the Campus Green Create a Citywide Health, Healing, and Learning Hub Create a Cultural Hub Along Rockwell & Superior Avenues Create A Social Service Hub

07 | IMPLEMENTATION TOOLS

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Goal 2 Implementation Strategies IMPLEMENTATION STRATEGY

BUILD A VIBRANT DISTRICT THROUGH CREATIVE ART, ARCHITECTURE, AND PUBLIC SPACE DESIGN.

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Findings Addressed The History of the Campus District Is Dynamic Existing Architecture Can Drive Campus District Development The Campus District’s Population is Growing There is Momentum to Redevelop the Campus District Walkability is a Key Strength of Neighborhoods in the District There is Community Support for New Investment The Lack of Trees & Green Space Increase Urban Heat Island Effect Strong Wayfinding & Defined Gateways are Needed

Policy Recommendations Simplify Design District Review Create a Long Term Public Art Program Expand Historic Tax Credit Development Opportunities Create Neighborhood Parks Within a 5 Minute Walk of All Residents and Workers Generate Small Business Economic Development Establish Streetscape Design Goals for Future Projects Convert Surface Parking Lots To Infill Development Sites

Long Term Transformational Projects Build the Campus Trail Build Enhanced Bridges Through the Innerbelt Project Create the Campus Green Create Community Space at the Juvenile Justice Center Site Create a Cultural Hub Along Rockwell & Superior Avenues Renovate or Redevelop Marquee Historic Buildings Connect to Playhouse Square Build 1,000 Housing Units in 10 Years 07 | IMPLEMENTATION TOOLS

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Goal 3 Implementation Strategies IMPLEMENTATION STRATEGY

ESTABLISH A LONGTERM MULTIMODAL STRATEGY FOR A BETTER CONNECTED DISTRICT.

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Findings Addressed The History of the Campus District Is Dynamic Walkability is a Key Strength of Neighborhoods within the District The Perception of Safety Needs Improvement The Lack of Trees & Green Space Increase Urban Heat Island Effect Strong Wayfinding & Defined Gateways are Needed The District has Three Distinct Neighborhoods

Policy Recommendations Create Neighborhood Parks Within a 5 Minute Walk of All Residents & Workers Establish Streetscape Design Goals for Future Projects Convert Surface Parking Lots To Infill Development Sites

Near Term Momentum Builders Enhance Social Service & Safety Infrastructure Focus on Small Scale Public Art Interventions Create Short Term Activation through Events

07 | IMPLEMENTATION TOOLS

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Goal 4 Implementation Strategies IMPLEMENTATION STRATEGY

FOCUS ON HEALTHCARE AND WELLNESS TO ESTABLISH A RESTORATIVE ENVIRONMENT.

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Findings Addressed The History of the Campus District Is Dynamic Walkability is a Key Strength of Neighborhoods within the District There is Community Support for New Investment The Perception of Safety Needs Improvement The Lack of Trees & Green Space Increase Urban Heat Island Effect The District has Three Distinct Neighborhoods

Policy Recommendations Create a Long Term Public Art Program Create Neighborhood Parks Within a 5 Minute Walk of All Residents and Workers Support a Spectrum of Housing Development Establish Streetscape Design Goals for Future Projects

Long Term Transformational Projects Build the Campus Trail Create the Campus Green Create Community Space at the1 Juvenile Justice Center Site Create A Social Service Hub

07 | IMPLEMENTATION TOOLS

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Goal 5 Implementation Strategies IMPLEMENTATION STRATEGY

BUILD UPON THE UNIQUE HISTORY AND SENSE OF PLACE TO BUILD AN AUTHENTIC EXPERIENCE.

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Findings Addressed The History of the Campus District Is Dynamic Existing Architecture Can Drive Campus District Development There is Momentum to Redevelop the Campus District The Lack of Trees & Green Space Increase Urban Heat Island Effect Strong Wayfinding & Defined Gateways are Needed The District has Three Distinct Neighborhoods

Policy Recommendations Simplify Design District Review Create a Long Term Public Art Program Expand Historic Tax Credit Development Opportunities Create Parks Within a 5 Minute Walk of All Residents & Workers Establish Streetscape Design Goals for Future Projects

Near Term Momentum Builders Explore Brand Identity Options for Superior Arts District Enhance Social Service & Safety Infrastructure Focus on Small Scale Public Art Interventions Create Short Term Activation through Events

Long Term Transformational Projects Build the Campus Trail Build Enhanced Bridges Through the Innerbelt Project Create the Campus Green Create Community Space at Juvenile Justice Center Site Create a Cultural Hub Along Rockwell & Superior Avenues Renovate or Redevelop Marquee Historic Buildings Connect to Playhouse Square

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Development Funding Resources A diverse mix of federal, state, local, and private funding tools can help catalyze redevelopment and economic growth within the district. These programs provide incentives for business investment, job creation, and adaptive reuse of existing buildings while supporting public infrastructure and community amenities.

FEDERAL Economic Development Administration (EDA) Grants This grant programs provide funding for infrastructure improvements and business incubators that promote job creation and economic growth, applicable to mixeduse developments or adaptive reuse of large facilities (e.g., churches).

STATE Ohio Enterprise Zone Program This program offers real and personal property tax exemptions for businesses investing in the Campus District. Eligible projects must demonstrate job creation and meet investment thresholds (e.g., 10% of facility value for expansions, 50% for renovations, or 20% for vacant site redevelopment). The program requires a return on investment ratio of 1.25 or greater for the City of Cleveland. Transformational Mixed-Use Development Program This program provides tax credits for catalytic projects, including commercial developments within the Campus District. Eligible for Campus District projects with expenditures over $50 million, requiring 51% financing commitment and 10% taxes generated. Ohio New Markets Tax Credit Program This tax credit incentivizes investment in low-income communities through Community Development Entities. The program funds high-impact economic development projects, such as grocery stores or commercial hubs in the Campus District. Ohio Opportunity Zones Tax Credit Program This tax credit supports economic development in designated zones within the Campus District (outside East 22nd Area), encouraging private investment in commercial projects like signage/wayfinding or neighborhood identifiers.

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LOCAL

PRIVATE/PHILANTHROPIC

Cleveland Tax Increment Financing (TIF) Strategy TIF strategies redirect increased property tax revenue to fund public infrastructure for economic development, such as streetscaping, signage, or design standards (e.g., brick identifiers for the Campus District). Additionally, TIF strategies support transformational investments without impacting school funding.

Corporate Sponsorships Corporate sponsorship funding sources engage local businesses to fund economic initiatives, such as wayfinding signage or neighborhood branding, through sponsorships or partnerships.

Industrial/Commercial Land Bank (ICLB) This land bank program strategically assembles properties for business attraction and job creation. Funds environmental assessments and remediation to prepare sites for commercial development, such as shovel-ready lots for grocery stores or mixed-use projects.

Impact Investment Funds A key strategy is to attract private investors to finance high-impact projects, such as grocery store development or adaptive reuse of large facilities, with a focus on community benefits.

Cleveland Brownfields Program This brownfield funding program assists with funding and navigation of brownfield remediation for commercial sites, enabling redevelopment of contaminated properties for economic uses like retail or office spaces.

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Housing Funding Resources A range of federal, state, and local programs can support the development, rehabilitation, and preservation of housing within the district. These resources provide tools for creating affordable and mixed-income housing, redeveloping underutilized properties, and improving neighborhood infrastructure.

FEDERAL HUD’s Choice Neighborhoods Implementation Grants This grant program provides up to $50 million for transformative housing projects, including adaptive reuse of large facilities like churches or community centers. Campus District District projects that are eligible for Choice Neighborhood Implementation Grants Eligible projects that align with affordable housing and community revitalization goals. Community Development Block Grant (CDBG) The CDBG program supports housing rehabilitation and off site improvements in low- and moderateincome areas. Can be used to bring housing up to code, construct public infrastructure such as flood and drainage improvements, utility lines, and roadway improvements to support housing development.

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HOME Investment Partnerships HOME investment supports Housing rehabilitation, housing construction, and homeownership activities. The program can be used for projects such as down payment assistance, construction of new single family or multi family housing, and upgrading housing for accessibility, etc. Low Income Housing Yax Credits (LIHTC) Federal tax credits are awarded through the Ohio Housing Finance Agency and can be used to offset the cost of developing affordable housing targeted at the 60% AMI level and below.

STATE Ohio Community Reinvestment Area (CRA) Program This program offers real property tax exemptions for homeowners and developers renovating or constructing new housing. Single-family projects can receive 85– 100% abatement up to $350,000 (new construction) or $450,000 (rehabilitation). Multi-family projects must set aside units affordable to families at 100% of Area Median Income (AMI), with 100% abatement possible for fully affordable projects. Ohio Historic Preservation Tax Credit (Ohio HTC) The Ohio HTC provides up to 25% of qualified rehabilitation expenditures (max $5 million) for historically designated buildings, such as churches or large facilities in the Campus District District. The program is applicable to adaptive reuse for housing. Ohio Opportunity Zones Tax Credit Program This program incentivizes investment in economically distressed areas like the Campus District District (outside East 22nd Area). Supports housing projects through tax credits for developers.

LOCAL Cleveland Tax Abatement Program The Cleveland Tax Abatement Program offers 85–100% abatement for housing projects within city limits, including single-family and multi-family developments. Age-in-place projects (e.g., accessible housing for seniors) qualify for 100% abatement with approved architectural plans and inspections. Multi-family projects with abated values over $250,000 or total development costs above $20 million may require additional review. Cuyahoga County Property Demolition Fund This fund provides grants or loans up to $1 million (first round) or $2 million (second round) for demolishing blighted structures, clearing sites for new housing development. Up to $100,000 per structure.

ECONOMIC DEVELOPMENT TOOLS TO SUPPORT HOUSING Tax Increment Financing (TIF) TIF financing redirects increased property tax revenue from rising values in the Campus District to fund housing infrastructure (e.g., utilities, accessibility upgrades). Cleveland’s TIF strategy supports neighborhood investments without reducing school funding.

Port Authority Loan Loss Reserve Programs Many port authorities offer credit enhancement of up to 50% of a qualified energy efficiency project on an existing structure. Ohio Port Authorities originate loans for projects that make businesses’ and nonprofits’ facilities more energy efficient. This program is available to Campus District for-profit and non-profit entities that will be able to demonstrate savings of 15 percent or more on an energy measure and a payback period of 15 years or less. Entities are allowed to apply for loans from port authorities located anywhere in the state of Ohio Brownfield Remediation Program This program offers grants up to $350 million (firstcome, first-served) to clean contaminated sites for housing development. Includes $1 million per county set-aside until June 30, 2022, after which funds join the statewide pool. Alternative Stormwater Infrastructure Loan Program This loan program provides below-market loans up to $5 million for green infrastructure in housing projects, covering design, demolition, and construction costs. The program also requires coordination with various local and state governmental entities. Public-Private Partnerships Campus District projects should partner with developers or other private sector entities on housing projects. Campus District’s non profit status can allow access to additional grants and other funding sources as well as a cost savings due to their tax exempt status.

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Parks & Recreation Funding Resources Federal and local programs can provide support for land acquisition, greenway development, and neighborhood park improvements, while aligning investments with community goals. Partnerships with conservancies, philanthropic organizations, and community groups can supplement these resources, helping to fund ongoing maintenance, programming, and communitydriven enhancements that ensure parks remain active, inclusive, and connected community assets.

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FEDERAL Land and Water Conservation Fund (LWCF) This fund provides grants for park development, land acquisition, and recreational facilities, supporting projects like parkspace expansion or greenway development in the Campus District. HUD’s Choice Neighborhoods Planning Grants Choice Neighborhood Planning Grants offer up to $500,000 for planning park and recreation improvements as part of broader neighborhood revitalization, including “doing while planning” projects like modest park enhancements. Community Development Block Grant (CDBG) CDGB supports operating costs for recreational programming geared towards low to moderate income neighborhoods.

LOCAL Cuyahoga County Property Demolition Fund This fund offers grants or loans up to $1 million (first round) or $2 million (second round) to demolish blighted structures, clearing sites for new parkspace or recreational facilities. The cap for this fund is up to $100,000 per structure. Cleveland Complete and Green Streets Policy This policy aligns funding with sustainable park and recreation projects, prioritizing pedestrian-friendly designs, green infrastructure, and connectivity (e.g., trails or greenways). In the Campus District, this policy supports streetscaping and park access improvements. Park Conservancies Partner with local conservancies to fund park maintenance, programming, or capital improvements, such as new recreational facilities or event spaces. Crowdfunding Campaigns The Campus District should engage residents and businesses to raise funds for specific park projects, like signage, wayfinding, or community gardens, inspired by community-driven models. Foundation Grants A key funding source for the Campus District is to secure grants from regional or national foundations focused on urban greening or recreation, supporting parkspace enhancements or trail development.

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